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Shehu, Blerim. "MANAGEMENT IN BUSINESS." Knowledge International Journal 28, no. 1 (December 10, 2018): 335–40. http://dx.doi.org/10.35120/kij2801335s.
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This topic describes the concept and role of leadership, discusses what happens when a leader shows more or less leadership than it is, and explores the power of leadership morality. Leaders are fucused in people and how to increase future profit rate for future projects. They often demand from others. Leadership is related to the risks that can be taken and the rewards that may come from them. Focusing on a broader aspect, leaders inspire others, give ideas and raise morals to others. Leadership is merely the exercise of authority to guide the work of others, so the leader is the one who encourages others to follow him to achieve the goals set out beforehand. So they have the interpersonal power as an ability to influence the behavior of other people. Leadership is raising the vision of people in the highest horizon, raising their performance at the highest standard, building their personality beyond normal limits. Leaders are like front captains who not only inspire their soldiers with physical presence, but also command a proper attack from supporting weapons and exhibit a high degree of bravery and are not afraid of attacking the enemy. The leader is transformed into worth of honesty, takes the calculated risk and worries workers and consumers.
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Орлова, Л., and Lyubov' Orlova. "Specific Features Leader in Small Business." Management of the Personnel and Intellectual Resources in Russia 7, no. 6 (December 26, 2018): 38–42. http://dx.doi.org/10.12737/article_5c176830191fd8.69502576.
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Success in all areas of business management depends on the development of specific tasks, but some small business managers perform better in the role of administrators, merchants, or inventors, rather than leaders. What distinguishes leadership from small business management is that in order to lead others, a leader must rely less on power, and more on authority. In business relations, authority usually originates from a number of sources: charisma, natural qualities, traditions, roles, functions, status, etc. In the process of analyzing leadership in a small business, one should take into account not only the leader, group, task and situation, but also the fact that changing any of these factors will affect all the others. Skillful leaders take into account individual needs in the group and the requirements for performing tasks.
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Punoševac, Zoran. "Leader and business excellence." Trendovi u poslovanju 1, no. 2 (2013): 17–22. http://dx.doi.org/10.5937/trendpos1302017p.
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Begolli, Gent. "LEADERSHIP IN THE BUSINESS PROCESSES." Knowledge International Journal 26, no. 6 (March 18, 2019): 1675–79. http://dx.doi.org/10.35120/kij26061675b.
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In the current competitive world, success is by no means easy. Things change very fast. Decisions are made timely. It is very important that every organization has a leader who is able to take care of things, make the right decisions in a timely manner, and put the right person in the right position. It's not an easy task. People change, change their priorities, the situation changes. Depending on the circumstances, a leader should be able to quickly make decisions that are effective. With the help of various studies, observations and research, students from various universities have come up with different leading styles. Keeping this in mind, a leader should get the most out of the employees and not ignore the situations around them. Situations play a very important role in the performance of team members. A leader plays an important role in motivating everyone's behavior in the organization. There are many definitions for the work leader. Leadership can be defined as the empowerment of individuals, a technique of influence on people and employees, helps everyone in the team to gain knowledge and make them develop individually and professionally. Leaders are responsible for identifying the goals the organization should achieve and also to set strategies for this purpose.
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Du, Yishan, Liguo Xu, You Min Xi, and Jing Ge. "Chinese leader-follower flexible interactions at varying leader distances." Chinese Management Studies 13, no. 1 (April 1, 2019): 191–213. http://dx.doi.org/10.1108/cms-03-2018-0461.
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Purpose The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances. Design/methodology/approach This study uses a case study approach. Findings First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction. Research limitations/implications This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions. Originality/value First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed.
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Sims, Cynthia Mignonne, Tao Gong, and Claretha Hughes. "Linking leader and gender identities to authentic leadership in small businesses." Gender in Management: An International Journal 32, no. 5 (July 3, 2017): 318–29. http://dx.doi.org/10.1108/gm-06-2016-0121.
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PurposeWomen are starting businesses at unprecedented rates, yet little is known about the leadership of small business owners. Establishing new ventures may allow women to use their full abilities and benefit from a more level playing field. Business owners have the unique opportunity to lead and define their businesses based on their authentic selves, values and goals; therefore, they are more likely to be authentic leaders. Women in nontraditional industries may be challenged because the owner’s characteristics do not match those of the industry. When the enactment of one identity interferes with another identity, identity interference (II) occurs. Relational authenticity and role incongruity suggests that women founders must uniquely resolve II and find synergy among their gender and leader identities if they are to extend the boundaries of what it means to be a woman and an industry’s business leader. This research aims to determine whether gender and leader II was an antecedent or link to authentic leadership (AL). Design/methodology/approachStudy participants were from 63 businesses in the USA states of California, Ohio and Maryland. Three leader models were established to determine whether owner gender functioned as a moderator: all genders (n = 155), women only (n = 75) and men only (n = 65). The individual owners and their employees were the units of analysis and structural equation modeling was used. FindingsThe findings revealed that II was an antecedent to AL, owners were AL and owner gender moderated AL and II. Research limitations/implicationsThis study supports (Kernis, 2003; Gardner et al., 2005) the proposition that identity congruence is necessary for AL; the less interference found between gender and leader identities, the more authentic the leader. II functioned as an antecedent to AL. Moreover when the AL self’s subscales were examined relative to II, the components that were active varied dramatically based on leader gender. This suggests that addressing II and resolving the incongruence between what it mean to be a woman (or a man) and a leader contributes to the development of AL. Additionally, the AL boundary condition of relational authenticity was supported by this study; leader gender was related to the different amounts of AL (Eagly, 2005; Kernis, 2003). Support was found that AL was a dynamic process between leaders and employees. When authentic leadership questionnaire (ALQ) self (leader) and rater (employee) were compared, there was a significant amount of consistency between these ratings. For the all genders leader model, when ALQ self’s subscale was analyzed relative to the employees’ ratings, the leaders’ relational transparency was found to be active. The women only leader model revealed that AL was activated through internalized moral perspective suggesting they were able to tap into the hearts and minds of their employees. For the men only leaders, no relationship was revealed between ALQ self’s subcomponents and employee AL ratings. Relational authenticity suggests that this may be due to employees rating men owners more based on the experience and perceptions of men leaders in general and not these business owners in particular. Practical implicationsLeadership development professionals should address how II may help women examine who they are, how they work with others, and their values; decrease leader II by providing insight on how to manage potentially conflicting roles through examples of synergistic behaviors and benefits; and, build upon women owners’ ability to connect with their followers by sharing their goals and aspirations. Men owners may benefit by ensuring their employees know their business’ unique value proposition. Originality/valueThis research sought to link the identities of leader and gender to AL in the context of small businesses. It builds upon the AL theory of Avolio et al., (2004) and Jensen and Luthans (2006) who advocated using AL to study small businesses. This study determined whether business owners experienced interference between their gender and leader identities; II hindered the formation of AL and was an antecedent to AL; and the owner’s gender led to more or less AL and thus determined if leader gender moderated AL. The support for studying leader gender comes from role incongruity (Eagly and Diekman, 2005) and relational authenticity (Eagly, 2005; Kernis, 2003) which suggests that differences in how employees perceive AL may be a function of the owner’s gender. Added support comes from Jensen and Luthans (2006); they asked future studies to examine AL to determine the mechanisms behind gender differences in small businesses. Such research provides insight on the development of AL in theory and practice.
