To see the other types of publications on this topic, follow the link: Different between leader and manager.
Journal articles on the topic 'Different between leader and manager'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Different between leader and manager.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Simić, Ivana. "Are managers and leaders one and the same?" Ekonomika 66, no. 3 (2020): 1–13. http://dx.doi.org/10.5937/ekonomika2003001s.
Full textAbstract:
Although the debate about the relationship between management/manager and leadership/leader has been present in management science for decades, there is still no final general agreement about the character of the mentioned relationship. For many years the prevailing approach, according to which there is no relevant equality between management/manager and leadership/leader, has been replaced with a different one which highlights the high level of overlaping and similarity between the mentioned categories. In this paper, these two approaches are only conditionally labeled as traditional and contemporary. Accordingly, the key features of both these approaches are presented. The author of the paper considers that all these analyses of the relationship between management/manager and leadership/leader, which do not take into account the fact that within an organization it is possible to identify two prominent types of leadership/leaders (formal and informal), are defective and incomplete. The paper emphasizes that the relationship between management/manager and formal leadership/leader is not identical to the relationship between management/manager and informal leadership/leader.
2
Prevodnik, Mojca, and Roberto Biloslavo. "Managers and Leaders in Organizations of a Post-transition Economy." Organizacija 42, no. 3 (May 1, 2009): 87–94. http://dx.doi.org/10.2478/v10051-009-0006-1.
Full textAbstract:
Managers and Leaders in Organizations of a Post-transition EconomyManagers and leaders are different figures within an organization but are also alike. During different stages of the organizational life cycle we sometimes need more manager-oriented people and at other times more leader-oriented people. However most of the time we need them both in order to achieve a balance within the organization. Slovenia is a post-transition economy, facing new challenges and opportunities therefore the need for leader-oriented people is expected to be huge. Nevertheless our research showed that in Slovenian profit and non-profit organizations, upper management positions have been occupied by manager-oriented people but at the same time a balance exists between the two roles. We also found out that managers and leaders perceive the success of their organisations in quite a similar way. An adapted Hickman's questionnaire together with a content analysis of subordinates' comments about how they perceive their organization was used to ascertain the differences between them and their superiors. By knowing how employees perceive their managers and how the latter perceive themselves and their organizations we can develop better approaches to management development in post-transition economies.
3
Wen, Liqun, Mingjian Zhou, and Qiang Lu. "The influence of leader’s creativity on employees’ and team creativity." Nankai Business Review International 8, no. 1 (March 6, 2017): 22–38. http://dx.doi.org/10.1108/nbri-05-2016-0020.
Full textAbstract:
Purpose This study aims to explore the domain of leader’s creativity and suggests that leader’s creativity can be present as both worker-role creativity and manager-role creativity. Then, the study examines the influence of leader’s worker-role creativity and manager-role creativity on employees’ creativity and team creativity. As a contextual factor, the identification with leader is taken as a moderator at both the individual and team levels. Design/methodology/approach With data that was collected from 229 employees and 32 team leaders in entrepreneurial and R&D teams of China, hierarchical regression is conducted to test the hypotheses at individual and team levels separately. Findings The results show that leader identification plays a different role in moderating the effects of worker-role creativity and manager-role creativity on employees’ and team creativity. For the relationships between worker-role creativity and employees’ and team creativity, they are positive when leader identification is high and negative when it is low. For the relationships between manager-role creativity and team creativity, it is stronger when leader identification is higher rather than lower. Research limitations/implications This study answers the call for studying the roles of creative role models and provides new evidence of the leader as a role model. The exploration of the domain of leader’s creativity and the different effects on creative outcome brings an interesting perspective on creativity and leadership research. Originality/value The present study draws on the advance to develop the content of leader’s creativity. Then, the moderating role of identification with leader between leader’s creativity and employees’ creativity and team creativity is comprehensively examined.
4
Karlsen, Jan Terje, Parinaz Farid, and Tim Torvatn. "Project manager roles in a public change project: the case of a municipal merger." International Journal of Organization Theory & Behavior 23, no. 2 (March 30, 2020): 155–71. http://dx.doi.org/10.1108/ijotb-04-2019-0052.
Full textAbstract:
PurposeThis paper investigates the emphasis placed on different managerial roles by the project manager in a public merger and change project.Design/methodology/approachA research model was designed based on six management roles: leader, resource allocator, spokesman, entrepreneur, liaison and monitor. Empirical data were collected using in-depth interviews. The studied case concerns a large public merger and change project between two municipalities in Norway.FindingsThe paper reveals that the project manager emphasized the externally oriented entrepreneur role mostly. The internally oriented resource allocator role that focuses on managing the project was least emphasized. The research identifies a gap between needed and actual competence in basic project management as a barrier to exercise the resource allocator role more thoroughly.Research limitations/implicationsFuture research should investigate other public merger and change projects so that these findings may be generalized.Practical implicationsThis research concludes that project managers in public change projects should be more internally oriented towards the resource allocator role. Furthermore, public project managers need to make sure that they possess the necessary technical project management competence to practice the resource allocator role effectively.Originality/valueRather than stressing the importance of leadership in general to manage a project, this paper is original as it applies a set of management roles to empirically study what a public project manager practice.
5
Koops, Leonie, Ceciel van Loenhout, Marian Bosch-Rekveldt, Marcel Hertogh, and Hans Bakker. "Different perspectives of public project managers on project success." Engineering, Construction and Architectural Management 24, no. 6 (November 20, 2017): 1294–318. http://dx.doi.org/10.1108/ecam-01-2015-0007.
Full textAbstract:
Purpose The authors argue that public project managers do not consider the iron triangle (cost, quality and schedule) primary important in measuring the success of their projects. To investigate which success criteria are important to public project managers, the authors interviewed 26 Dutch project managers who are employed by the government and who are responsible for managing infrastructural projects. The paper aims to discuss these issues. Design/methodology/approach In this research the Q-methodology is applied. Q-methodology helps to find for correlations between subjects across a sample of variables. Q-factor analysis reduces the individual viewpoints down to a few factors. A factor can be seen as the mathematical representation of an “average” perspective shared by a group of people. Findings Findings are based on the individual rankings of 19 success criteria; the authors distinguished three common perspectives: the holistic and cooperative leader, the socially engaged, ambiguous manager and the executor of a top-down assignment. In none of the perspectives the iron triangle criteria formed the top three to measure project success. Research limitations/implications The research results may have a national character. The way project success is perceived by public project managers may be culture dependent. For this the authors expand the research to other countries in the near future. Practical implications This paper contributes to the understanding of the public project manager by their private collaboration partners, like consultants, engineers and contractors. This will help them to understand their client and contribute to better collaboration in projects. Originality/value This paper shows that the difference in work attitude and value frame in the public sector leads to a specific view on project success.
6
Drouin, Nathalie, Ralf Müller, Shankar Sankaran, and Anne Live Vaagaasar. "Balancing vertical and horizontal leadership in projects." International Journal of Managing Projects in Business 11, no. 4 (September 3, 2018): 986–1006. http://dx.doi.org/10.1108/ijmpb-01-2018-0002.
Full textAbstract:
Purpose The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project. Design/methodology/approach The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s). Findings The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue. Research limitations/implications The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects. Originality/value The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.
7
Candidi, Matteo, Arianna Curioni, Francesco Donnarumma, Lucia Maria Sacheli, and Giovanni Pezzulo. "Interactional leader–follower sensorimotor communication strategies during repetitive joint actions." Journal of The Royal Society Interface 12, no. 110 (September 2015): 20150644. http://dx.doi.org/10.1098/rsif.2015.0644.
Full textAbstract:
Non-verbal communication is the basis of animal interactions. In dyadic leader–follower interactions, leaders master the ability to carve their motor behaviour in order to ‘signal’ their future actions and internal plans while these signals influence the behaviour of follower partners, who automatically tend to imitate the leader even in complementary interactions. Despite their usefulness, signalling and imitation have a biomechanical cost, and it is unclear how this cost–benefits trade-off is managed during repetitive dyadic interactions that present learnable regularities. We studied signalling and imitation dynamics (indexed by movement kinematics) in pairs of leaders and followers during a repetitive, rule-based, joint action. Trial-by-trial Bayesian model comparison was used to evaluate the relation between signalling, imitation and pair performance. The different models incorporate different hypotheses concerning the factors (past interactions versus online movements) influencing the leader's signalling (or follower's imitation) kinematics. This approach showed that (i) leaders' signalling strategy improves future couple performance, (ii) leaders used the history of past interactions to shape their signalling, (iii) followers' imitative behaviour is more strongly affected by the online movement of the leader. This study elucidates the ways online sensorimotor communication help individuals align their task representations and ultimately improves joint action performance.
