Journal articles: 'Influences to Leadership'

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Skipper, Charles O., and Lansford C. Bell. "Influences Impacting Leadership Development." Journal of Management in Engineering 22, no. 2 (April 2006): 68–74. http://dx.doi.org/10.1061/(asce)0742-597x(2006)22:2(68).

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Mcbain, Richard. "Leadership – Influences and Outcomes." Henley Manager Update 17, no. 2 (December 2005): 23–32. http://dx.doi.org/10.1177/174578660501700203.

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Mcbain, Richard. "Leadership - Influences and Outcomes." Henley Manager Update 17, no. 3 (March 2006): 23–32. http://dx.doi.org/10.1177/174578660601700304.

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Efianda, Angela, and Iswahyuni Iswahyuni. "Political Leadership and Transactional Leadership." International Journal of Multicultural and Multireligious Understanding 8, no. 9 (September 5, 2021): 238. http://dx.doi.org/10.18415/ijmmu.v8i9.3020.

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Leadership is the activity to influences others in order to guide them towards a certain goal (Miftah Thoha, 2013; 121). A leader is someone with capabilities and advantages so that they can influences and guides others to work together for a similar goal. Political leadership covers a wide range of topics due to how a country are constituted by structures designed to run it. Transactional leadership occurs because by default leadership is a form of social control between the leader and its subordinates. Transactional leadership or often called transactional politics has become its own problem. A normal kind of leadership when applied on other fields might become biased and pose a certain problem in the political sphere. Transactional politics can be hard to avoid especially in a presidential government system which involves multiple political parties. Transactional leadership is the kind of leadership modeled to attain a certain goal by giving rewards as well as guiding and controlling the subordinates so that they can work effectively and efficiently. It also focuses more on inter individual transaction, between the members and its managers.

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Ly, Nhung-Binh. "Cultural Influences on Leadership: Western-Dominated Leadership and Non-Western Conceptualizations of Leadership." Sociology and Anthropology 8, no. 1 (February 2020): 1–12. http://dx.doi.org/10.13189/sa.2020.080101.

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Luu, Tuan. "Paths from leadership to upward influence." World Journal of Entrepreneurship, Management and Sustainable Development 10, no. 3 (July 8, 2014): 243–59. http://dx.doi.org/10.1108/wjemsd-01-2014-0002.

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Purpose – This inquest into consumer goods companies in Vietnam aims to examine if leadership influences corporate social responsibility (CSR) and emotional intelligence (EI), which in turn influences upward influence behavior. The paper aims to discuss these issues. Design/methodology/approach – Structural equation modeling approach contributed to the analysis of 406 responses returned from self-administered structured questionnaires sent to 690 middle level managers. Findings – From the findings emerged a model of upward influence behavior and its antecedents such as leadership, CSR, and EI. Transformational leadership, ethical CSR, and high level of EI were found to nurture organizationally beneficial upward influence tactics. Originality/value – Through the findings of the study, the insight into the leadership-based model of upward influence behavior underscores the role of transformational leadership style, ethical CSR, as well as team EI in the cultivation of organizationally beneficial upward influence tactics in consumer goods companies in Vietnam business context.

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Rumambi, Nandhitya, and Muhammad Cholil. "Pengaruh Kepemimpinan Transformasional terhadap Komitmen Organisasi pada BPR Kartasura Saribumi PT dengan Leader Member Exchange sebagai Variabel Intervening." Media Riset Manajemen 1, no. 1 (February 4, 2021): 35. http://dx.doi.org/10.20961/mrm.v1i1.5.

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The purpose of this research were explain and measure the direct influence of transformational leadership on the commitment of employee organizations in the Kartosuro Sari Bumi BPR PT. Effect of transformational leadership on Leader member exchange on employees of BPR Kartosuro Sari Bumi PT. Effect of leader member exchange on organizational commitment on employees of BPR Kartosuro Sari Bumi PT. Effect of transformational leadership on commitment leader member exchange mediated organization in employees of BPR Kartosuro Sari Bumi PT. This study took the object of Kartosuro Sari Bumi BPR PT. Located at Jl. Ahmad Yani, No. 142, Kartosuro, Sukoharjo. The research subjects were 320 employees, and 178 employees were taken as samples.The results of the study found that transformational leadership influences organizational commitment; Transformational leadership influences leader member exchange. Leader member exchange fully influences the influence of transformational leadership on the commitment of employee organizations in the BPR Kartosuro Sari Bumi PT.

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Fox, Deborah Lee, Linda Flynn, and Patricia Austin. "Child Leadership: Teachers' Perceptions and Influences." Childhood Education 91, no. 3 (May 4, 2015): 163–68. http://dx.doi.org/10.1080/00094056.2015.1047306.

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Wee, Kian-Ping, Hui-Min Wee, and Wen Chang Huang. "Organizational leadership and its relative influences." Journal of Information and Optimization Sciences 27, no. 1 (January 2006): 241–48. http://dx.doi.org/10.1080/02522667.2006.10699689.

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Manning, Tracey T. "Leadership Across Cultures: Attachment Style Influences." Journal of Leadership & Organizational Studies 9, no. 3 (August 2003): 20–30. http://dx.doi.org/10.1177/107179190300900304.

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SULLIVAN, SOPHIA D., ALINA LUNGEANU, LESLIE A. DECHURCH, and NOSHIR S. CONTRACTOR. "Space, time, and the development of shared leadership networks in multiteam systems." Network Science 3, no. 1 (February 26, 2015): 124–55. http://dx.doi.org/10.1017/nws.2015.7.