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Reutzel, Christopher R., Jamie D. Collins, and Carrie A. Belsito. "Leader gender and firm investment in innovation." Gender in Management: An International Journal 33, no. 6 (August 6, 2018): 430–50. http://dx.doi.org/10.1108/gm-05-2017-0066.
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Purpose The purpose of this paper is to examine the influence of business leader gender on the pursuit of innovation opportunities. Extant research suggests that leader gender represents an important characteristic that shapes firm behavior in various ways. The authors build upon this research by relating business leader gender, perceptions of environmental munificence and distributive justice to firm investment in innovation. Design/methodology/approach This study examines the survey responses of 469 business leaders in India. These individuals were primarily responsible for their firms. Their responses to survey questions were analyzed using ordinary least squares regression. Findings The results of this study suggest that female-led firms exhibit less investment in innovation than male-led firms. Results also suggest that female business leaders perceive less environmental munificence as well as distributive justice. Finally, study results suggest that the effect of gender on firm investment in innovation is mediated by perceptions of distributive justice. Originality/value This study provides an empirical link between business leader gender and firm investment in innovation. In doing so, it acknowledges and provides insight into the gendered nature of the initiation of innovation processes and leadership. Finally, the finding that business leader perceptions of distributive justice mediate the relationship between business leader gender and investment in innovation extends current understanding of the mechanisms underlying the lower investment in innovation rates exhibited by female-led firms.
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Sehovic, Ajla. "Entrepreneur as a business leader." Ekonomski izazovi 3, no. 6 (2014): 154–65. http://dx.doi.org/10.5937/ekoizavov1406154s.
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SHEH, SEOW WAH. "ENTREPRENEURIAL LEADERS IN FAMILY BUSINESS ORGANISATIONS." Journal of Enterprising Culture 12, no. 01 (March 2004): 1–34. http://dx.doi.org/10.1142/s0218495804000026.
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This research reports the findings of an empirical study into the behavioural attributes of the Chinese transformational leader in Singapore. The literature review reveals that the current research on transformational leadership only focuses on Western organisations. This research design used both qualitative and quantitative approaches. The qualitative research used the case study strategy as a primary instrument. This case study approach was to search for new themes and patterns across eight Chinese Chief Executives of medium to large-scale business enterprises. In the quantitative part of the research, the subordinates of the selected leader were identified to participate in the questionnaire survey – to rate their leaders' based on the presence and intensity of practice of the identified behavioural attributes. The six factors rotated uncovered a common list of behavioural attributes of the Chinese transformational leader that will facilitate the transformation process. Implications of the findings are discussed.
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Beiko, Darren, Julian Barling, Anne-Marie Houle, Timothy O. Davies, and J. Stuart Oake. "Exploring the business of urology: Leadership." Canadian Urological Association Journal 10, no. 7-8 (August 16, 2016): 241. http://dx.doi.org/10.5489/cuaj.3951.
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What characteristics constitute an exemplary leader? Let’s take a moment and reflect on dynamic leaders we have observed during our careers. What is it about them that cause us to consider them exceptional? It may have been one or more significant acts they performed, or perhaps it was an impactful discussion that left an impression on us. Fig. 1 highlights 10 characteristics of strong leaders with positive influence.1 According to a recent leadership study that surveyed Canadian urology program directors and division/ department heads, high personal integrity, as well as excellence in patient care and teaching were identified as the most important attributes for successful leadership.2 Urologists often find themselves in leadership positions, as do many physicians. In addition to being a leader in the clinical setting, many urologists achieve leadership roles in administration, education, and research. Some examples of such roles are shown in Table 1. The main objectives of this article are to gain some background information on leadership competencies and styles, and to learn about opportunities for development of leadership skills.
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Kapucu, Hakan. "Technoversal Leader: Triumphant Leader of the Technological Era." International Journal of Progressive Sciences and Technologies 23, no. 1 (November 6, 2020): 440. http://dx.doi.org/10.52155/ijpsat.v23.1.2313.
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The new world order reminds disruptions and turmoil. Exponentially-developing technology plays a significant role in causing these radical changes. These rapidly-changing conditions affect leaders with all humans. As scientific knowledge, digital transformation, technology is a backbone at the point that humanity has reached. Thus, it has become a critical component, which affects leader behaviors and the skillset expected from them. In this context, this article introduces a new leader who distinguishes from other styles. This distinction arises from the skills that leaders must adopt in the future are different than the past, from the reality of the earth’s being on the edge of collapse, business leaders’ being obliged to act upon it. And along with these specific behaviors, the leaders’ having data-driven mindsets, being technology adept.
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Strobel, Maria, Andranik Tumasjan, and Isabell Welpe. "Do Business Ethics Pay Off?" Zeitschrift für Psychologie / Journal of Psychology 218, no. 4 (January 2010): 213–24. http://dx.doi.org/10.1027/0044-3409/a000031.
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The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with stronger intentions to pursue employment with the respective organization. This effect was simultaneously mediated by organizational prestige and the general attractiveness of the organization.
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Nandi, Roopa, Ganesh Singh, and Parvaiz Talib. "Succession in Family Business: Sharing the Cognitive Map." Paradigm 23, no. 1 (May 7, 2019): 53–69. http://dx.doi.org/10.1177/0971890719836525.