8
Karanika-Murray, Maria, Dimitra Gkiontsi, and Thom Baguley. "Engaging leaders at two hierarchical levels in organizational health interventions." International Journal of Workplace Health Management 11, no. 4 (August 6, 2018): 210–27. http://dx.doi.org/10.1108/ijwhm-07-2018-0086.
Full textAbstract:
Purpose Although visible leader support is an essential ingredient for successful organizational health interventions, knowledge on how leaders at different hierarchical levels engage with interventions is underdeveloped. The purpose of this paper is to explore leader engagement by drawing from the experiences of the intervention team. Design/methodology/approach Data from semi-structured interviews with the team responsible for implementing an organizational health intervention in two large UK organizations were used to examine how leaders at strategic (senior management) and operational (line managers) positions engaged with the intervention. Findings Thematic analysis uncovered 6 themes and 16 sub-themes covering the leaders’ initial reactions to the intervention, barriers to leader engagement, ways in which the intervention team dealt with these barriers, factors facilitating and factors accelerating leader engagement, and differences in engagement between leadership levels. Research limitations/implications This study can inform research into the conditions for optimizing leader engagement in organizational health interventions and beyond. Insights also emerged on the roles of leaders at different hierarchical levels and the value of perspective taking for intervention implementation. Practical implications Recommendations for bolstering the engagement of leaders in interventions are offered, that apply to all leaders or separately to leaders at strategic or operational levels. Originality/value The experiences of the intervention team who sought to engage leaders at different organizational levels to support the intervention are invaluable. Understanding how leader engagement can be maximized can better equip intervention teams for delivering successful interventions.
9
Maslova, E. L. "SYSTEM THINKING – THE COMPETENCE OF THE MODERN HEAD." Scientific Journal ECONOMIC SYSTEMS 13, no. 3 (2020): 81–87. http://dx.doi.org/10.29030/2309-2076-2020-13-3-81-87.
Full textAbstract:
The article considers the importance of the systemic thinking of a leader as a key competence of an effective manager of the 21st century. The employers’ understanding of the analyzed quality at different levels of development of this competency is shown: from awareness to expert. So, for example, the initial level involves the ability to describe the relationships between processes in your subject area, but at the highest level, the leader or specialist should already see the grounds that unite them, be able to make strategic decisions. Systemic thinking allows you to look at the problem being solved as a system of interrelated factors, to rise above the problem and see it in its entirety, the socalled “Helicopter Sight”. From the point of view of systemic thinking, the importance for the leader of the ability to reveal the abilities of subordinates is shown; ability to respect and be tolerant of other, sometimes opposite and alien points of view. The author gives the results of many years of research on problems of thinking. The studies conducted during the training with the managers and specialists of PJSC Gazprom on the development of systemic and innovative thinking showed an insufficient level of development of systemic thinking. It was also found that managers and specialists included in the organization’s personnel reserve need a deeper study of the essence of systemic thinking and its tools.
10
Konrad, Edvard. "Implicit leadership theories in Eastern and Western Europe." Social Science Information 39, no. 2 (June 2000): 335–47. http://dx.doi.org/10.1177/053901800039002010.
Full textAbstract:
Modern theories of leadership emphasize cognitive interaction between leaders and followers. Experience shows that the right personality, the correct behaviour or an appropriate situation for leading are not enough; successful leader performance depends to a large extent on how the leader is accepted by his or her followers. That is why the study of implicit leadership theories that determine these perceptions is important. Implicit leadership theories can be considered as cognitive schemata or prototypes that enable a person to categorize the behaviour of the leader. In the present study, the implicit theories of Eastern and Western middle managers are compared. Results show similarities and differences in the prototypicality rating of 21 leadership behaviours perceived by Eastern and Western managers. Possible influences of cultural differences due to the different historical development of these regions are indicated. The implications of the results for selection and development of leaders are discussed.
11
Bogomolova, I. P., I. E. Ustyugova, and S. I. Polyakov. "The role of the Manager in the organization's personnel management system (ABC-Electro)." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 2 (September 18, 2020): 295–306. http://dx.doi.org/10.20914/2310-1202-2020-2-295-306.
Full textAbstract:
The management style does not characterize the Manager's behavior in General, but rather it is stable, invariant, and constantly manifests itself in various situations. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. The management style is characterized by a stable set of traits of the Manager, which are manifested in his relations with subordinates. The management style does not reflect the General behavior of the Manager, but rather a stable, invariant one that constantly manifests itself in various situations. In modern conditions, the success of the case is determined not only by the nature of the relationship between the Manager and subordinate and the degree of freedom that they are granted, but also by a number of other circumstances. This is expressed in "multidimensional" management styles, which represent a set of complementary, intertwining approaches, each of which is independent of the others. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. When choosing management methods, you must adhere to the following requirements of the "Golden mean": an effective Manager must be able to balance between different management styles of his team, and then the motivation of employees will be much higher. The leader of the future should be focused on the market and customers, constantly strive for progress, set development directions, be a driving force for effective changes, be talented and develop leadership qualities and teamwork skills of employees. In modern conditions, in their practical activities, the Manager must constantly adjust their management style in accordance with changing internal and external conditions.
12
Kasi Viswanath, Kshitij. "Leadership Styles and its Implication on Employees." Asian Journal of Managerial Science 9, no. 1 (May 5, 2020): 48–51. http://dx.doi.org/10.51983/ajms-2020.9.1.1630.
Full textAbstract:
Leadership is an essential element in encouraging and guiding employees which helps in boosting their morale and eventually the effectiveness of the organization. This project aims at understanding the meaning of leadership along with the different styles of leadership that exist and its application in different scenarios. It also analyses the role of situational leadership in the larger bracket of leadership and how it is essential for the leader to change his outlook and method as and when the situation changes in the workplace. The research paper also talks about how aspects of a good manager influence his position in an organization and the correlation between stress and the style of leadership used.
13
Norman, Steven M., Donald G. Gardner, and Jon L. Pierce. "Leader roles, organization-based self-esteem, and employee outcomes." Leadership & Organization Development Journal 36, no. 3 (May 5, 2015): 253–70. http://dx.doi.org/10.1108/lodj-06-2013-0072.
Full textAbstract:
Purpose – The purpose of this paper is to examine the relationships between different managerial roles and organization-based self-esteem (OBSE), and employee job satisfaction, organization commitment, and turnover and absence intentions. Design/methodology/approach – Survey data were collected from 1,386 employees in a high technology industry. Employees described the roles their managers fulfilled, and then rated their own OBSE, satisfaction, commitment, and turnover and absence intent. Findings – Different managerial roles had different relationships with OBSE, which mediated the relationships between some of the management roles and employee outcomes. Research limitations/implications – This study used a cross-sectional design with single source data in a single industry. Future research should examine these relationships using longitudinal designs, multiple data sources, and a variety of industries. Practical implications – Managers should be aware that their behaviors affect employee self-esteem, which in turn has strong relationships with a variety of important outcomes. Managers should be trained to manifest behaviors that increase employee self-esteem. Originality/value – This is the first study to examine the effects of management roles on organization-based self-esteem, and ultimately employee satisfaction, commitment, and withdrawal intentions.
14
Rusan, Nadiia, and Oleksandr Voitenko. "EMPATHY AND APPLICATION OF EMOTIONAL INTELLIGENCE FOR DIFFERENT TYPES OF TEAMS IN PROJECT MANAGEMENT." Management of Development of Complex Systems, no. 45 (March 1, 2021): 50–56. http://dx.doi.org/10.32347/2412-9933.2021.45.50-56.