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AbstractDigital technologies have created the potential for new forms of organizing among geographically dispersed individuals by connecting their ideas across the time and space in complex multiteam systems (MTSs). Realizing this potential requires novel forms of shared leadership structures to shepherd divergent and convergent thinking necessary to nurture innovation. While there is limited research on how space influences leadership and how the time influences leadership, there is virtually no theorizing on how space and time interact together to influence the emergence of shared leadership structures that facilitates innovation. A key contribution of this study is to utilize an agent-based model (ABM) that draws upon the research on leadership, networks, and innovation to specify generative mechanisms (or micro-processes) through which shared leadership structures emerge over space and time. The parameters in this model were estimated from empirical data. Results of virtual experiments (VE) yielded testable hypotheses suggesting that, over time, leadership capacity and between-team ties are negatively influenced by space. Furthermore, the computational model suggests that space increases the concentration of divergent leadership but decreases the concentration of convergent leadership. The study concludes by discussing the implications for the design of effective leadership structures to nurture innovation in MTSs.

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Brooks, Jeffrey S., and Terri N. Watson. "School Leadership and Racism: An Ecological Perspective." Urban Education 54, no. 5 (July 10, 2018): 631–55. http://dx.doi.org/10.1177/0042085918783821.

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This article reports results from a single-school case study that explored the ways racism influences (and is influenced by) racism. The study examined the ways racism is manifest at different levels of the system: individual, dyadic, subcultural, institutional, and societal. In doing so, the authors sought to understand how racism influences leadership practice within and across each of these levels, meaning as a whole they were considered as an ecological model. Findings suggested pretext, context and posttext are important, and that individual educators’ leadership is influenced by ever-changing racial dynamics in their school.

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Hartadi, M., V. Rudy Handoko, Abdul Muhith, and Mamik Mamik. "The Transformational Leadership Style and Organizational Culture on Organizational Citizenship Behavior and Employees’ Performance: Study in Mothers and Children Hospitals." INTERNATIONAL JOURNAL OF NURSING AND MIDWIFERY SCIENCE (IJNMS) 4, no. 1 (April 27, 2020): 59–84. http://dx.doi.org/10.29082/ijnms/2020/vol4/iss1/270.

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Purpose – This research aims to test and analyze the influence of transformational leadership style and organizational culture on organizational citizenship behavior (OCB) and employees’ performance in mothers and children hospitals in Indonesia, particularly in East Java Province. Design/Methodology/Approach – The research samples are 89, i.e. 89 nurses and midwives who work in 3 mothers and children hospitals in East Java. The sampling technique uses a population study. The analysis data method used is path analysis. Findings – The research results conclude that: (1) the transformational leadership style significantly influences OCB; (2) the organizational culture significantly influences OCB; (3) the transformational leadership significantly influences employees’ performance; (4) the organizational culture insignificantly influences employees’ performance, and (5) OCB significantly influences nurses’ performance in mothers and child hospitals in East Java. Originality/value – This study is among the few studies that take into account the influence of transformational leadership style and organizational culture on organizational citizenship behavior, particularly within the context of the nurse working in mother and children hospitals.

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Brown, Steven, Lisa Chen, and Edward O’Donnell. "Organizational opinion leader charisma, rolemodeling, and relationships." International Journal of Organizational Analysis 25, no. 1 (March 13, 2017): 80–102. http://dx.doi.org/10.1108/ijoa-10-2015-0924.

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Purpose This cross-disciplinary, empirical study aims to examine the phenomenon of organizational opinion leadership. Extant research concerning social capital and both referent and expert power suggests that informal opinion leaders within an organizational setting have the ability to influence their co-workers. This study focuses on the transformational leadership characteristics of idealized influence-attributed (charisma) and -behavior (role modeling). The social exchange aspects of the opinion leader–seeker relationship process are examined through an application of dyadic concepts found within leader–member exchange (LMX) theory. This study examines potential outcomes of opinion leader influence, specifically, opinion-seeker perceived organizational support (POS), affective commitment and normative commitment. Design/methodology/approach This study examines the dynamics of organizational opinion leader (OOL)–organizational opinion seeker (OOS) relationship to determine whether OOLs influence OOSs through role modeling and charisma, captured through the idealized influence aspect of transformational leadership. The OOL–OOS relationship is examined through the lens of LMX, commonly used to examine supervisor–subordinate exchange relationships. This study also examines whether OOLs’ idealized influence and OOL–OOS exchange relationships are related to OOSs’ perceived organizational support (POS) and both affective and normative commitment, and whether POS mediates their influence. Hypotheses are offered and survey data collected from a heterogeneous sample of 646 individuals is examined using structural equation modeling. Findings The results suggest that idealized influence consistently positively influences the outcomes. LMX-affect, -loyalty and -professional respect influence OOS perceptions of POS. Idealized influence and POS influence OOS affective and normative commitment. LMX-affect influences OOS affective and normative commitment, while LMX-loyalty influences normative commitment. LMX-professional respect slightly influenced OOS affective commitment negatively, suggesting that respect does not engender positive feelings and had no influence on normative commitment. Research limitations/implications This interdisciplinary study integrates concepts found within marketing, political science and organizational literature works to shed new light on the informal influence organizational members have on one another, which furthers our understanding of both shared leadership and opinion leadership. This research provides another frame for the concept of shared leadership, suggesting that OOL influence occurs horizontally and vertically within organizations. The overall findings suggest that both the characteristics of opinion leaders and the quality of OOL–OOS relationships matter. Practical implications This research highlights the importance of recognizing and enabling organizational members whose opinions are sought by their peers. Organizational opinion leadership exists within organization and influences organizational members’ attitudes and perceptions. Therefore, it is a necessity that organizations understand the phenomenon and guide it, much as organizational culture is guided, so that it produces positive organizational outcomes. Originality/value Very little research exists concerning organizational opinion leadership. This study breaks new ground by developing theory, applying accepted constructs to the phenomenon and empirically testing the impact of opinion leadership.