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Succession is the ultimate test of success reflected as sustainability in business, when managing business changes hands from a family leader to a non-family leader. This means when a family business is owned by the family but managed by a non-family member. This article explores the possibility of approaching succession process using design thinking—an approach based on appreciative inquiry. By identifying the various dimensions in which succession in family business takes place, this article introduces to business leaders a strength-based approach for creating an imagined future, that is satisfactory and acceptable after the incumbent phase out and successor phase in take place. The article emphasizes on creating of a singular image—a shared cognitive map for succession. When business leaders wilfully design a singular image, they have shared cognitive map that facilitates succession. The article provides guiding questions for design thinking in succession in family business.
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Орлова, Л., Lyubov' Orlova, Татьяна Лукьянова, and Tatyana Lukyanova. "Leader Efficiency in a Small Business." Management of the Personnel and Intellectual Resources in Russia 8, no. 2 (May 13, 2019): 15–21. http://dx.doi.org/10.12737/article_5cb6f8df313a75.48738426.
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The effectiveness of leadership in a small business is determined by the preferred leadership style, relevant goals, the presence or absence of informal leaders in a team, the manager’s ability to resolve conflicts and involve team members in business participation. The decrease in efficiency and lack of enthusiasm among staff may be an indication that the leadership style is not quite right. Business must be balanced in terms of business skills, competence and orientation (for a task or for people). Requirements for professional qualities, as well as business goals, are constantly changing with changing environments.
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McDonald, John. "Leader or follower [The Business Scene]." IEEE Power and Energy Magazine 6, no. 6 (2008): 18–90. http://dx.doi.org/10.1109/mpe.2008.929699.
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Mortimore, Roger, Paul Baines, Ian Crawford, Robert Worcester, and Andrew Zelin. "Asymmetry in leader image effects and the implications for leadership positioning in the 2010 British general election." International Journal of Market Research 56, no. 2 (March 2014): 185–205. http://dx.doi.org/10.2501/ijmr-2013-061.
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Using national survey data on voters’ perceptions of party leaders during the 2010 British general election campaign, we use logistic regression analysis to explore the association between specific image attributes and overall satisfaction for each leader. We find attribute-satisfaction relationships differ in some respects between the three main party leaders, demonstrating that leader image effects are not symmetrical across leaders. We find evidence that negative perceptions have more powerful effects on satisfaction than positive ones, implying that parties should seek to determine a leader's image attribute perceptions measured against the public's expectations of them on the same dimensions. The positions that campaigners ought then to choose are those that will have the most beneficial effect in encouraging voting behaviour for each particular leader or discouraging voting behaviour for an opponent.
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Kovačič, Helena, and Andrej Rus. "Leadership Competences in Slovenian Health Care / Vodstvene Kompetence V Slovenskem Zdravstvu." Slovenian Journal of Public Health 54, no. 1 (March 1, 2015): 11–17. http://dx.doi.org/10.1515/sjph-2015-0002.
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Abstract Background. Leadership competences play an important role for the success of effective leadership. The purpose of this study was to examine leadership competences of managers in the healthcare sector in Slovenia. Methods. Data were collected in 2008. The research included 265 employees in healthcare and 267 business managers. Respondents assessed their level of 16 leadership relevant competences on a 7-point Likert-type scale. Results. Test of differences between competences and leader position of health care professionals yielded statistically significant differences between leader and non-leader positions. Leaders gave strongest emphasis to interpersonal and informational competences, while regarding decision making competences, the differences between leaders and other employees are not that significant. When comparing competences of healthcare managers with those of business managers, results show that healthcare managers tend to give weaker emphasis to competences related to all three managerial roles than business managers. Conclusions. The study showed that in Slovenian health care, leaders distinguish themselves from other employees in some leadership competences. In addition, all three dimensions of leadership competences significantly distinguished the group of healthcare managers from the business managers, which indicates a serious lag in leadership competences among leaders in Slovenian healthcare
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Sharma, Avnish, Rakesh Agrawal, and Utkal Khandelwal. "Developing ethical leadership for business organizations." Leadership & Organization Development Journal 40, no. 6 (August 1, 2019): 712–34. http://dx.doi.org/10.1108/lodj-10-2018-0367.
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Purpose The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership. Design/methodology/approach This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership. Findings An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship. Practical implications This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization. Originality/value This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
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Muhammad, Nik Maheran Nik, Filzah Md Isa, and Siti Norezam Othman. "Mydin transformation focus: leadership and organizational change." Emerald Emerging Markets Case Studies 1, no. 3 (July 1, 2011): 1–16. http://dx.doi.org/10.1108/20450621111180963.
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Mydin transformation focus: leadership and organizational change. Subject area – Leadership and organizational change. Study level/applicability – Undergraduate and Master's degrees in Business and Management. Managers and executives undergoing training in leadership-related issues will also benefit from the case study through development of analytical and decision-making skills. Case overview – The case study highlights a successful retail business leader who has been directly involved in the transformation of his family business from a mere merchandiser to hypermarket owner. For more than five decades of developing and cultivating his leadership skills, business competencies and continuous learning, he successfully competes with foreign giant retailers. To comprehend the transformation process undergone by his business, the case study captures the development phases of the organizational changes and the leader's leadership and decision-making styles from the early establishment of the company until becoming a local giant retailer, that is chosen as a ”value for money” merchandiser by the customers. Expected learning outcomes – The target users of the case study are expected to: Identify the critical success factors of successful leader. Examine the leadership and decision-making styles employed by the leader. Develop the competencies or capabilities of a retail business leader. Determine programmes or initiatives and strategies used by the leader in transforming the business organization. Apply the lesson learnt of a successful leader to their organization.
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Junita, Imelda. "Transformational Leadership in Digital Era: Analysis of Nadiem Makarim (Founder of GO-JEK Indonesia) Leadership Figure." Integrated Journal of Business and Economics 3, no. 1 (January 5, 2019): 80. http://dx.doi.org/10.33019/ijbe.v3i1.106.