Full textAbstract:
The ability to recognize what a colleague or subordinate is feeling and to respond properly to his emotions is necessary in many areas, from trade to community service. At the Global Nexus Conference on emotional intelligence, Daniel Goleman stressed that managers must now look at the relational side of leadership. At the same conference, his colleague Annie Mackie concluded that today's leader must be attentive, compassionate and reliable. Project managers may have all the skills in the world, but if the basic attitude towards themselves and others is imperfect, then managers will not achieve the integrity and authenticity that is essential for today's leaders. Albert Mehrabian found in his research that words convey only 7% of a message. The rest is delivered through non-verbal communication. People are very sensitive to the energy they receive from other people - hence the undoubted importance of resonance. If the leader says one thing and his body shows something else. If project managers are inconsistent, they will not be able to achieve the effect of being followed by employees. It is important to note the difference between the "push" of reactive change imposed by organizational necessity and the "thrust" of proactive change made by an individual leader as a choice of self-development. There is a consensus among both academics and practitioners that there is a need to move from transactional leadership - leadership through “command and control” to transformational leadership - when managers create the conditions through their own behaviors. To create the desired product or service, you need to know well who will use it. The general characteristics of the target audience: gender, age and profession - are certainly important, but for the best companies in the market, this information about the client is clearly insufficient. This requires empathy - the ability to empathize with another person, the ability to put yourself in her place. This is what this article is about. Researched: the key role of empathy in project management; the essence of empathy and its types; built a map of empathy; aspects of emotionally intellectual team are developed; emotional intelligence is applied to different types of teams.
15
Barkova, Yu K., E. V. Selezneva, and Yu V. Sinyagin. "Relationship between Management Potential and Cognitive Characteristics of Managers of Different Government Levels." Administrative Consulting, no. 5 (July 23, 2021): 17–31. http://dx.doi.org/10.22394/1726-1139-2021-5-17-31.
Full textAbstract:
The article deals with leading role of managers in improving the efficiency and effectiveness of management in all spheres of social life. At the same time, the relevance is dictated by the need, in this regard, to study more deeply the factors of the formation and development of managerial potential, and, consequently, increase the efficiency of managerial activity and the success of a managerial career. The material for the analysis was the data obtained at the Faculty of Evaluation and Development of Managerial Human Resources of the Graduate School of Public Administration of Russian Presidential Academy of National Economy and Public Administration in the course of personal and professional diagnostics of managers of different government levels working in the state and non-state spheres. The questionnaire “Assessment of management potential”, developed at the Faculty, as well as the method for assessing the cognitive characteristics of management personnel were used by us as diagnostic tools. Cognitive characteristics have been identified that provide the greatest opportunities for the formation of cognitive characteristics (expert competence, persistence and dedication and strategic leadership). The dynamics of the relationship between cognitive characteristics and managerial leaders, depending on their position in the structure of the hierarchy, is shown in this article. It was found that cognitive characteristics make the greatest contribution to the formation of managerial potential among managers at the initial level of management, having a decisive influence on meta-competence, ensuring the performance of leadership functions and continuous self-improvement of the manager. At the same time, it was shown that the managers of the highest group have the influence of cognitive characteristics on managerial analytical potential, an increase in the ability for self-development and expert competence, an increase in the ability to compare, the ability to quality, and the total indicator for the identified cognitive characteristics. Increased creativity and flexibility of thinking leads to a decrease in the level of strategic leadership, willingness to work together, as well as competencies and self-management.
16
Sedikides, Constantine, and W. Keith Campbell. "Narcissistic Force Meets Systemic Resistance: The Energy Clash Model." Perspectives on Psychological Science 12, no. 3 (May 2017): 400–421. http://dx.doi.org/10.1177/1745691617692105.
Full textAbstract:
This article focuses on the interplay between narcissistic leaders and organizations. It attempts to capture the gist of this interplay with a model outlining the narcissistic organizational trajectory. The Energy Clash Model borrows and adapts a phase/state physics metaphor to conceptualize narcissism as a force that enters or emerges in a stable system (i.e., organization) as a leader, destabilizes it, and stabilizes it at a different state or is expelled. The model consists of three time-contingent phases: perturbation, conflict, and resolution. Narcissists create instability through waves of excitement, proposed reforms, and an inspiring vision for organization’s future ( perturbation). With the passage of time, though, systemic awareness and alertness intensify, as organizational costs—in terms of human resources and monetary losses—accrue. Narcissistic energy clashes directly with the organization ( conflict), a clash likely to restabilize the system eventually. The conflict may provoke the exit of the narcissistic leader or his or her accommodation, that is, steps or controls negotiated between the system and the leader ( resolution). Although narcissism is subject to organizational liability, narcissistic energy, when managed and directed properly, may contribute to organizational innovation and evolution. Thus, several interventions for working with narcissistic leaders are discussed.
17
Bhosale, Rahul. "The Effect of Manager’s Decision on the Perception of the “Leadership vs. Authority” of the Subordinates." Scholedge International Journal of Management & Development ISSN 2394-3378 2, no. 12 (January 11, 2016): 19. http://dx.doi.org/10.19085/journal.sijmd021203.
Full textAbstract:
There have been long debates among scholars, and practitioners on the definition of leadership and whether leadership significantly differs from authority (Farmer & Aguinis, 2005). For example, in my opinion, leadership is defined by followers. Sullivan (2012) suggests, leadership varies based on the followers’ perception of leadership, culture, beliefs, and needs, with needs being the most important driving force of the leadership. However, different people, from different geographic area, field of working and so on, have different conceptions of leadership. This difference can be attributed to various factors that affect people’s decision about who can be their leader. In most cases, managers of the organization at any level are perceived as the centers of action, influence, and power. They make decisions that affect the subordinates and the entire organization. These decisions have positive, negative, or neutral impacts on the subordinates. Managers’ decisions in the workplace determine whether the subordinates perceive the supervisors as leaders or authority figures or both. This paper discusses the cause of mangers’ decisions, the effects of such decisions on subordinates’ lives, and factors that influence people’s perception of supervisors as leaders or authority figures. Understanding the relation between the causation, effect and consequences of those decisions and employee’ perception about leadership can give the direction to Managers for leading the people in prolific way. Distinguishing between leader and authority figure from the view of an employee help the superiors to enhance the people management skills.
18
Koleci, Redon. "THE ROLE OF MANAGERS AND LEADERS IN MANAGEMENT FUNCTION." Knowledge International Journal 30, no. 6 (March 20, 2019): 1687–90. http://dx.doi.org/10.35120/kij30061687k.
Full textAbstract:
Leadership is a mutual relationship between people, not imposed on one person to another person. Leadership is when people believe that a leader is capable of meeting their needs. The American School of Leadership at the University of Columbia surveyed 1500 people from different sectors found in leading positions in their own firms. Answers from 20 countries have been received, including America, Japan, European countries, Latin America, etc. Answers were given to what are the most important features It is important that people who in the near future can be entrusted with the role of the leader in any enterprise or system. Do these people have the people who decide on the fate of these leading companies?To be truly effective, leaders of large bureaucracies (large in number) should bring time to many activities within an agency. For many scholars, the key to leadership lies in the features or features that lead to this task, while other scholars describe what features feature theory has. According to them is the belief or the assumption that leadership is based on unique characteristics, qualities or characteristics that have the leaders and that enable them to assume responsibilities. Trust in the theory of features assumes that there is the quality of "born leadership", an assumption that led to the emergence of research on leadership skills and something else of a tradition within the public administration. The authors of this theory try to differentiate and describe the essential features and characteristics of all good leaders.For some time and mostly before the Second World War, public administration scholars interested in leadership aspects of those who handle large bureaucracies assumed that leaders had the gift or the attribute that separated them from the others who followed them. They believed leaders were born like that. Leaders had charisma, and their leadership was based more on their personality than on formal leadership positions or on any rational or legal authority.Any agreement which features were exactly essential to a good leadership did not exist. All of these features are useful to a leader, but no set of features could be demonstrated theoretically as essential. Since the 1960s, the importance of features has been increasingly seen as obsolete. Other factors have been seen to be at least as important or even more important than any other personal qualities of the leader. Some of the qualities suggested above as essential can be seen as counterproductive in some contexts.
19
Rusan, Nadiia, and Sergey Bushuyev. "APPLICATION OF EMPATHY AND EMOTIONAL INTELLIGENCE FOR DIFFERENT TYPES OF TEAMS IN A PANDEMIC CONDITION." Bulletin of NTU "KhPI". Series: Strategic management, portfolio, program and project management, no. 1(3) (April 17, 2021): 3–8. http://dx.doi.org/10.20998/2413-3000.2021.3.1.