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Mardiana, Mardiana, Mariyudi Mariyudi, and Rusydi Rusydi. "PENGARUH FAKTOR PENENTU MINAT DAN KEPUTUSAN SISWA DALAM MEMILIH SEKOLAH DI SMK NEGERI 1 PEUREULAK." J-MIND (Jurnal Manajemen Indonesia) 6, no. 1 (August 9, 2021): 80. http://dx.doi.org/10.29103/j-mind.v6i1.4879.

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This research aims to analyze the influence of servant leadership and communication competence on the facilitators performance of PKH in north Aceh with job satisfaction as the intervening variables. Sampling using the census method with total sample of 150 PKH facilitators in North Aceh. The tool analysis used is Structural Equation Modeling (SEM) with using AMOS. The results of this research show that servant leadership positively influences, but not significantly on job satisfaction and performance. Communication competence significantly and positively influences on satisfaction and performance. Job satisfaction significantly and positively influences on performance. Job satisfaction does not mediate the relationship servant leadership toward performance. Job satisfaction partially mediates the influence of communication competence toward performance.

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Arokiasamy, Anantha Raj A., and Massoud Moslehpour. "AN EXAMINATION OF THE IMPACT OF ETHICAL LEADERSHIP ON INDIVIDUAL CREATIVITY AND ORGANIZATIONAL INNOVATIONS IN THE ICT INDUSTRY IN VIETNAM." Humanities & Social Sciences Reviews 9, no. 3 (May 26, 2021): 540–52. http://dx.doi.org/10.18510/hssr.2021.9355.

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Purpose of the study: In the present study, information was obtained from 245 Information and Communication Technology (ICT) organizations from Vietnam using a market-oriented criterion to assess individual creativity, ethical leadership, and organizational innovation. Methodology: The absolute, as well as intended influences of ethical leaderships over the creativities along with innovations, were investigated using modelling that is multilevel plus tiered regressions analysis. We also tested the direct and indirect effects of ethical leadership on creativity and innovation using multilevel modelling and hierarchical regression analyses, respectively. Main Findings: The results showed ethical leadership is a strong indicator of both human and organizational imagination. On the corporate levels, observations suggest that ethical leadership remains closely correlated with organizational innovations. The results also suggest that ethical leadership is an essential method for promoting entrepreneurship and advancing growth in both emerging countries and newly developed industries. Applications of this study: On the corporate levels, observations suggest that ethical leadership remains closely correlated with organizational innovations. Novelty/Originality of this study: The study’s key part remains essentially to examine creativity as a possible intermediary in favour of the ethical leadership’s organizational interconnections, in which a markets-focused standard is used as a surrogate for innovations at the organizational level.

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Rachmayuniawati, Yuyun, and Sri Mulyeni. "Pengujian Gaya Kepemimpinan Organisasi." Owner (Riset dan Jurnal Akuntansi) 4, no. 2 (August 7, 2020): 517. http://dx.doi.org/10.33395/owner.v4i2.278.

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This research tries to test leadership style in organizations. The research directed to evaluate the sentences stated by the leaders which signify their leadership style. In this study we propose three types of leadership: transformational (), pseudo-transformational (), and laissez-faire leadership (). Then we examine what factors that make a leader transformational leader, pseudo-transformational, and or laissez-faire leader. We pose three variables as independent variables: satisfaction (), trust (), and respect (). Based on the result, in case of transformational leadership we find that only satisfaction that influences positive significant on leadership style. In case of laissez-faire leadership, only trust which can influence positive significant on leadership style. Meanwhile in the pseudo-transformational case, we do not find any variable that influences on leadership style. This finding confirms factor of followers that make leaders a leader: environment and circumtances.

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Kempster, Stephen. "Leadership learning through lived experience: A process of apprenticeship?" Journal of Management & Organization 12, no. 1 (June 2006): 4–22. http://dx.doi.org/10.1017/s1833367200004132.

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ABSTRACTThis paper develops an understanding of underlying influences shaping leadership learning within a single organization. It is not an exploration of leadership but rather an explanation of how individuals learn how to lead. Through in-depth interviews with six directors of a UK multinational public limited company and, using critical realist grounded-theory, underlying causes have been identified that build upon existing research but then goes further to provide a systemic and integrated explanation of leadership learning. A model is suggested to illustrate how causal influences, operating in a particular context, influence how people develop their ability to lead. I argue that the metaphor of apprenticeship captures the essence of how underlying influences shape the long-term process of leadership learning: an apprenticeship perspective has significant implications to the efficacy and effectiveness of leadership development interventions.

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Kempster, Stephen. "Leadership learning through lived experience: A process of apprenticeship?" Journal of Management & Organization 12, no. 1 (June 2006): 4–22. http://dx.doi.org/10.5172/jmo.2006.12.1.4.

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ABSTRACTThis paper develops an understanding of underlying influences shaping leadership learning within a single organization. It is not an exploration of leadership but rather an explanation of how individuals learn how to lead. Through in-depth interviews with six directors of a UK multinational public limited company and, using critical realist grounded-theory, underlying causes have been identified that build upon existing research but then goes further to provide a systemic and integrated explanation of leadership learning. A model is suggested to illustrate how causal influences, operating in a particular context, influence how people develop their ability to lead. I argue that the metaphor of apprenticeship captures the essence of how underlying influences shape the long-term process of leadership learning: an apprenticeship perspective has significant implications to the efficacy and effectiveness of leadership development interventions.