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Technology and internet has driven innovation and new opportunities by digitizing every customer, company, product, service, and process. In digital era, company has potential to touch all aspects of the business, including customers, employees, partners, business processes, and also global network of businesses and things from every industry around the world. Today, what will business leader do with digital business advantage has become a challange. The objective of this paper is to describe the concept of transformational leadership as a hallmark of future digital business leader. From evidence in literatures, in many successful organizations, transformational leaders have contributed to increase the effectiveness and performance of the organizations. By using descriptive method with phenomenological approach, the practice of transformational leadership of Nadiem Makarim as founder of GO-JEK Indonesia (an Indonesian-owned and run technology start-up that specialises in ride hailing, logistics, and digital payments) is examined. Then, this paper provides review about how Makarim’s leadership philosophy and practice has brought GO-JEK into success, Indonesia’s biggest start-up.
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Crawford, Joseph A., Sarah Dawkins, Angela Martin, and Gemma Lewis. "Putting the leader back into authentic leadership: Reconceptualising and rethinking leaders." Australian Journal of Management 45, no. 1 (April 10, 2019): 114–33. http://dx.doi.org/10.1177/0312896219836460.
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Increasingly poor and unethical decision-making on the part of leaders across the globe, such as the recent Australian Cricket Ball Tampering Scandal, pose a significant challenge for society and for organisations. Authentic leadership development is one strategy that has been positioned as an antidote to unethical leadership behaviours. However, despite growing interest in authentic leadership, the construct still embodies several criticisms including conceptual clarity; leader-centricity; bias towards the person, not the leader; philosophical ambiguity; and demographic challenges. Each of these criticisms will be explored in depth to inform a reconceptualisation of the authentic leader construct, comprising indicators of awareness, sincerity, balanced processing, positive moral perspective and informal influence. Importantly, this revised conceptualisation considers how researchers can conceptually distinguish between authentic leaders, followers and individuals. To conclude, we propose a research agenda for authentic leaders, encouraging the pursuit of further construct clarity, including the development of rigorous authentic leader behaviour measures, expanding the psychometric profile of the authentic leader construct, increasing the focus on authentic followers and enhancing leader development programmes.JEL Classification: M12
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Xu, Liguo, Dalong Pang, Jing Ge, and Youmin Xi. "Understanding the categories of leader traits in socialization: the case of Haier group’s CEO in China." Nankai Business Review International 8, no. 3 (August 7, 2017): 344–66. http://dx.doi.org/10.1108/nbri-11-2016-0039.
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Purpose The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization. Design/methodology/approach The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang. Findings Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the impact of key events, mutually promote and consolidate each other, and together derive the thinking trait and the affair trait on the basis of critical events, culture, family, education, etc. The thinking trait is the premise of the affair trait to be expressed in leadership behavior. The root trait and the driving trait together determine a leader’s growth direction and efficiency and can distinguish leaders from non-leaders. The thinking trait and the affair trait together determine the pattern and effectiveness of leadership behavior and can distinguish effective leadership from ineffective leadership. Research limitations/implications This study transcends prior integral leader trait research by categorizing leader traits from the socialization perspective, makes a clear delineation on the interrelationships among categories of leader traits, analyzes their holistic functions on the leaders, reveals the formation and relationship mechanism of leader traits and identifies the types of leader traits that can work as the standards for distinguishing effective leaders from ineffective leaders or non-leaders. Originality/value This study promotes the development of the leader trait theory in the classification, formations, relationships and overall effect of leader traits.
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Nazwirman, Nazwirman. "KETERAMPILAN KEPEMIMPINAN BISNIS GLOBAL YANG EFEKTIF." MBIA 19, no. 1 (April 9, 2020): 49–65. http://dx.doi.org/10.33557/mbia.v19i1.502.
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This research is qualitative in nature that draws findings from various literatures in relation to global business leadership and cross-cultural management. This is an initial effort to identify the essence of leadership skills for global business leaders to face current and future challenges.
In global business including technological innovation, and demographic change, companies must seek effective leadership for diverse organizational management. Leadership in global environmental conditions that seeks to involve cultural awareness, global mindset, effective interpersonal skills, and leader-employee relations and the need to develop leadership skills. There are eleven important skills identified for global business leaders that are effective in developing diverse locations.
These skills are useful for growing employee potential, improving overall organizational performance, taking social responsibility, and cross-cultural human relations. So global business leaders need to continually update effective knowledge, skills and abilities in developing cross-cultural work and management environments, to be able to compete in the global market. Global business management and human resource development will be very useful by exploring empirically the essence of leader skills. In the future this strategy will be very beneficial for global business leadership practices.
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Hicks, Donna, and Sandra Waddock. "Dignity, Wisdom, and Tomorrow's Ethical Business Leader." Business and Society Review 121, no. 3 (September 2016): 447–62. http://dx.doi.org/10.1111/basr.12094.
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Xu, Feng, and Xiaohong Wang. "Leader creativity expectations and follower radical creativity." Chinese Management Studies 13, no. 1 (April 1, 2019): 214–34. http://dx.doi.org/10.1108/cms-04-2018-0489.
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PurposeThe purpose of this study is to research the effect of leader creativity expectations on follower radical creativity. Highlighting the implications of leader creativity expectations, the authors examined employee creative process engagement as a mediator and follower perceived procedural justice as a moderator in the relationship between leader creativity expectations and employee radical creativity.Design/methodology/approachA sample of 256 dyads comprising full-time employees and their immediate supervisors were collected from the innovation teams of industry-university alliances through questionnaire in China, the authors hypothesized and found support for a moderated mediation model.FindingsThe findings show that leader creativity expectations are significantly and positively related to employee radical creativity; creative process engagement plays a fully mediating role between leader creativity expectations and employee radical creativity; procedural justice moderates the positive relationship between leader creativity expectations and creative process engagement and enhances the positive indirect effect of leader creativity expectations on follower radical creativity.Practical implicationsThe creativity expectations of leaders are prerequisite for leadership to drive followers to be creative, which can pose great effect on extra-role behavior of followers such as radical creativity. Leaders can deliberately set role expectations for subordinates to achieve creative goals. Compared with the traditional management practices emphasizing planning, leaders encourage trial practice, provide enough time to ensure employees fully identify problems and provide resources to facilitate information search and coding, may achieve better results. Organizations should also place greater emphasis on the procedural justice, thereby enhancing the positive impact of other factors on employee radical creativity.Originality/valueThis study examined the relationship between leader creativity expectations and follower radical creativity based on the perspective of creative process engagement. The conclusion expanded the evidence of the impact of leader expectations besides this study strongly demonstrate that procedural justice will affect employees creative process engagement which enriches the literature on radical creativity strategic leadership and work engagement.