Full textAbstract:
The ability to recognize what a colleague or subordinate is feeling and to respond properly to his emotions is necessary in many areas, from trade to community service. This is especially important in today's uncertainty and pandemic. At the Global Nexus Conference on emotional intelligence, Daniel Goleman stressed that managers must now look at the relational side of leadership. At the same conference, his colleague Annie Mackie concluded that today's leader must be attentive, compassionate and reliable. Project managers may have all the skills in the world, but if the basic attitude towards themselves and others is imperfect, then managers will not achieve the integrity and authenticity that is essential for today's leaders. Albert Mehrabian found in his research that words convey only 7% of a message. The rest is delivered through non-verbal communication. People are very sensitive to the energy they receive from other people – hence the undoubted importance of resonance. If the leader says one thing and his body shows something else. If project managers are inconsistent, they will not be able to achieve the effect of being followed by employees. It is important to note the difference between the "push" of reactive change imposed by organizational necessity and the "thrust" of proactive change made by an individual leader as a choice of self-development. There is a consensus among both academics and practitioners that there is a need to move from transactional leadership – leadership through “command and control” to transformational leadership – when managers create the conditions through their own behaviors. To create the desired product or service, you need to know well who will use it. The general characteristics of the target audience: gender, age and profession - are certainly important, but for the best companies in the market, this information about the client is clearly insufficient. This requires empathy - the ability to empathize with another person, the ability to put yourself in her place. This is what this article is about. Researched: the key role of empathy in project management; the essence of empathy and its types; built a map of empathy; aspects of emotionally intellectual team are developed; emotional intelligence is applied to different types of teams.
20
Langford, Peter H., Cameron B. Dougall, and Louise P. Parkes. "Measuring leader behaviour: evidence for a “big five” model of leadership." Leadership & Organization Development Journal 38, no. 1 (March 6, 2017): 126–44. http://dx.doi.org/10.1108/lodj-05-2015-0103.
Full textAbstract:
Purpose The purpose of this paper is to provide evidence for a “leadership big five”, a model of leadership behaviour integrating existing theories of leadership and conceptually aligned with the most established model of personality, the big five. Such a model provides researchers and practitioners with a common language to describe leadership behaviour in a field with a plethora of leadership models. The model also describes a wider range of leadership behaviour than other models of leadership, and presents dimensions that correlate with important organisational outcomes as demonstrated in this study. Design/methodology/approach In total, 1,186 employees completed the Voice Leadership 360, a survey designed to measure the leadership big five, collectively rating 193 managers from a range of different sectors and industries, using a 360-degree survey methodology. Findings Confirmatory factor analyses and internal reliability analyses provide evidence for 22 lower-order factors of leadership behaviour that aggregate into five higher-order factors of leadership aligned with the big five personality descriptors. Further evidence for the validity of the model is indicated by significant correlations between 360-degree survey ratings and raters’ judgements of leaders’ personality, and significant correlations between 360-degree survey ratings and both work unit engagement levels and manager reports of work unit performance. Research limitations/implications The cross-sectional design is the main limitation of the present study, limiting conclusions that changes in leadership behaviours will lead to changes in organisational outcomes. The primary research implications of this study include the support for an integrating model of leadership behaviour that aligns with a large body of psychological research, as well as the development of a survey that can be used for future exploration of the model. Practical implications Practitioners may use the results of the study to rethink how they develop competency frameworks and measure leadership behaviour in organisation development contexts. This broad model of leadership and the familiarity of its dimensions could increase the effectiveness of behaviour change interventions, and the presented survey provides a reliable and valid tool for 360-degree assessments. Originality/value The study provides evidence that leadership can be described in a structurally similar way to human personality. It presents a leadership model that consists of a broader range of leadership behaviours related to organisational outcomes compared with previous models of leadership.
21
Bonazzi, Giuseppe. "Between Shock Absorption and Continuous Improvement: Supervisors and Technicians in Fiat `Integrated Factory'." Work, Employment and Society 12, no. 2 (June 1998): 219–43. http://dx.doi.org/10.1177/0950017098122002.
Full textAbstract:
The results of fieldwork research by the shadowing method on two supervisory roles in the Fiat plant of Mirafiori (Turin) are discussed. The roles are those of UTE leader and UTE technologist, neither of which existed before the advent of the cellular-manufacturing inspired `Integrated Factory'. UTE (Unitd Tecnologica Elementare) is the basic cell in the new production regime. Whereas the UTE leader is a line figure in the production process, the UTE technologist is a staff figure in charge of the search for innovation and improvement. The main question addressed is: to what extent are UTE leaders and technologists able to go beyond the role of `shock absorber' (ex post elimination of anomalies) and implement continuous improvement to avoid anomalies ex ante? A number of different situations emerge as the result of the interweaving between technological constraints and supervisors' capacity to manage the flow of events. Two main phenomena were observed: (a) a bifurcation between UTEs in which the high frequency of anomalies compels supervisors into a mere function of shock absorbers, and UTEs in which the low frequency of anomalies generates slack time that is devoted to improvement activities, with a snowball effect leading to further reduction of anomalies; (b) the socially constructed nature of anomalies, whose relevance is always related to pre-established degrees of ordinariness, reflected in the measures available to deal with them.
22
Silva Vegas, Gerardo. "Comentarios sobre el Entorno Empresarial LA VARIABLE POLÍTICA." Cuadernos de difusión, no. 2 (September 30, 1992): 27–37. http://dx.doi.org/10.46631/jefas.1992.n2.02.
Full textAbstract:
It aims to provide the manager, in his capacity as the leader of an organization that produces goods or services for society, an analytical instrument that allows him to decompose the most complex external factor: the political variable, understood as power relations, the interaction of social groups with different or antagonistic interests, and decision-making by socially powerful subjects that affects the whole. To approach the compression of this variable, an analytical instrument is proposed which combines four dimensions: contradiction between capital and labor, contradiction between State and civil society, contradiction between violence and peace and national contradiction (between protectionism and globalization or between nationalism and internationalism). Other dimensions are conceivable; however, what is important is the usefulness of the analytical method for the stated purposes. The analysis of the political variable will allow the company’s adequate understanding and, consequently, the possibility of predicting its behavior and anticipating the events.
23
Kakemam, Edris, and Amanda H. Goodall. "Hospital performance and clinical leadership: new evidence from Iran." BMJ Leader 3, no. 4 (October 11, 2019): 108–14. http://dx.doi.org/10.1136/leader-2019-000160.
Full textAbstract:
PurposeThere is growing interest in the potential need for clinical involvement in leadership and management of hospitals. Most studies of clinical leadership use US and European data. This paper contributes the first evidence for the country of Iran. It examines three different forms of hospital system: public, private and social security organisation, and these include teaching and non-teaching hospitals. This study adds to a small but growing literature that examines the possible value of ‘expert’ clinical leaders.MethodThis study uses data from 72 general hospitals in the city of Tehran. The data were collected for years 2015 and 2016. Data Envelopment Analysis is used to assess hospital performance. Hospitals’ chief operating officers are divided into two groups: clinicians, the majority of whom are physicians (doctors), and non-medically trained managers.FindingsThe average performance scores for hospitals with clinical managers and non-clinically trained managers are equal to 96.68±5.50 and 89.78±7.20, respectively (p<0.001). Performance is thus higher under clinical managers. Outcome differences are observed in each of the three types of ownership and in teaching and non-teaching hospitals. The advantage in performance-score varies, when comparing the clinically led institutions and managerially led institutions, by between 5 and 10 points on a 0–100 scale. These differences remain after regression-equation adjustment for other influences.Practical implicationsSuccession planning and targeted leadership development is made more efficient with greater awareness about the kinds of leaders and managers that enhance organisational performance.
24
Kohlhoffer-Mizser, Csilla. "Leader is the person who deals with conflict. Global answers in conflict management." SHS Web of Conferences 74 (2020): 06011. http://dx.doi.org/10.1051/shsconf/20207406011.
Full textAbstract:
Worldwide, leader is the person in an organization who directs, manages and controls at least one person. The purpose of this study is to internationally examine the relationship between leadership decision-making and resolution of conflict. Author is aiming to provide a comprehensive global literature review of leadership decision-making and conflict management. Alternative dispute resolution methods are to support persons and expressly leaders with several levels of conflict solving. Author interviewed leaders through a questionnaire survey how they decide in case of conflict: do they prefer court procedure or the possibilities of alternative dispute resolution? From 124 answers the paper‘s main finding is that leaders prefer alternative dispute resolution if they can choose. Methodology is different regarding the types of leaders from different dimensions, as transformational, transactional, and laissez-faire leader dimensions. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles [1]. The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations, in which we can describe a person’s behavior along two basic dimensions: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns.
25
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.
Full textAbstract:
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.