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Han, Seung Hyun, Gaeun Seo, Seung Won Yoon, and Dong-Yeol Yoon. "Transformational leadership and knowledge sharing." Journal of Workplace Learning 28, no. 3 (April 11, 2016): 130–49. http://dx.doi.org/10.1108/jwl-09-2015-0066.

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Purpose The purpose of this paper is to empirically examine the fundamental process through which transformational leaders play a significant role in employees’ knowledge sharing by investigating mediating roles of individual affects, particularly psychological empowerment, organizational commitment and organizational citizenship behavior (OCB). Design/methodology/approach Structural equation modeling, including confirmatory factor and path analysis, is conducted to test proposed hypothesis. Findings The results of this study indicate significant direct effects of transformational leadership on psychological empowerment, organizational commitment and OCB. Moreover, transformational leadership also shows an indirect effect on employees’ OCB, which, in turn, is identified as the primary factor that influences knowledge sharing. However, organizational commitment does not provide a significant influence on knowledge sharing. These findings highlight the importance of mediating roles, particularly OCB, to predict employees’ knowledge-sharing intention. Originality/value Identifying structural determinants of knowledge sharing is an important scholarly agenda. In particular, the mechanisms and processes by which leadership exerts influence to motivate employees to share knowledge deserve scholarly inquiry, and there, is a need for more research to understand the mechanisms and processes through which leadership influences individual motivation and attitudes toward pro-social behaviors, such as knowledge sharing.

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Shafique, Imran, Bashir Ahmad, and Masood Nawaz Kalyar. "How ethical leadership influences creativity and organizational innovation." European Journal of Innovation Management 23, no. 1 (May 2, 2019): 114–33. http://dx.doi.org/10.1108/ejim-12-2018-0269.

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Purpose The purpose of this paper is to answer two questions. What is the impact of ethical leadership on followers’ creativity and organizational innovation? What are the mechanisms through which ethical leadership influences creativity and organizational innovation? Design/methodology/approach Considering a market-oriented criterion to measure organizational innovation, the data were collected from 322 small-sized information technology firms working in Pakistan. Multilevel modeling and hierarchical regression analyses were used to explore the direct and indirect effects of ethical leadership on creativity and innovation, respectively. Findings The results show that ethical leadership is an important predictor of both individual and organizational creativity. For the individual level, the results of multilevel modeling indicate that there is a positive link between ethical leadership and employee creativity. Furthermore, ethical leadership affects employee creativity through knowledge sharing and psychological empowerment. At the organizational level, the results reveal that ethical leadership is positively associated with organizational innovation directly. Practical implications The findings imply that ethical leadership is an important tool to promote creativity and for the advancement of innovation for developing countries as well as for newly developed industries. Originality/value This study is first to highlight the role of ethical leadership for organizational innovation. The main contribution of the study is to explore creativity as potential mediator for ethical leadership–organizational innovation nexus; where a market-oriented criterion is taken as proxy of organizational innovation.

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Elenkov, Detelin S., and Ivan M. Manev. "Top Management Leadership and Influence on Innovation: The Role of Sociocultural Context." Journal of Management 31, no. 3 (June 2005): 381–402. http://dx.doi.org/10.1177/0149206304272151.

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This study proposes and tests a model for top-management influence on innovations. Three research questions are addressed: Is top managers’ influence on innovation a function of their leadership? Does socio-cultural context directly affect leadership? and, Does sociocultural context moderate the relationship of leadership with top-management influence on innovation? These questions are investigated with data from 12 European countries. The results show that leadership factors have strong effects on top-management innovation influence. In support of the culture-specific view of leadership, sociocultural context directly influences leadership and moderates its relationship with organizational innovation.

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Müller, Günter F., Sibylle Georgianna, Karin Schermelleh-Engel, Anne C. Roth, Walter A. Schreiber, Martin Sauerland, Michael J. Muessigmann, and Franziska Jilg. "Super-Leadership and Work Enjoyment: Direct and Moderated Influences." Psychological Reports 113, no. 3 (December 2013): 804–21. http://dx.doi.org/10.2466/01.14.pr0.113x32z0.

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Super-leadership is part of an approach called ‘empowering leadership.‘ Within this approach, super-leadership is assumed to enable subordinates to lead themselves. The current study examined correlates of super-leadership. A questionnaire measuring two dimensions of super-leadership was used to analyze relationships between super-leadership and subordinates' work enjoyment, i.e., job satisfaction, subjective well-being, and emotional organizational commitment. In addition, moderating effects of the organizational context, i.e., organizational decentralization, on the relationships between super-leadership and work enjoyment were explored. 198 German employees from different occupations participated in the study. Latent moderator structural equation analysis revealed that the two factors of super-leadership, “coaching and communicative support” and “facilitation of personal autonomy and responsibility,” had direct positive effects on subordinates' work enjoyment. Organizational decentralization moderated the effect of “coaching and communicative support” on work enjoyment but not the relations involving “facilitation of personal autonomy and responsibility.” Conclusions for further research and practical applications were discussed.

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Van Dierendonck, Dirk, Chih-Hsun Chuang, Riguang Gao, Chad Hartnell, Snehal Hora, G. James Lemoine, Robert C. Liden, et al. "The Antecedents and Influences of Servant Leadership." Academy of Management Proceedings 2020, no. 1 (August 2020): 11995. http://dx.doi.org/10.5465/ambpp.2020.11995symposium.

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Lim, Louis. "Collaborative Leadership: Six Influences That Matter Most." Leadership and Policy in Schools 17, no. 1 (July 18, 2017): 164–66. http://dx.doi.org/10.1080/15700763.2017.1326152.