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Littrell, Romie Frederick, Gillian Warner-Soderholm, Inga Minelgaite, Yaghoub Ahmadi, Serene Dalati, Andrew Bertsch, and Valentina Kuskova. "Explicit preferred leader behaviours across cultures." Journal of Management Development 37, no. 3 (April 9, 2018): 243–57. http://dx.doi.org/10.1108/jmd-09-2017-0294.
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Purpose The purpose of this paper is to develop a reliable and valid field survey research instrument to assess national cultural cognitive templates of preferred leader behaviour dimensions to facilitate education, development, and training of managerial leaders operating across diverse organisations. Design/methodology/approach The study consists of focus group evaluations of the validity and the translations to local languages of a survey instrument assessing leader behaviour preferences in business organisations. Findings The studies find that the survey instrument and its translations are valid and reliable for assessing preferred leader behaviour across national cultures. The length of the survey is problematic, and a new project is underway to produce a shorter version with equivalent reliability and validity. Research limitations/implications As the research project is long term, at this point, a relatively long survey is available for research, with a shorter version planned for the future. Practical implications Practical implications include producing and validating a field survey research instrument that is reliable and valid across cultures and languages, and can be employed to improve the understanding, development, and education of managers and leaders of international business organisations. Social implications Management and leadership processes are employed in all aspects of life, and can be better understood and improved through this research project. Originality/value The majority of cross-cultural research is leader-centric studies of implicit leader characteristics; this project expands the scope of studies further into follower-centric studies of observed leader behaviour.
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Frost, Dean E. "Development Of Implicit Leadership Theories Prior To Training Or Employment." Journal of Applied Business Research (JABR) 32, no. 2 (March 1, 2016): 555. http://dx.doi.org/10.19030/jabr.v32i2.9596.
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This empirical study explored the development of implicit leadership theories among 16 to 18 year-old students in secondary schools prior to any formal leadership training or full-time employment. Students from governance, athletics, clubs, performance groups, and part-time work groups completed interviews and questionnaires. Adult leaders of activity groups also completed questionnaires. Results were analyzed by activity and role (e.g., student leader, student group member, and adult supervisor) for three separate dependent variables: Adult Leaders, Leaders in General, and Student Leaders. Results show that adolescents categorize leader behavior into similar constructs that have been previously established by research with adult samples experienced in organizational life. Experience in groups but not necessarily as a leader contributes to developing implicit leadership theories and type of activity guides such leadership attributions. Gender differences in the expectations for leaders were found and support the existence of early socialization into gender-specific leadership role stereotypes.
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S. Michel, Jesse, Shaun Pichler, and Kerry Newness. "Integrating leader affect, leader work-family spillover, and leadership." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 410–28. http://dx.doi.org/10.1108/lodj-06-12-0074.
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Purpose – Despite the abundance of dispositional affect, work-family, and leadership research, little has been done to integrate these literatures. Based primarily on conservation of resources theory, which suggests individuals seek to acquire and maintain resources to reduce stress, the purpose of this paper is to provide an empirical examination of the relationships between leader dispositional affect, leader work-family spillover, and leadership. Design/methodology/approach – Survey data were collected from a diverse sample of managers from a broad set of occupational groups (e.g. financial, government, library). Regression and Monte Carlo procedures were used to estimate model direct and indirect effects. Findings – The results indicate that dispositional affect is a strong predictor of both work-family spillover and leadership. Further, the relationship between negative/positive affect and leadership was partially mediated by work-family conflict/enrichment. Research limitations/implications – Data were cross-sectional self-report, which does not allow for causal interpretations and may increase the risk of common method bias. Practical implications – This study helps address why leaders experience both stress and benefits from multiple work and family demands, as well as why leaders engage in particular forms of leadership, such as passive and active leadership behaviors. Originality/value – This study provides the first empirical examination of leader's dispositional affect, work-family spillover, and leadership, and suggests that manager's dispositional affect and work-family spillover have meaningful relationships with leader behavior across situations.
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Lund, Anne Kamilla. "Leader legitimacy – a matter of education?" Development and Learning in Organizations: An International Journal 30, no. 6 (November 7, 2016): 20–23. http://dx.doi.org/10.1108/dlo-06-2016-0041.
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Purpose The purpose of this paper is to discuss and share some practical insights on how leaders can seek legitimacy when leading highly specialized/highly educated people from other educational backgrounds than their own. Design/methodology/approach Based on an initial literature review on leader legitimacy, this paper distills three strategies for strengthening leader legitimacy that can apply to leaders of organizations employing highly specialized/highly educated people. Findings If these strategies are applied, leaders leading people from other educational backgrounds than their own will strengthen their possibilities for being perceived legitimate leaders. Further, for recruiters of leaders, awareness about the legitimacy challenge is an important step in choosing the “right” person for the job. For educational institutions and organizers of organizational-internal leader development programs, the strategies are important to consider when preparing and planning teaching on leadership. Research limitations/implications Research was based on a systematic literature review on leader legitimacy and the findings result from an initial categorizing. Practical implications The paper provides strategic insights and practical approaches with the potential to enhance leader and business effectiveness and informing leader-education approaches. The paper bridges theory and practice for leaders, recruiters of leaders and leader-education institutions. Originality/value The briefing saves busy executives and researchers hours of reading time by presenting pertinent information in a condensed and practice-oriented format.
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Lovelock, Christina. "Insight: Business Analysis." ITNOW 63, no. 3 (August 16, 2021): 37. http://dx.doi.org/10.1093/itnow/bwab080.
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Mihai, Roxana-Lucia, and Alina Creţu. "Leadership in the Digital Era." Valahian Journal of Economic Studies 10, no. 1 (July 1, 2019): 65–72. http://dx.doi.org/10.2478/vjes-2019-0006.
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Abstract The new generation, who grew up with social media and the intensive use of information technology, is pouring into the job market, disrupting the corporate culture and leadership models that have been known until now. If these young experts have unique working methods and a language of their own, they are also at the center of the value creation network. How can a leader cope with these changes and exploit the remarkable potential of this new generation? No Fear builds on the personal experiences of leaders of major international companies and points the way forward for any leader who wants to grow its business and its employees in the digital age. The digital revolution will pose new challenges to the leaders of the companies. First of all, the proliferation of technological innovations and their rapid diffusion are a major challenge to understand, assimilate and use them wisely. Second, the exponential growth of Internet-based businesses poses a major challenge for those in the old economy that are at risk of a rapid break in their core business.