26
Valldeneu, Marc, Xavier Ferràs, and Elisenda Tarrats-Pons. "Transformational behaviors: Increasing work engagement in multinational environments." Problems and Perspectives in Management 19, no. 2 (July 6, 2021): 519–27. http://dx.doi.org/10.21511/ppm.19(2).2021.41.
Full textAbstract:
The role of a leader is fundamental to increase organizational culture and facilitate employee engagement. However, organizations are not providing clear guidance on how to do it. This study aims to determine the relationship between leadership styles and employee engagement as well as to understand whether there is a correlation between an engaged employee and extra effort. The study uses a Multi-Leadership Questionnaire (MLQ-5x Rater Form) to measure employee perception of the leader styles and Utrecht Work Engagement Scale (UWES-17) to determine employee engagement. The scope of the study is limited to a sample of 167 employees from 7 different multinational companies and 31 different nationalities.Results show that all the transformational behaviors and, concretely the idealized behavior, are significantly positively related to work engagement in multinational environments. Results also reveal a strong correlation between employee engagement and extra effort. The study concludes that leaders or managers should use transformational behaviors if they want to increase engagement and extra effort with their teams. They should increase transformational behaviors like being transparent, consistent, and having a strong sense of purpose to catalyze a collective engagement. These results expand previous studies of transformational leadership and work engagement in multinational environments.
27
Uygun, Hayri, and Rashmi Gujrati. "Entrepreneurship and Innovation – Two Sides of the Same Coin." SMS Journal of Enterpreneurship & Innovation 6, no. 02 (June 25, 2020): 11–20. http://dx.doi.org/10.21844/smsjei.v6i02.18698.
Full textAbstract:
Entrepreneurship and innovation are two closed words which are used in the present world market in business practice, research scholar, and in policymaking. It is very difficult to understand that they are different from each other. Entrepreneurship and innovation have multiple meanings. Both are related to each other. As well-known definitions given by the Schumpeter who defined entrepreneurs are individuals which bring innovation to be manager and leader need to have different ideas to change the global economy. The external and internal business environment both have been driven by entrepreneurship. Today in a competitive and dynamic environment every organization needs to adopt an entrepreneurial strategy and innovative skills to sustain and to develop in the market they have to continuously be innovative. The paper aims to focus on the relationship between entrepreneurship and innovation which creates changes and opportunities in businesses. How through innovation it diverts their business into a sustainable competitive advantage.
28
Sonnenberg, Lyn Kathryn, Lesley Pritchard-Wiart, and Jamiu Busari. "The resident physician as leader within the healthcare team." Leadership in Health Services 31, no. 2 (May 8, 2018): 167–82. http://dx.doi.org/10.1108/lhs-08-2017-0046.
Full textAbstract:
Purpose The purpose of this study was to explore inter-professional clinicians’ perspectives on resident leadership in the context of inter-professional teams and to identify a definition for leadership in the clinical context. In 2015, CanMEDS changed the title of one of the core competencies from manager to leader. The shift in language was perceived by some as returning to traditional hierarchical and physician-dominant structures. The resulting uncertainty has resulted in a call to action to not only determine what physician leadership is but to also determine how to teach and assess it. Design/methodology/approach Focus groups and follow-up individual interviews were conducted with 23 inter-professional clinicians from three pediatric clinical service teams at a large, Canadian tertiary-level rehabilitation hospital. Qualitative thematic analysis was used to inductively analyze the data. Findings Data analysis resulted in one overarching theme: leadership is collaborative – and three related subthemes: leadership is shared; leadership is summative; and conceptualizations of leadership are shifting. Research limitations/implications Not all members of the three inter-professional teams were able to attend the focus group sessions because of scheduling conflicts. Participation of additional clinicians could have, therefore, affected the results of this study. The study was conducted locally at a single rehabilitation hospital, among Canadian pediatric clinicians, which highlights the need to explore conceptualization of leadership across different contexts. Practical implications There is an evident need to prepare physicians to be leaders in both their daily clinical and academic practices. Therefore, more concerted efforts are required to develop leadership skills among residents. The authors postulate that continued integration of various inter-professional disciplines during the early phases of training is essential to foster collaborative leadership and trust. Originality/value The results of this study suggest that inter-professional clinicians view clinical leadership as collaborative and fluid and determined by the fit between tasks and team member expertise. Mentorship is important for increasing the ability of resident physicians to develop collaborative leadership roles within teams. The authors propose a collaborative definition of clinical leadership based on the results of this study: a shared responsibility that involves facilitation of dialog; the integration of perspectives and expertise; and collaborative planning for the purpose of exceptional patient care.
29
Mahmood, Arshad, Muhammad Yousuf Khan Marri, Hussain Ali, and Shahid Nadeem. "Transformational Leadership and Leader Member Exchange: An empirical examination of Knowledge Management Practices and Organizational Performance through Employee Involvement." Volume 3, Issue 1 3, no. 1 (July 16, 2021): 38–55. http://dx.doi.org/10.37435/nbr21031701.
Full textAbstract:
Purpose: Human resource behaviour tends to play a vital role in organizational overall performance. The study incorporates two of the most prominent behaviours of leadership and examine their influence on organizational performance and knowledge management practices through employee involvement. Method: A sample of 398 participants was collected from different industries from services sector through survey questionnaire. Descriptive statistics were carried out to find means, standard deviation, frequency scores and then tested for model fitness by comparing alternative models through confirmatory factor analysis (CFA). In order to see the direction of hypotheses, we carried out Pearson Correlations analysis. For testing hypotheses PROCESS macro technique was used. Results: The results indicate that (1) the major influence on knowledge management practices and organizational performance is contributed by employee involvement, further transformational leadership has more impact on employee involvement, knowledge management practices and organizational performance as compared to leader member exchange; (2) employee involvement mediates the relationship between leadership behaviours and knowledge management practices as well as organizational performance. Conclusion: This study concludes that better relationship between manager and employee is necessary for the individual and organizational betterment and it occurs only when individuals are comfortable with their mangers. Keywords: Transformational Leadership (TL), Leader Member Exchange (LMX), Employee Involvement (EI), Knowledge Management Practices (KMP), Organizational Performance (OP) Paper Type: Research Paper
30
M. Abu Elanain, Hossam. "Leader-member exchange and intent to turnover." Management Research Review 37, no. 2 (January 14, 2014): 110–29. http://dx.doi.org/10.1108/mrr-09-2012-0197.
Full textAbstract:
Purpose – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. More empirical evidence is needed to understand the nature of the relationship between the quality of leadership and staff turnover in a non-Western context in general and in the Middle East in particular. Thus, this study has two objectives: to examine the impact of leader-member exchange (LMX) on staff turnover intentions in the United Arab Emirates (UAE) and to test the mediating impact of role conflict, job satisfaction, and organizational commitment on the LMX-turnover intentions relationship. The paper aims to discuss these issues. Design/methodology/approach – Data were collected from 241 employees working in 15 different service and industrial product organizations operating in Dubai. A structured questionnaire containing standard scales of LMX, role conflict, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing scales reliability and validity, the proposed hypotheses were tested using a series of separate hierarchical regression analyses. Findings – Consistent with Western studies, the study revealed that LMX played a functional impact on staff turnover intentions. Moreover, role conflict was found to play a partial role in mediating the influence of LMX on turnover intentions. Similarly, job satisfaction and organizational commitment were found to partially mediate the relationship between LMX and turnover intentions. Research limitations/implications – The limitations of common method variance and same source bias are discussed in light of implications for future research. Nevertheless, the results show that leaders need to monitor the quality of exchange between themselves and their followers to ensure high-quality relationships are maintained. Practical implications – The study has implications for reducing staff turnover. In general, enhancing LMX can result in lower level of employee turnover intentions. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of LMX on reducing turnover intention. In addition, UAE managers should reduce role conflict in order to improve the impact of LMX on turnover intention. Originality/value – Previous studies on leadership quality – staff turnover relationship – have been performed mainly in Western contexts. This study is considered to be the first study to examine the mediating role of role conflict, job satisfaction, and organizational commitment on the relationship between LMX and turnover intentions in the Middle East.
31
Lu, Jintao, Licheng Ren, Chong Zhang, Chunyan Wang, Nijole Petkeviciute, and Justas Streimikis. "Gender difference in corporate social responsibility implementation in Lithuanian SMEs." Oeconomia Copernicana 11, no. 3 (September 17, 2020): 549–69. http://dx.doi.org/10.24136/oc.2020.023.