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Masse, Berard. "The Principal: Directing External Influences for Leadership." Clearing House: A Journal of Educational Strategies, Issues and Ideas 58, no. 5 (January 1985): 203–6. http://dx.doi.org/10.1080/00098655.1985.9955537.

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Underdahl, Louise. "Stealth Leadership Influences the Culture of Innovation." Journal of Leadership Studies 10, no. 1 (May 2016): 70–72. http://dx.doi.org/10.1002/jls.21452.

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Wu, Mengying, Zhenglong Peng, and Christophe Estay. "How destructive leadership influences compulsory organizational citizenship behavior." Chinese Management Studies 12, no. 2 (June 4, 2018): 453–68. http://dx.doi.org/10.1108/cms-10-2017-0298.

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Purpose The purpose of this paper is to explore the underlying influence of destructive leadership on hindrance stress and compulsory organizational citizenship behavior (CCB) by developing a moderated mediation model, which examines the mediating role of hindrance stress and the moderating role of supervisor–subordinate guanxi. Design/methodology/approach By using 324 samples collected from multiple companies in southeast China, the model is tested through multiple linear hierarchical regressions, correlation analysis, confirmatory factor analysis and PROCESS bootstrapping program in SPSS and AMOS software. Findings Results reveal that hindrance stress fully mediates the relationship between destructive leadership and CCB, and supervisor–subordinate guanxi moderates the strength of the indirect effect between destructive leadership and CCB (via hindrance stress), so that the mediated relationship is stronger when supervisor–subordinate guanxi is low rather than high. Originality/value The study contributes to display the influence path and contingency mechanism of destructive leadership as a stressor on employees’ negative behavior in the workplace. The moderated mediation model results not only develop the research on the relationship between negative leadership and employee behavior in terms of leadership effectiveness but also provide a new viewpoint to explore the relationship between leadership and employee behavior.

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Addo, Seth Ayisi, and Kwasi Dartey-Baah. "Leadership in the safety sense: where does perceived organisational support fit?" Journal of Management Development 39, no. 1 (November 12, 2019): 50–67. http://dx.doi.org/10.1108/jmd-04-2019-0136.

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Purpose The purpose of this paper is to examine leaders’ influence on the safety behaviours of employees and the possible mediating role of perceived organisational support (POS), focussing on transformational and transactional leadership. Design/methodology/approach Data were gathered through a survey from 264 engineers and technicians in the power transmission subsector in Ghana and analysed using structural equation modelling. Findings The analyses revealed that transformational leadership influenced safety behaviours positively while transactional leadership had no significant influence on employees’ safety behaviours. POS also mediated between the leadership styles and safety behaviours. Practical implications Supervisors need to exhibit more transformational leadership behaviours and organisations need to show support for their employees’ wellbeing in order to aid supervisors’ influence on employees’ safety behaviours, especially if the leaders are more transactional in nature. Originality/value The study addresses a dearth in literature and highlights the influences of leadership styles on the safety behaviours of the employees, as well as the importance of the organisation to commit to employees’ support and safety so as to enhance their good perceptions and consequently elicit better performance from them.

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Dugan, John P., Christopher W. Bohle, Matt Gebhardt, Meghan Hofert, Emily Wilk, and Matthew A. Cooney. "Influences of Leadership Program Participation on Students' Capacities for Socially Responsible Leadership." Journal of Student Affairs Research and Practice 48, no. 1 (January 2011): 65–84. http://dx.doi.org/10.2202/1949-6605.6206.

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Erdurmazlı, Eser. "On the Servant Leadership Behaviors Perceived in Voluntary Settings: The Influences on Volunteers’ Motivation and Organizational Commitment." SAGE Open 9, no. 3 (July 2019): 215824401987626. http://dx.doi.org/10.1177/2158244019876265.

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Building on the functional approach theory, the current study empirically examined the influences of servant leadership behaviors on volunteers’ motivations and on their organizational commitment feelings. In addition, it also examined servant leadership’s indirect influences via those motivations on volunteers’ commitment feelings. To test its hypotheses, the study used the data collected from 385 volunteers. The research has found out that the degree of perceived servant leadership behaviors affected both participants’ motivation to volunteer and their affective and normative commitments feelings toward their organizations. Furthermore, as one of the six dimensions of the motivation concept suggested by the functional approach theory, only the protective motive partially mediated the influences of perceived servant leadership behaviors on the volunteers’ normative commitment attitudes. The study discussed the possible rationales under these research findings and made some future research proposals. The study hopes that its findings, through responding to expectations of their voluntary members, help voluntary organizations to be more effective and efficient in their recruiting and sustaining efforts.

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Dartey-Baah, Kwasi, and Seth Ayisi Addo. "Psychological identification with job: a leadership-OCB mediator." International Journal of Organizational Analysis 27, no. 3 (July 8, 2019): 548–65. http://dx.doi.org/10.1108/ijoa-10-2017-1262.

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Purpose This study aims to examine influence of transformational and transactional leadership styles on employees’ organisational citizenship behaviours (OCBs), as well as the mediating role of job involvement in the Ghanaian hospitality industry. Design/methodology/approach Data were gathered from 258 employees in some selected hotels and restaurants in the Greater Accra Region of Ghana through a survey and analysed using covariance-based structural equation modelling. Findings The results indicated that both leadership styles influenced employees’ OCBs positively. Furthermore, job involvement positively influenced OCB and mediated between transformational leadership and OCB but not between transactional leadership and employees’ OCBs. Practical implications The study reaffirms the importance of employees’ OCBs and recommends that hotels and restaurants must encourage their supervisors to exhibit more transformational leadership behaviours (motivational, inspirational and visionary behaviours), as well as a combination of transformational and transactional leadership behaviours which can influence their employees to go beyond formal requirements, and get more involved in their jobs to the benefit of the organisations. Originality/value This study reveals the extent to which internal motivations of employees, specifically their job involvement, causes their extra-role behaviours and influences the leaders–OCB relationships from a developing country perspective.