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Frost, Taggart F., and Farzad Moussavi. "The Relationship Between Leader Power Base And Influence: The Moderating Role Of Trust." Journal of Applied Business Research (JABR) 8, no. 4 (October 4, 2011): 9. http://dx.doi.org/10.19030/jabr.v8i4.6119.
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One of the most significant factors influencing the quality of leader-member relations and leader effectiveness is trust. The purpose of this study is to examine the moderating role of trust between a leaders power base and their ability to influence their subordinates. The sample consisted of 99 participants in which they responded to a questionnaire that measured 1) the leaders power base (legitimate, coercive, reward, expert, referent, and information) according to French and Ravens (1959) research, 2) the leaders level of influence, and 3) the leader-member level of trust. The results indicate that all bases on power have significant correlations with the trust variable. The trust-influence relationship and the power influence relationship all showed a significant and positive correlation. The results also indicate that the trust variable significantly affects the influence-power base relationships.
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Abeng, Tanri. "Business Ethics in Islamic Context: Perspectives of a Muslim Business Leader." Business Ethics Quarterly 7, no. 3 (July 1997): 47–54. http://dx.doi.org/10.2307/3857312.
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Abstract:The role of the business leader is key to develop the culture of an enterprise. To exemplify its importance in the national and global context, the Muslim author from Indonesia points with admiration to Konosuke Matsushita, founder of Matsushita Electric Corporation, who already in the 1930s set up the seven ethical principles for healthy business growth, which also are commended by the Islamic imperative. Due to the current dynamic business environment, Muslims find themselves confronted with serious dilemmas and need guidance from a clearly developed Islamic business ethics. For this purpose the author offers, first, the essentials of such an ethics: the utmost importance of all sort of productive work and the distribution of wealth in society; the vocation of trade; the fundamental principles of freedom and justice for business conduct; the prescription of certain manners such as leniency, service-motive, and consciousness of Allah; and mutual consultation. He, then, presents his personal view on leadership in business. It involves three basic ingredients: an inspiring vision of high and achievable standards; a value system based on the principles of freedom and justice and promoting fairness, business integrity, and efficiency; and courage to face tough decisions while putting one’s complete trust in Allah.
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Jacksen, Jacksen, Eko Harry Susanto, and Nigar Pandrianto. "Analisis Key Opinion Leaders di Media Sosial dalam Membentuk Opini Khalayak." Koneksi 5, no. 1 (March 4, 2021): 90. http://dx.doi.org/10.24912/kn.v5i1.10170.
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Content is a new way of doing promotions that have various forms, such as videos and images. This research discusses the process of creating content created by a key opinion leader. The person who acts as the key opinions leader is the owner of his own business. The theories used in this study are advertising, social media, marketing content, key opinion leaders, two-stage communication, diffusion of innovation and opinion. The method used is case study with qualitative approach and using interview, observation, and documentation techniques. The results of this study can be known that the content created by a key opinion leader must be diverse in order to attract the attention of the audience. The diversity of content produced must have a clear purpose, so that later the message can be conveyed properly and the goal can be achieved. Content created by engaging business owners directly will increase credibility in the business. Therefore, it can be concluded that the creation of a content must be diverse, informative, educational. While content involving its own business owners will increase high credibility.Konten merupakan cara baru seseorang dalam melakukan promosi yang memiliki berbagai macam bentuk, seperti video dan gambar. Penelitian ini membahas tentang proses pembuatan konten yang diciptakan seorang key opinion leaders. Orang yang berperan sebagai key opinions leader adalah pemilik bisnisnya sendiri. Teori yang digunakan pada penelitian ini adalah periklanan, media sosial, marketing content, key opinion leaders, komunikasi dua tahap, difusi inovasi dan opini. Metode yang digunakan adalah studi kasus dengan pendekatan kualitatif dan menggunakan teknik wawancara, observasi, serta dokumentasi. Hasil penelitian ini dapat diketahui bahwa konten yang diciptakan oleh seorang key opinion leader harus lah beragam agar dapat menarik perhatian penontonnya. Keberagaman konten yang dihasilkan harus memiliki tujuan yang jelas, sehingga nantinya pesan dapat tersampaikan dengan baik dan tujuan dapat tercapai. Konten-konten yang diciptkana dengan melibatkan pemilik bisnisnya secara langsung akan meningkatkan kredibilitas pada bisnis yang dijalani. Untuk itu dapat disimpulkan bahwa pembuatan sebuah konten harus lah beragam, informatif, mengedukasi. Sedangkan konten yang melibatkan pemilik bisnisnya sendiri akan meningkatkan kredibilitas yang tinggi.
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Saeed Abadi, Sana Abdul Rahim, and Farah Hussien Ali Aliqabi. "The Role of personality characteristics of Leader in Business organizations entrepreneurship with strategic flexibility mediated (A Field Research)." Journal of Economics and Administrative Sciences 25, no. 116 (December 31, 2019): 15–42. http://dx.doi.org/10.33095/jeas.v25i116.1786.
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The personality characteristics of the Leader are considered one of the main elements to reach into business organizations entrepreneurship; and because of the development of the organizations of the continuous transformations as result of huge Competition in private High Education sector, there is a great need for Leaders characterized of certain personality capable of managing their organizations and can positively effect on them. Also these organizations' success to reach into entrepreneurship requires a main significant element that is (strategic flexibility) which is considered one of the important elements for success.
Accordingly, this research is trying to find the effective role of the personality characteristics of the Leader in business organization entrepreneurship by studying the effect of the special dimensions of personality characteristics (neuroticism, extraversion, openness, Agreeableness, and conscientiousness) on business organizations entrepreneurship dimensions representing in the two main dimensions (entrepreneurship direction and strategic entrepreneurship) with strategic flexibility mediated with its dimensions (competitive flexibility, information flexibility, human capital flexibility and procedures simplification) across field research in thirteen private colleges in Baghdad.
This research came in an attempt to answer several questions the most important of them are (Is there an effect for Leader personality characteristics on strategic flexibility?), (Is there an effect for strategic flexibility on business organizations entrepreneurship?), (Is there an effect for Leader personality characteristics on business organizations entrepreneurship when strategic flexibility mediated?).