Full textAbstract:
Research background: There are many scientific papers dealing with the challenges of Corporate Social Responsibility (CSR) implementation at the company level. However, there are few studies dealing with gender difference between female and male managers in the perception towards CSR initiative.
Purpose of the article: To understand the differences between male and female managers’ behaviour in the process of CSR implementation in companies.
Methods: A survey of managers at different levels in Lithuanian Small and Medium Enterprises (SMEs) was performed in 2019. The study focused on the female and male respondents’ answers to the participation in CSR implementation, their perception about CSR implementation and the most important issues for them in that process.
Findings & Value added: The results of the study indicated that, compared to their male counterparts, female respondents highlighted different factors having impact on successful implementation of CSR initiatives. Female managers were more convinced to the benefits of CSR practices than their male counter-parts. The “Communication skills” were defined as the most important for implementing CSR strategy for the females and “Understanding of CSR strategy” for males. For most of the female managers, “Sociality” was the most important competence necessary for a leader, followed by “Global and holistic thinking”, however, the male respondents were more doubtful about all the necessary competencies for a sustainability leader. The main theoretical value added of the paper is elicitation of the differences between male and female managers in the perception of CSR initiatives and necessary skills of a leader for implementing these initiatives in SMEs. The practical and managerial im-plications were also provided for the strengthening of the CSR activities in SMEs.
32
Manning, Tony, and Bob Robertson. "A three factor model of followership: part 3 – research on followership, a three factor followership framework and practical implications." Industrial and Commercial Training 48, no. 8 (October 3, 2016): 400–408. http://dx.doi.org/10.1108/ict-01-2016-0005.
Full textAbstract:
Purpose The first part of this paper pointed out that theory and research on followership is less extensive and less well known than that on leadership. It then described a three factor model of leadership and suggested it could be applied to and was consistent with other work on followership. The second part of the paper presented empirical evidence supporting the three factor model of leadership and justifying its extension and application to the full range of team roles, including follower and co-worker roles, as well as leader roles. This part of the paper looks specifically at follower roles and followership. Research findings are used to develop and describe a three factor model of follower behaviour. The paper aims to discuss these issues. Design/methodology/approach A mixed group of managers, mainly from the UK public sector, completed a variety of self-assessment questionnaires, had 360 degree assessments completed on them, and provided information on their work role and situation. Research looked at the degree of correlation between variables and its statistical significance. This was used to assess the internal reliability and external validity of three factor measures of leader behaviours and team role behaviours. Information on contextual variables was used to measure leader and follower situations and develop leader-follower scales that were used to identify behaviours used by followers. In total, 360 degree assessments were also used to identify behaviours that are most and least valued when used by followers. Findings The findings presented in the second part of this paper provided empirical support for the three factor model of leadership and its extension to the full range of team roles. The findings presented in this part of the paper identify behaviours used by individuals in follower roles and behaviours valued when used by individuals in such roles. By combining these two sets of findings, it was possible to produce a three factor model of effective follower behaviour, with each metacategory consisting of five behaviour sets and each set made up of four specific behaviours. Research limitations/implications Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Effective leaders and followers use essentially the same skills but use them in different situations, playing different roles. The research was carried out on a diverse sample of managers, drawn mainly from the UK public sector. However, it would be useful to extend the research to other populations. Practical implications The findings provide evidence-based descriptions of effective follower behaviours. These have practical implications for leaders and for followers, as well those involved in their training and development. They establish the content of developmental activities for effective followers and indicate how the training and development of followers underpins that of leaders. Social implications The findings challenge the widely held pre-occupation with leadership and the associated view that it is qualitatively different from and superior to leadership. In so doing, the three factor model of followership offers a challenge to the cult of leadership. Originality/value This is the first published research to present empirical evidence supporting the three factor model of followership. In the research process, scales were developed to assess leader and follower roles and used to identify behaviours used by followers. They were also used in further research identifying behaviours most and least valued when used by followers. The instruments and the associated research were original.
33
Ferreira, Aristides I. "Leader and Peer Ethical Behavior Influences on Job Embeddedness." Journal of Leadership & Organizational Studies 24, no. 3 (May 3, 2017): 345–56. http://dx.doi.org/10.1177/1548051817702095.
Full textAbstract:
Drawing on the social learning theory, the current research proposes that employees learn specific ethical behavior by observing others (leader and peers), thus influencing their job embeddedness. This study examined the mediating and moderating contextual variables in the relationship between ethical leadership and job embeddedness using a sample of 343 employees from 40 different companies. Results revealed that ethical leadership is related to job embeddedness and that perceived supervisor support mediated the influence of ethical leadership on job embeddedness. Also, peer unethical behavior moderated the indirect ethical leadership–job embeddedness relationship at the group level of analysis. Implications of these findings for research and practice are discussed. Specifically, this study proposes that there is a need to select middle managers that are focused on people’s needs and to train and motivate supervisors to support and stimulate their subordinates.
34
Johnson, Elizabeth D., Fiona L. Bird, Jeanette Fyffe, and Emma Yench. "Champions or Helpers: Leadership in Curriculum Reform in Science." Journal of University Teaching and Learning Practice 9, no. 3 (July 1, 2012): 74–90. http://dx.doi.org/10.53761/1.9.3.7.
Full textAbstract:
This study describes the perceptions of embedded teaching and learning leadership teams working on curriculum reform in science teaching departments. The teams combined a formally recognised leader, School Director of Learning and Teaching, with a project-based, more junior academic, Curriculum Fellow, to better leverage support for curriculum reform. Teams were established on the principles of localizing support and maximising credibility with discipline staff. The core teams were supported by a larger Faculty team of Associate Dean Academic, academic developer, educational designer, first year coordinator and project manager. Key themes emerging from the collected data were the complementary roles of members of the team, different perceptions of leadership between the School Directors of Learning and Teaching and the Curriculum Fellows, the importance of acting locally within the disciplines and the synergistic value of working in a team. The combination of formal and informal leadership aggregated into the FSTE School teams offers a model to support sustainable improvement in science teaching and learning in higher education.
35
Husain, Rohani Binti Mohamad, and Li Xiao Xiao. "The Antecedents of Women Leadership in SMEs: The Malaysian Senior Female Managerial Perspective." International Journal of Business and Management 11, no. 5 (April 18, 2016): 179. http://dx.doi.org/10.5539/ijbm.v11n5p179.
Full textAbstract:
<p>Leadership emphasis on leader abilities, personality traits, influence of relationships, cognitive versus emotional orientation and individual versus collective interests (Deanne & Hartog, 2001).With the accelerate development of human civilization, women began playing indispensable leading roles in different social realm, particularly in business, society and political area. With women began playing increasing significant leading roles currently, it raised the influence of women’s leadership in organization.</p>In this study, through the full research of female leaders and the influential factors of women leadership, by analysing the of female leaders and through the deep assessment of women leadership, it summarized the existing achievements made by female leaders, pointed out the common problem existed in women leadership as well, and found out the relationship between leadership effectiveness of female leaders and women leadership. In general, this study summed up the dimensions of leadership effectiveness of female leaders, then concluded how these dimensions influenced on female leaders in middle management level. This research will be conducted on the basis of women senior managers in SMEs in Kuala Lumpur.
36
Kappagomtula, Chandrasekhar Lakshminarasimham. "Overcoming challenges in leadership roles – managing large projects with multi or cross culture teams." European Business Review 29, no. 5 (August 14, 2017): 572–83. http://dx.doi.org/10.1108/ebr-12-2015-0177.
Full textAbstract:
Purpose Managing the triple constraints of time, cost and scope of the work, to ensure the quality desired by the stake holders, is a daunting task for any project manager. When the teams involved are for accomplishing large-scale projects, spread over different geographic regions and drawn from multi- or cross-cultural background, the task of the project manager becomes even more complicated and complex (Lothar, 2011). The purpose of this paper is to examine some of those challenges as well as the socio-cultural factors’ influence on the outcome of projects. Design/methodology/approach An extensive investigative survey in these complex aspects has been undertaken, spanning both in China and in India. Findings Some solutions to the leadership role have been found through the intense study and data analysis. Research limitations/implications The scope of multicultural and cross-cultural factors and the number of socio-cultural factors affecting such teams spread in diverse parts of the globe is stupendous. However, the study restricted itself to examining only three important socio-cultural factors out of the several, impacting the outcome of multi- or cross-cultural team executed projects. Practical implications The study reveals the causal effect of poor performance outcome for large projects when the team comprises multi- or cross cultural personnel. The limitations for the team leader heading such diverse teams are brought out. Social implications The study will help the future compositions of cross- or multicultural team projects, to know in advance the sensitive areas where they have to focus to ensure seamless execution of large projects with the help of virtual platforms for face-to-face interactions between the team members and their leader. Originality/value The literature available on generic behavioural aspects of multi- or cross-cultural teams is plenty. However, very few empirical studies are available in evaluating the influence of socio-cultural factors affecting such large project teams. This study extensively covers both China and India, which is a unique investigative study of its kind.