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Ni, Yongmei, Rui Yan, and Diana Pounder. "Collective Leadership: Principals’ Decision Influence and the Supportive or Inhibiting Decision Influence of Other Stakeholders." Educational Administration Quarterly 54, no. 2 (July 30, 2017): 216–48. http://dx.doi.org/10.1177/0013161x17723427.

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Purpose: Using the collective leadership framework, this study examines (a) how principals perceive their own influence and that of other key stakeholders in various school decisions and (b) how principals’ perceived influences of other stakeholders are associated with their own influence. Research Method/Approach: This study uses the nationally representative database of public school principals from the 2007 to 2008 School and Staffing Survey. A series of ordinary least squares regression models were estimated to examine how principals’ perceptions of decision influence were associated with principal characteristics, school contextual factors, and influences of other stakeholders. Findings: Among all the stakeholders, principals perceived themselves to have the greatest influence in school decisions in almost all key decision areas, while other stakeholders also exerted significant influences to different extents. Depending on the decision area, principals viewed other stakeholders’ influence as either supporting or inhibiting their own influence. For example, principals perceived influences from teachers and school districts as high and supportive. On the other hand, the influence of state agencies were perceived as generally inhibiting. In addition, collective leadership was more prevalent in some decision areas (e.g., setting standards and establishing curriculum) than others (e.g., hiring and evaluating teachers). Conclusions and Implications: School leadership does not have to be a zero-sum game. Principals’ decision influence does not necessarily diminish when other stakeholders gain more influence. Improving collective leadership and maintaining the right balance of decision influence among stakeholders and across decision zones have the potential to create a harmonious and high-functioning school environment.

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CORCACI, Georgiana. "Emotional intelligence - the driving force in efficient leadership." Anuarul Universitatii Petre Andrei din Iasi - Fascicula: Asistenta Sociala, Sociologie, Psihologie 25 (2020): 25–35. http://dx.doi.org/10.18662/upasw/25/33.

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Emotional intelligence is defined as a form of social intelligence that involves the ability to discriminate, monitor and use one's own and others' emotions to guide one's own thoughts and actions (Albrecht K. 2007). The purpose of the research is to verify the extent to which the level of emotional intelligence influences the leadership style. The objectives of the research are: 1. identifying the profile of leaders; 2. appreciation of the level of emotional intelligence influences the appreciation of the leadership style; 3. the level of leadership responsibilities influences the appreciation of the leadership style; 4. the gender of the respondents influences the appreciation of the leadership style of the bosses. In conclusion, we observed a significant correlation between leadership style and the level of leadership responsibilities, in the sense that as leaders receive new career challenges the leadership style focuses on problem solving and obstacles become a priority.

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Chaturvedi, Sankalp, Richard D. Arvey, Zhen Zhang, and Paraskevi T. Christoforou. "Genetic Underpinnings of Transformational Leadership." Journal of Leadership & Organizational Studies 18, no. 4 (April 28, 2011): 469–79. http://dx.doi.org/10.1177/1548051811404891.

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In this study, the authors investigate the extent to which dispositional hope mediates genetic influences on transformational leadership. Based on a sample of female twins (214 identical and 178 fraternal) from the Minnesota Twin Registry, results indicated that 53% of the variance in hope and 49% of the variance in transformational leadership were accounted for by genetic factors. After controlling for positive emotionality and negative emotionality, it was found that the genetic influence on transformational leadership was mediated by dispositional hope with the overlapping genetic factors explaining 20.8% of the total variance in transformational leadership.

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Saeki, Manabu, and Steven A. Shull. "Who Influences the Fed? Presidential Versus Congressional Leadership." Journal of Public Policy 23, no. 3 (September 2003): 261–78. http://dx.doi.org/10.1017/s0143814x0300312x.

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This paper examines political influences over U.S monetary policy, analysed quarterly from 1953 to 2000. We use indicators of presidential and congressional ideology as predictors of actor preferences and as representative of overhead democracy. We also include several economic variables predicting percent change in the federal funds rate. While not surprised to find that economic conditions are important in explaining Fed decisionmaking, we also find that the theory of overhead democracy also contributes to the explanation. Initially, both presidential and congressional ideology are important but in a combined model, presidential variables wash out influence of congressional variables. Thus, we conclude that overhead democracy must be included in models predicting Fed decisionmaking.

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Sharma, Dr L. Jibon Kumar, and Dr S. Keshorjit Singh. "A Study on the Democratic Style of Leadership." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 3, no. 2 (January 23, 2013): 54–57. http://dx.doi.org/10.24297/ijmit.v3i2.1367.

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The paper studies democratic style of leadership and how the style influences the practices of leadership. Leadership can be categorized based on the level of involving team members and participating in the decision making process. The study is exploratory in nature and attempts to explore and analyze the democratic aspects of leadership style and its influence in the practices of leadership. The study adopts survey and interview techniques and 25 leaders of the state Manipur, India are considered as sample. The primary data are collected using interview cum questionnaire method from the top executives of the selected 25 organizations and also from two immediate subordinates of the sampled executives of the selected organizations and from two immediate subordinates of the sampled executives. The responses of the followers become essential to crosscheck the practices of the leaders. The study highlights how the democratic style influences the practice of leadership.