The researchers have designed an opinion Questionnaire form to determine the dimensions of business organizations entrepreneurship, it is distributed on three private colleges on a sample of (40) persons, the model consisting selecting two main dimensions for business organizations entrepreneurship by selecting the highest percentage the items obtained, which is for entrepreneurship direction and strategic entrepreneurship. Then a questionnaire is made as a tool for measurement, All construct items were measured on a five-point Likert Scale, ranging from (1= strongly disagree) to (5= strongly agree)
The Result confirm there are effect of some personality characteristics of the leaders on business organizations entrepreneurship.
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Lam, Chris, and Kim Sydow Campbell. "Follow the Leader? The Impact of Leader Rapport Management on Social Loafing." Business and Professional Communication Quarterly 84, no. 3 (June 18, 2021): 181–204. http://dx.doi.org/10.1177/23294906211020427.
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To prepare students for the workforce, instructors of business, technical, and professional communication must incorporate team projects in their curriculum. However, both instructors and students have negative perceptions of team projects due to a variety of factors including team dysfunctions like social loafing. No prior study has examined the relationship between leader rapport management (LRM) and social loafing. LRM refers to the use of linguistic strategies to manage relationships between leaders and members. Therefore, we built and tested a model that examines the relationship between LRM and social loafing that is mediated by leader-member exchange and communication quality.
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Awano, Haruo, and Masaharu Tsujimoto. "The Mechanisms for Business Ecosystem Members to Capture Part of a Business Ecosystem’s Joint Created Value." Sustainability 13, no. 8 (April 20, 2021): 4573. http://dx.doi.org/10.3390/su13084573.
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Research into business ecosystems has rarely examined the success of business ecosystem members. Business ecosystem leaders tend to focus on their own success rather than carefully monitoring the success of business ecosystem members, and each member must find a mechanism to capture part of the business ecosystem’s joint created value. This study examines the mechanisms by which business ecosystem members capture part of a business ecosystem’s joint created value in the cases of linear tape open (LTO) ecosystems and how these mechanisms contribute to the sustainability of a business ecosystem. A case study was conducted with a review of both the author’s experience with Sony and third-party resources. We confirm the results by panel data analysis. We identified three mechanisms. First, a business ecosystem member can establish a new business ecosystem on their own through newly created complementary innovation. Essentially, a business ecosystem member can become a business ecosystem leader in a new business ecosystem. Second, a business ecosystem member gains market shares from technology leadership, the experience of mass production, and collaboration with the business ecosystem leader. Third, a business ecosystem member who creates complementary innovations can obtain patent royalties. These mechanisms help business ecosystem members stay within business ecosystems and contribute to its success and sustainability.
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Prayitno, Prayitno, Tabrani Tabrani, and Maikal Soedijarto. "MEMBANGUN KEPEMIMPINAN UMKM TERPADU PADA SEKTOR PETERNAKAN." Jurnal Ekonomi dan Bisnis 19, no. 3 (September 24, 2018): 47. http://dx.doi.org/10.30659/ekobis.19.3.47-56.
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This research helps leaders to grow and integrate their efforts from one business to severalrelated businesses, using a longitudinal approach to know for sure the development of anobject, a survey to collect data from a research sample. This research uses longitudinal designin which qualitative and quantitative techniques are used, using the random purpose samplingtechnique, the data collection process using the study cohort. The result of the researchstated that with strong experience and commitment the UMKM perpetrator is able to developindependent business so as to become the business owner and become the leader in that effort,along with the process of experiencing business constraints but can be solved and generatenew businesses that still exist kaitanya with the main business so that the business is combinedand mutually supportive. This study also corroborates research by Rajani and Sarada (2008)which shows a strong influence between leadership on the performance of UMKMKeywords: experience, commitment, leadership umkm
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Kumar, Sriyai, and Waheeda Matheen. "Facets of Leadership." Asian Journal of Interdisciplinary Research 2, no. 2 (May 16, 2019): 14–18. http://dx.doi.org/10.34256/ajir1922.
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Leadership is one of the critical components of an organization. It decides the success of the organization. The achievement of business goals is of prime importance. A good leader dries the business towards attainment of these goals. From identifying and recruiting good talent, the leader’s role is of high criticality. He keeps the force motivated to attain the goals, and also shows keen interest in their personal development. The leader is of prime importance in designing the career path of his subordinates. It would not be an exaggeration to mention that leaders also play a pivotal role in developing future leaders. This research is an attempt to investigate the different facets of leadership, touching upon its history from mythology, theories and activities to develop leadership
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Bauman, David C. "Plato on Virtuous Leadership: An Ancient Model for Modern Business." Business Ethics Quarterly 28, no. 3 (March 9, 2018): 251–74. http://dx.doi.org/10.1017/beq.2017.31.
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ABSTRACT:The business ethics and leadership literature has paid little attention to the analysis of virtue in the Socratic dialogues, but Plato’s account of virtue and persuasion offer relevant insights for business leaders. In the Republic, Plato’s description of five types of leaders offers a new perspective on leadership selection and development using the moral psychology of both virtuous and non-virtuous leaders. In this article, I explain Plato’s account of virtue and knowledge, his three-part moral psychology, the four cardinal virtues that virtuous leaders develop, and his continuum of five leader types. I apply Plato’s model to leadership issues in today’s corporate world and explain how the model can guide leaders, board members, and investors.
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Clifton, Jonathan. "The in situ construction of leader identity in a leader’s life story during an alumni talk to MBA students." Leadership 14, no. 6 (May 5, 2017): 622–43. http://dx.doi.org/10.1177/1742715017706644.
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Analysis of leaders’ life stories is widely regarded as a way of getting to the “just whatness” of leader identity. However, most research that makes use of leaders’ life stories considers the story to be a resource for investigating leader identity. Little, if any, research considers leaders’ life stories as a topic for research and investigates the in situ, context sensitive, interactional accomplishment of such stories. Using a video-recorded extract of an alumni talk to MBA students at an American business school, taking a social constructionist approach to identity, and using positioning theory as a methodology, the purpose of this paper is to reveal the “nitty gritty” of talking oneself into being as a “leader” through the in situ telling of a life story as a “leader’s” life story. Findings indicate that such a leader identity is constructed from a complex interplay of (1) characters in the storyworld, (2) the here-and-now interaction of the participants during the storytelling, and (3) wider societal Discourses of what is, and is not, an acceptable leader identity.