37
Mittal, Swati, and Rajib Lochan Dhar. "Transformational leadership and employee creativity." Management Decision 53, no. 5 (June 15, 2015): 894–910. http://dx.doi.org/10.1108/md-07-2014-0464.
Full textAbstract:
Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.
38
Choi, Suk Bong, Kihwan Kim, and Seung-Wan Kang. "Effects of transformational and shared leadership styles on employees' perception of team effectiveness." Social Behavior and Personality: an international journal 45, no. 3 (April 5, 2017): 377–86. http://dx.doi.org/10.2224/sbp.5805.
Full textAbstract:
Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that transformational leadership contributed to team output effectiveness, whereas shared leadership improved the team's organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader's behavior and the characteristics of the team output in order to promote overall team effectiveness.
39
Liu, Songbo, Xiaoshuang Lin, and Wei Hu. "How Followers' Unethical Behavior is Triggered by Leader-member Exchange: the Mediating Effect of Job Satisfaction." Social Behavior and Personality: an international journal 41, no. 3 (April 1, 2013): 357–66. http://dx.doi.org/10.2224/sbp.2013.41.3.357.
Full textAbstract:
In previous studies (see e.g., Liden, Sparrowe, & Wayne, 1997; Schyns & Croon, 2006; Volmer, Niessen, Spurk, Linz, & Abele, 2011), leader-member exchange (LMX) has been shown to be related to positive outcomes. However, little attention has been paid to the relationship between LMX and negative organizational behaviors such as unethical behavior. In this study we investigated 249 Chinese managers in 4 different finance companies in China, and found that there is a mediating effect of job satisfaction on the negative relationship between LMX and unethical behavior.
40
Oducado, Ryan Michael Flores. "Leader Empowering Behaviors and Psychological Empowerment as Perceived by Young Hospital Staff Nurses: A Pilot Study." Jurnal Ners 14, no. 1 (April 1, 2019): 47. http://dx.doi.org/10.20473/jn.v13i2.15056.
Full textAbstract:
Introduction: Empowerment has become an important concept in nursing that has gained acknowledgment in theories and practice of leadership and management. A positive organization espouses empowerment to attract and retain employees. While it is not new to nursing, there is little published research on empowerment among nurses in the Philippines. This study aimed to measure young staff nurses’ perception of leader empowering behaviors and psychological empowerment.Methods: This study used a cross-sectional survey design participated by 44 conveniently chosen staff nurses in a private teaching and training hospital in Iloilo City, Philippines. The participants were asked to answer 5-point Likert scale questions utilizing adopted instruments. Descriptive and non-parametric statistical stools were used with Mann-Whitney U test to determine differences and Spearman’s rank correlation to establish relationship between variables.Results: Overall, young staff nurses perceived their leaders’ behaviors to be highly empowering (M=3.89). Staff nurses also had a high level of psychological empowerment (M=4.07). Leader empowering behaviors was significantly related to staff nurses’ perception of psychological empowerment (p=.001). Staff nurses’ level of psychological empowerment were significantly different in terms of employment status (p=.020) and years of work experience (p=.014).Conclusion: This study highlights the positive influence of the empowering behaviors of leaders in enhancing staff nurses’ level of psychological empowerment. It is vital for nurse managers to continually demonstrate leadership behaviors that empower staff nurses at the unit level.
41
Oducado, Ryan Michael Flores. "Leader Empowering Behaviors and Psychological Empowerment as Perceived by Young Hospital Staff Nurses: A Pilot Study." Jurnal Ners 14, no. 1 (April 1, 2019): 47. http://dx.doi.org/10.20473/jn.v14i1.15056.
Full textAbstract:
Introduction: Empowerment has become an important concept in nursing that has gained acknowledgment in theories and practice of leadership and management. A positive organization espouses empowerment to attract and retain employees. While it is not new to nursing, there is little published research on empowerment among nurses in the Philippines. This study aimed to measure young staff nurses’ perception of leader empowering behaviors and psychological empowerment.Methods: This study used a cross-sectional survey design participated by 44 conveniently chosen staff nurses in a private teaching and training hospital in Iloilo City, Philippines. The participants were asked to answer 5-point Likert scale questions utilizing adopted instruments. Descriptive and non-parametric statistical stools were used with Mann-Whitney U test to determine differences and Spearman’s rank correlation to establish relationship between variables.Results: Overall, young staff nurses perceived their leaders’ behaviors to be highly empowering (M=3.89). Staff nurses also had a high level of psychological empowerment (M=4.07). Leader empowering behaviors was significantly related to staff nurses’ perception of psychological empowerment (p=.001). Staff nurses’ level of psychological empowerment were significantly different in terms of employment status (p=.020) and years of work experience (p=.014).Conclusion: This study highlights the positive influence of the empowering behaviors of leaders in enhancing staff nurses’ level of psychological empowerment. It is vital for nurse managers to continually demonstrate leadership behaviors that empower staff nurses at the unit level.
42
Derler, Andrea, and Jürgen Weibler. "The ideal employee: context and leaders’ implicit follower theories." Leadership & Organization Development Journal 35, no. 5 (July 1, 2014): 386–409. http://dx.doi.org/10.1108/lodj-12-2012-0158.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the relationship between leaders’ work context and their prototypical implicit follower theories (pIFT). The authors assume a dual structure of pIFT and argue that leader preferences for certain employee traits and behaviours are influenced by their perception of the prevailing market conditions and organizational coordination mechanisms. Design/methodology/approach – This study was conducted via an online-questionnaire with 182 US leaders from different industries. It surveyed leader's preferences for abstract and specific employee traits and behaviours, as well as their perceptions of the explorative and exploitative elements in their work context. To test for associations of corresponding variables representing leaders’ context and their employee prototype, data analysis was performed via multiple linear regression analysis. Findings – The paper provides evidence for associations between leaders’ pIFT and their work context. The data suggest that leaders who perceive their organizational work environment as formalized consider Enthusiasm (p=0.003) and the pursuit of exploitative activities (p=0.023) as important employee characteristics, and those who experience the market conditions as dynamic show a preference for Good Citizenship behaviours (p=0.027) and the search for explorative activities (p=0.034). In terms of control variables the authors found that more mature leaders favour both exploration and exploitation in employees, while managers of larger teams emphasize exploitation in their pIFT. Research limitations/implications – The study was conducted with leaders in the USA; results are cross-sectional and representative for for-profit organizations. Potential limitations arise from a lack of generalizability of the results to others forms of organizations, cultures and work settings. Practical implications – The paper provides the outline of an “ideal employee profile” for the leaders in the sample and describes potential implications of pIFT for organizational strategy relating to personnel-related decisions. Originality/value – This study provides the first empirical link between leaders’ ideal employee image and work context, and enables a deeper understanding of the structure and content of pIFT.
43
Zheng, Junwei, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li, and Bingsheng Liu. "The ambidextrous and differential effects of directive versus empowering leadership: a study from project context." Leadership & Organization Development Journal 42, no. 3 (February 4, 2021): 348–69. http://dx.doi.org/10.1108/lodj-12-2019-0509.
Full textAbstract:
PurposeThis study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.Design/methodology/approachPolynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.FindingsFour leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance.Originality/valueThis study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified.
44
Li, Shuwen, Ruiqian Jia, Juergen H. Seufert, Huijie Tang, and Jinlian Luo. "As the tree is, so is the fruit? Examining the effects of ethical leadership on bootlegging from the perspective of leader–follower gender similarity." Gender in Management: An International Journal 36, no. 7 (June 30, 2021): 785–800. http://dx.doi.org/10.1108/gm-06-2020-0180.