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Braun, Frank C., Michel Avital, and Ben Martz. "Action‐centered team leadership influences more than performance." Team Performance Management: An International Journal 18, no. 3/4 (June 8, 2012): 176–95. http://dx.doi.org/10.1108/13527591211241015.

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PurposeBuilding on a social‐technical approach to project management, the authors aim to examine the effect of action‐centered leadership attributes on team member's learning, knowledge collaboration and job satisfaction during IT‐related projects.Design/methodology/approachStructural equation modeling was utilized to assess the work environment of team members as well as the leadership practices of their respective project team leaders. Data were collected with a survey questionnaire from 327 team members in a variety of organizations in 15 industry sectors including financial services, software, manufacturing, retail, government and universities.FindingsThe identified action‐centered project leadership practices (effective task management, team efficacy cultivation, and individual autonomy support) create a project team environment that fosters individual learning and knowledge collaboration along with individual performance and job satisfaction, and ultimately project success.Research limitations/implicationsThe action‐centered leadership practices construct, developed in this study, can be a good surrogate measure of what is required to be an effective leader in an IT project team environment. The main limitations of the research are those inherent in the survey method (self‐reported; subjective data).Practical implicationsIn a project team environment, it is essential that all team members collaborate effectively to increase the likelihood of project success. The implication for managers from these findings is that concentrating more on the identified action‐centered leadership practices can positively influence the team environment.Originality/valueAlthough previous studies have described attributes that influence team performance, a clearer understanding of what team leadership practices enable a project manager to be effective warrants further investigation. A second order construct merges these team leadership practice attributes and validates its use.

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Duan, Suhuan, Zhiyong Liu, and Hongsheng Che. "Mediating influences of ethical leadership on employee creativity." Social Behavior and Personality: an international journal 46, no. 2 (February 2, 2018): 323–37. http://dx.doi.org/10.2224/sbp.6160.

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Since the global financial crisis in the first decade of the 21st century, ethical leadership has emerged as a form of organizational management that promotes employee well-being, positive citizenship behaviors, and innovation. In this study, we examined the relationship between ethical leadership and employee creativity in Chinese businesses. We hypothesized the mediating roles of psychological empowerment and willingness to take risks in the relationship between ethical leadership and employee creativity. Survey data were collected from 380 employee–supervisor pairs working in 8 businesses across 5 sectors of the economy. The results indicated that, as hypothesized, a positive relationship exists between ethical leadership and employee creative behaviors. Psychological empowerment and willingness to take risks were found to partially mediate this relationship. The theoretical and practical implications of the findings are discussed.

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Harwiki, Wiwiek. "The Influence of Servant Leadership on Organization Culture, Organizational Commitment, Organizational Citizenship Behavior and Employeesâ€™ Performance (Study of Outstanding Cooperatives in East Java Province, Indonesia)." Journal of Economics and Behavioral Studies 5, no. 12 (December 30, 2013): 876–85. http://dx.doi.org/10.22610/jebs.v5i12.460.

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The purposes of this research to investigate the influence of Servant Leadership to Organization Culture, Organizational Commitment, OCB and Employeesâ€™ Performance on Outstanding Cooperatives in East Java Province. Samples were collected amount 249 employees as unit samples. 30 managers as informant were asked to answer Employeesâ€™ Performance variable. Servant Leadership, Organization Culture, Organization Commitment and OCB variables were answered by employees. Structural Equal Modeling is used as a technique of analysis. The research findings: Servant Leadership influences to Organization Culture, Organizational Commitment, and Employeesâ€™ Performance significantly, but not to OCB; Organization Culture influences to OCB and Employeesâ€™ Performance significantly; Organizational Commitment influences to OCB significantly, but not to Employeesâ€™ Performance; OCB influences to Employeesâ€™ Performance significantly. The dominant indicators contribute to variables are: people orientation to Servant Leadership, power distance to Organization Culture, continuance commitment to Organizational Commitment, civic virtue to OCB, and individual attitude to Employeesâ€™ Performance. Servant Leadership encouraging employees easier, conducting their tasks better and building the organization values thus employees done their job well, honest and increasing their performance. Managers should be more empower themselves to help fellow workers help others voluntarily, fostering sportsmanship, altruism, conscientiousness, courtesy, and civic virtue of the employees.

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Haque, Amlan, Mario Fernando, and Peter Caputi. "Responsible leadership, affective commitment and intention to quit: an individual level analysis." Leadership & Organization Development Journal 40, no. 1 (February 11, 2019): 45–64. http://dx.doi.org/10.1108/lodj-12-2017-0397.

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PurposeDrawing on social learning theory, the purpose of this paper is to explore the mediational effect of affective commitment on the relationship between responsible leadership and intention to quit.Design/methodology/approachThis study applied a two-step process of the structural equation modelling technique to test the proposed hypothesised model. A web-based survey was administered to collect data targeting a sample of 200 full-time Australian employees.FindingsThe results suggest that responsible leadership significantly influences employees’ affective commitment and their intention to quit. As predicted, both responsible leadership and affective commitment negatively influenced intention to quit. Notably, the direct influence of responsible leadership on intention to quit was found to be partially mediated by employees’ affective commitment.Practical implicationsThis study shows how leaders can expect to reduce employees’ intention to quit by leading responsibly through valuing employees’ affective commitment.Originality/valueThis study makes a unique contribution to responsible leadership literature by linking it with social learning theory. Moreover, there are only a handful of studies examining responsible leadership and its influence on employees’ behavioural outcomes. This study extends the limited understanding of responsible leadership and its relationship with affective commitment and intention to quit.