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Dziatzko, Nina, Franziska Struve, and Christopher Stehr. "Global Leadership: How to Lead Multicultural Teams Effectively?" Journal of Intercultural Management 9, no. 2 (June 1, 2017): 5–29. http://dx.doi.org/10.1515/joim-2017-0006.
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AbstractGlobal leadership is a buzz word in today’s business world. It is not clearly defined however who global leaders are: Do they work abroad or with people from different nationalities? Are they themselves living abroad or having a cross-cultural background? Are they leading virtual or non-virtual teams? Do global leaders exist or is not every leader a global leader in today’s world? The following article gives a definition of global leadership and compares it with other leadership profiles: local, expat and glocal leadership. Another challenge about global leadership are the expectations towards this group of people: their expertise, skills and personality. Global leaders seem to be the answer to many questions of our globalised world. This paper describes the challenges global leaders encounter and the competencies they are supposed to dispose of. Interviews with global leaders and their teams show the way they deal with those challenges in practice. Finally, the results of the interviews help the leader discovering new opportunities to develop himself towards an inspiring global leader.
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Yuan, Ling, Leilei Zhang, and Yanhong Tu. "When a leader is seen as too humble." Leadership & Organization Development Journal 39, no. 4 (June 4, 2018): 468–81. http://dx.doi.org/10.1108/lodj-03-2017-0056.
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Purpose The purpose of this paper is to investigate how leader humility affects the engagement of employees in creative processes, using perceived organizational support (POS) as a mediator and leader competence as a moderator. Design/methodology/approach Data were collected from a two-wave sampling of 113 dyads of leaders and subordinates in China. Findings A curvilinear relationship was found between leader humility and employee engagement in creative processes. Further, POS partially mediates this relationship, and leader competence positively moderates the relationship between leader humility and POS. Practical implications First, organizations should select and train leaders who show humility as a character trait and foster a supportive organizational climate. Second, managers should study the benefits of moderate and harms of superfluous humility, especially in the Chinese cultural context. Third, competent leaders are more effective as humble leaders. Originality/value Few studies have concentrated on leader humility in the eastern cultural context. The results challenge traditional views of the impact of leader humility and shed light on its mechanism and the conditions under which it promotes employee engagement in creation. This study also clarifies the nonlinear influence of leader humility, building a fine-grained theoretical framework integrating the motivation-opportunities-abilities model and Chinese Zhong-Yong theory.
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Hakimi, Natalia, Daan Van Knippenberg, and Steffen Giessner. "Leader Empowering Behaviour: The Leader's Perspective." British Journal of Management 21, no. 3 (August 12, 2010): 701–16. http://dx.doi.org/10.1111/j.1467-8551.2010.00703.x.
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Ledbetter, Bernice. "Business leadership for peace." International Journal of Public Leadership 12, no. 3 (August 8, 2016): 239–51. http://dx.doi.org/10.1108/ijpl-04-2016-0016.
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Purpose The purpose of this paper is to describe what business leaders can do to promote peace. The paper begins by reviewing the salient literature on business and peace and adding to this discussion, leadership concepts that enrich an understanding of the role of business in promoting peace. Using a case example of a business leader committed to advancing peace, the paper introduces the concept of a theory of change to describe the process of transformation business leaders can take to promote peace. Design/methodology/approach This conceptual paper draws on literature from business and peace and adds literature from the field of leadership studies to enrich the discussion of business and peace. Findings This paper suggests business leaders promoting peace can take action using a theory of change that includes the application of participative and ethical leadership, strategy that embeds peace goals and the use of entrepreneurships in buffer conditions to mitigate identity-based conflict between opposing groups. By understanding a leader’s theory of change, insight is gained on transformational change in promoting peace. Originality/value This paper adds to the theoretical and practical discussion on business and peace by including leadership concepts and the concept of a theory of change as a way to describe business leadership for peace.
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Caza, Arran. "Leader Integrity and Organizational Citizenship Behaviour in China." Management and Organization Review 10, no. 02 (July 2014): 299–319. http://dx.doi.org/10.1017/s1740877600004216.
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Abstract In this study, we use implicit leadership theory to investigate how leader integrity, one of the most important traditional Chinese virtues, influences subordinates’ organizational citizenship behaviour (OCB) in the Chinese context. The results of our survey reveal that leader integrity is associated with subordinates’ OCB, and that this relationship is fully mediated by leader effectiveness. In addition, traditionality moderated the relationship between leader integrity and leader effectiveness; the relationship was significant among less traditional subordinates, but insignificant among more traditional subordinates. We conclude with a discussion of the theoretical and managerial implications for leaders in China.
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Thompson, Janalee, Natalie Schwatka, Liliana Tenney, and Lee Newman. "Total Worker Health: A Small Business Leader Perspective." International Journal of Environmental Research and Public Health 15, no. 11 (October 31, 2018): 2416. http://dx.doi.org/10.3390/ijerph15112416.
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Total Worker Health® (TWH) frameworks call for attention to organizational leadership in the implementation and effectiveness of TWH approaches. It is especially important to study this within in the small business environment where employees face significant health, safety, and well-being concerns and employers face barriers to addressing these concerns. The purpose of this study was to gain a better understanding of how small business leaders perceive employee health, safety, and well-being in the context of their own actions. We conducted semi-structured interviews with 18 small business senior leaders and used a qualitative coding approach to analyze the transcripts to determine the frequency with which leaders discussed each code. When we asked leaders about their leadership practices for health, safety, and well-being, leaders reflected upon their business (65%), themselves (28%), and their employees (7%). Leaders rarely discussed the ways in which they integrate health, safety, and well-being. The interviews demonstrate that small business leaders care about the health of their employees, but because of the perceived value to their business, not to employees or themselves. Thus, they may lack the knowledge and skills to be successful TWH leaders. The present study supports a need for continued small business TWH leadership research.
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Fairhall, Megan. "Making dentistry her business." Dental Nursing 16, no. 4 (April 2, 2020): 192–93. http://dx.doi.org/10.12968/denn.2020.16.4.192.
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Spitzer, Quinn, and Ron Evans. "The new business leader: Socrates with a Baton." Strategy & Leadership 25, no. 5 (May 1997): 32–38. http://dx.doi.org/10.1108/eb054599.
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Fournout, Olivier. "The Hero-Leader Matrix in Business and Cinema." Journal of Business Ethics 141, no. 1 (February 11, 2016): 27–46. http://dx.doi.org/10.1007/s10551-016-3063-4.
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