Full textAbstract:
Purpose The purpose of this study is to explore how and when ethical leadership enhances bootlegging. To achieve this purpose, the authors proposed a moderated dual-path model in this study. Design/methodology/approach The model was tested on two related studies. Study 1 was based on three-wave, collected data from a sample of 511 employees of Chinese companies. Data used in Study 2 was collected by survey from employees and their direct leaders of multiple departments of companies in China. Findings In Study 1, the authors found that moral efficacy and moral identity mediate between ethical leadership and bootlegging. Findings from Study 2 provide convergent support of moral efficacy’s and moral identity’s impact on the mediation relationship between ethical leadership and bootlegging. Moreover, the results of Study 2 further reveal that the relationship between ethical leadership and moral efficacy (or moral identity) was more significant among leader–follower with different genders. Originality/value This study not only enriches the literature on ethical leadership and gender (dis)similarity, but also helps managers to better understand the function of bootlegging.
45
Chen, Yanhong, Baowei Liu, Li Zhang, and Shanshan Qian. "Can leader “humility” spark employee “proactivity”? The mediating role of psychological empowerment." Leadership & Organization Development Journal 39, no. 3 (May 8, 2018): 326–39. http://dx.doi.org/10.1108/lodj-10-2017-0307.
Full textAbstract:
Purpose The purpose of this paper is to investigate the effect of humble leadership on employee proactive behavior. The authors propose that such effect is mediated by psychological empowerment, and identification with leader moderates the intervening role of psychological empowerment in the humble leadership-employee proactive behavior relationship. Design/methodology/approach Data were collected from 286 subordinate-supervisor dyads from 4 industries in Northern China. Hierarchical linear modeling analyses were applied to test the research model. Findings Humble leadership has a significantly positive effect on employee proactive behavior, and this effect is mediated by psychological empowerment. Furthermore, the identification with leader moderates the mediated relationships between humble leadership and employee proactive behavior via psychological empowerment. Research limitations/implications One limitation is that the data were collected cross-sectionally. Further research could conduct longitudinal research to retest the hypotheses. The present research has a number of implications. First, the authors extend humble leadership research. Second, the authors also contribute to humble leadership literature by addressing the lack of attention paid to the explanatory mechanism linking humble leader behavior to follower outcomes. Third, the authors provide a new insight into the boundary condition of humble leadership. Practical implications Managers should demonstrate more humble behaviors in their leading process to influence employees’ psychological empowerment and proactive behavior. In addition, managers should provide employees with sincere care in relation to work and life issues to produce employees’ identification with leader. Social implications Humility is a modifiable trait that individuals can increase dramatically by practice. Humble behavior is more accessible and easier to cultivate, contrary to the stable trait of humility. Besides, our results confirmed the individuals with the virtue of humility are most likely to succeed. Thus, humble behaviors should be highly advocated and encouraged in our society. Originality/value This research extends humble leadership research by constructing and verifying the theoretical model of humble leader behavior and employee proactive behavior and by demonstrating the value of humble leader behavior in a non-Western context, and identifies the different roles of psychological empowerment and identification with leader on employee proactive behavior.
46
Hartijasti, Yanki, Dodi Wirawan Irawanto, and Asri Laksmi Riani. "Perceived Leadership Behaviors among Multigenerational Managers." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 164. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(164).
Full textAbstract:
Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior
47
Freire, Carla. "Understanding the Importance of the Integrity Factor in Trust between Subordinates and Supervisors." International Journal of Applied Management Sciences and Engineering 1, no. 2 (July 2014): 14–30. http://dx.doi.org/10.4018/ijamse.2014070102.
Full textAbstract:
The main aim of this study is to explore the underlying factors of the subordinate-supervisor trust relationship and to analyze its impact on the three components of organizational commitment. Data was collected from 192 R&D professionals working at 10 different ICT Portuguese industrial companies. The study confirms the three factors of integrity, benevolence and ability as the basis for the perceived trustworthiness of supervisors by subordinates. In addition, results show that the trust a team member places on his/her leader depends predominantly on his/her perception of integrity. The authors conclude that even in the technological field, where the prevalence of a technical competence-based trust relationship was expected, integrity emerged as important element in the subordinate's trust of his/her supervisor. Integrity was found to correlate significantly with affective, normative and calculative commitment. The authors' findings suggest that organizations can “manage” commitment in ICT industrial enterprises through fostering the perception of integrity by subordinates.
48
Băeşu, Camelia, and Ruxandra Bejinaru. "Knowledge management strategies for leadership in the digital business environment." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 646–56. http://dx.doi.org/10.2478/picbe-2020-0061.
Full textAbstract:
AbstractThroughout this paper we try to propose several updated theories about leadership strategies considering the new framework and coordinates imposed by the digital age. By operating a literature review, firstly we will define the intriguing concepts of: digital age, digital leader and digital leadership. Nowadays leaders must understand the global technological revolution and integrate with it in their daily business routine. Within the sections of the paper we will analyze the different features of the digital knowledge age, considering issues like the work environment, the new type of employees or the new skills. We believe that by mapping all these novel aspects we will emphasize which are the gaps between the current state and the potential one. Acknowledging the opportunities of the digital age is empowering both for managers and employees in terms of achieving their success. We will provide an analysis of the most important traits of a digital leader and their necessity in the present environment. Even if great theorists consider that a leader’s essential characteristics are timeless we will argue which are the substantial changes generated by digitalization. Furthermore, we will discuss the potential knowledge strategies to be applied for effective leadership in the digital business environment. Throughout this paper we want to bring to attention which are the major impactful connections between the trends of digitalization and leadership concepts. In the final section of the paper we will present our conclusions and propose for discussion further challenges of the digital age, mainly from managerial perspective.
49
Ghazali, Razatulshima, Mohammad Nazir Ahmad, and Nor Hidayati Zakaria. "The mediating role of knowledge integration in effect of leadership styles on enterprise systems success." Journal of Enterprise Information Management 28, no. 4 (July 13, 2015): 531–55. http://dx.doi.org/10.1108/jeim-08-2014-0083.
Full textAbstract:
Purpose – The purpose of this paper is to show empirically how knowledge management, particularly knowledge integration (KI), acts as a mediator between different leadership styles and Enterprise Systems (ES) success. It proposes a model of KI as a mediator between two leadership styles (the transformational and transactional leadership styles). The study also aims to expose the most relevant leadership styles to be practiced by leaders when managing the ES post-implementation stage. Design/methodology/approach – Valid data were collected from 263 survey respondents in Malaysian companies. The authors employed structural equation modelling and used the path modelling approach to investigate the underlying relationships between the variables. The authors then tested the mediating effects of KI by using the bootstrapping procedures proposed by Preacher and Hayes, which suits the path analysis method. Findings – The results provide empirical evidence on the relationships between the variables and on the role of KI mechanisms as a mediator between leadership styles and ES success, especially in the ES post-implementation phase. Both leadership styles have to be practiced by leaders while managing an ES. Research limitations/implications – Future research can investigate the role of KI mechanisms as moderators between both leadership styles. The study can also be expanded by looking in-depth at other leadership styles. Practical implications – This paper is useful for management researchers and as a guide to management practice for business managers. Originality/value – This paper proposes a model that examines the vitality of KI effect in ES post-implementation stage by different leadership styles. The results expose the importance of leaders’ adoption of KI mechanisms and call for manager attention to the importance of using the right leadership styles when managing ES.
50
Moshel, Smadar, and Izhak Berkovich. "Navigating ambiguity: Early childhood leaders’ sense-making of their identity in a new mid-level role." Educational Management Administration & Leadership 48, no. 3 (November 26, 2018): 514–31. http://dx.doi.org/10.1177/1741143218814007.
Full textAbstract:
Mid-level roles in education have been widely explored, primarily in schools, but little research has been conducted during the systemic reform that involves creating a mid-level role between end units and the system. The present study explores the sense-making of early childhood leaders (ECLs) at the initial stage of their new role as mid-level managers. The new role was established as a result of a national administrative reform that, among others, made the systemic hierarchy more vertical by establishing a new mid-level layer between superintendents and early childhood teachers. This qualitative research included semi-structured interviews with 47 mid-level preschool managers. The study sought to uncover their views of the main challenges associated with assuming a new mid-level managerial role, and their coping styles in this role. The analysis revealed that the new mid-level management role raises three challenges concerning the ambiguity of identity: power base, voice, and interpersonal loyalty. ECLs cope with these challenges by assuming different types of leader identities, those of the representative, the companion, and the mediator. The implications of the findings for the limited knowledge on ECLs and for the introduction of the new mid-level roles are discussed.