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Benazir, Nada, and Suryandari Suryandari. "The Effect Empowerment Leadership on Job Satisfaction and Creativity Through Psychological Empowerment and Self Leadership." Media Riset Manajemen 2, no. 1 (May 30, 2019): 75–89. http://dx.doi.org/10.20961/mrm.v2i1.19.

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This study aims to influence leadership and empowerment. The object of this study is hotel employees in Surakarta. The sampling technique in this study uses purposive sampling. Self-leadership is. Empowerment leadership is a leadership style that decentralizes with more responsibilities and responsibilities to employees. This study will discuss the direct relationship of empowerment towards self-development and psychological empowerment. Stepping as a mediator between leadership empowerment and psychological empowerment, direct relationship empowerment, psychological, and direct relationships. Matters relating to people who are directly or indirectly responsible, through self-leadership. Psychological empowerment affects satisfaction, and developing self influences creativity.

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Budianto, Nanang. "Kepemimpinan Pendidikan Perspektif Managemen Mutu Terpadu (Sebagai Upaya Regulasi Mutu Lembaga Pendidikan)." FALASIFA : Jurnal Studi Keislaman 9, no. 1 (March 1, 2018): 145–60. http://dx.doi.org/10.36835/falasifa.v9i1.108.

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ABSTRACT Leadership leadership must be able to influence, move, guide and maintain people's activities so that organizational goals can be achieved. As expressed by Sudarwan Danim, leadership is the energy that influences and gives direction which is contained in the leader's personal self. Or leadership is energy that can move, guide and maintain people's activities so that organizational goals can be achieved. The same thing was expressed by Owens, leadership is an interaction between one party as the leader with the party led. Keyword : Leadership, Education, Integrated Quality Management

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Petkovic, Mirjana, Ana Aleksic-Miric, and Ivana Bozinovic. "Corporate leadership and knowledge management." Sociologija 53, no. 1 (2011): 1–20. http://dx.doi.org/10.2298/soc1101001p.

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The aim of this paper is to investigate the role of managers with leadership potentials in knowledge management within organization. This aim is further developed through the research questions: (1) Does leadership have important role in knowledge management? (2) Under which conditions leadership influences knowledge management and what is the direction of this influence? (3) Which elements of the leadership, skills and virtues of the leader, are important and what roles do they have in knowledge management? The paper is based on the field investigation, employing interviews and survey as the research techniques, on the random sample of Serbian companies.

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Fouad, Nadya A., Kristin Ihle Helledy, and A. J. Metz. "Leadership in Division 17." Counseling Psychologist 31, no. 6 (November 2003): 763–88. http://dx.doi.org/10.1177/0011000003258090.

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Themes of Division 17 presidential addresses from 1984to 2002, published in The Counseling Psychologist , were examined using a grounded theory approach. Sorting and coding of the data yielded six major categories: distinctiveness of counseling psychology, disappointments/missed opportunities, successes, foundations of counseling psychology, outside influences, and future recommendations. Review of the coding provided identification of underlying dimensions. Specifically, the connections that emerged from the qualitative analysis are explained using a grid with “identity” on a temporal x-axis (from who we are to who we want to be) and “actions” on a functional y-axis (from internal to the division to externally focused). The combined messages or stories of the Division 17 presidents may provide insight into the forces that have influenced counseling psychology over the last 2 decades.

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Naeem, Ayesha, Rab Nawaz Lodhi, and Aman Ullah. "How Transformational Leadership Influences the Knowledge-Sharing Process." International Journal of Knowledge Management 17, no. 2 (April 2021): 50–71. http://dx.doi.org/10.4018/ijkm.2021040103.

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This study aims to investigate the mediating effects of both affect-based and cognition-based trust on the relationship between using a transformational leadership style and the effectiveness of followers' knowledge sharing processes (i.e., knowledge donating and knowledge collecting). Using data collected from 287 employees at 32 pharmaceutical companies in Pakistan, the structural equation modelling (SEM) technique was utilised to analyse the hypothesised relationships. The results showed that leaders with a transformational leadership style directly affect their followers' knowledge donating and knowledge collecting processes. In addition, affect-based trust was found to fully mediate the relationships between transformational leadership and followers' knowledge donating and knowledge collecting processes, while cognition-based trust produced insignificant mediation effects. From a social exchange perspective, these findings demonstrate the importance of focusing on building affect-based trust between leaders and followers in order to develop transformational leadership that could positively influence the knowledge sharing process.

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Hapsari, Rr Diana Candra, and Setyo Riyanto. "The Reactions over Organizational Citizenship Behavior (OCB) that viewed from Transformational Leadership, Organizational Culture, and Compensation Variables." International Journal of Innovative Science and Research Technology 5, no. 5 (July 11, 2020): 1977–84. http://dx.doi.org/10.38124/ijisrt20may059.

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This research intends to discover the level of influence of transformational leadership, organizational culture, and compensation systems on Organizational Citizenship Behavior (OCB) within the Judicial Commission officers. Those respondents in this research were amount 130 employees of the Judicial Commission who were civil servants. The technique of data collection is done by meeting respondents directly and distributing questionnaires to employees. Data have been scrutinized by Statistical Package for Social Sciences (SPSS) version 25.0. The analysis shows that transformational leadership significantly influences OCB, organizational culture significantly affects OCB, and compensation significantly influences OCB. Simultaneously leadership, organizational culture, and compensation significantly impact OCB. This result also shows that organizational culture is the dominant variable and influence on OCB within the Judicial Commission employees.

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Lan, Chang, Ma, Zhang, and Chuang. "Influences of Transformational Leadership, Transactional Leadership, and Patriarchal Leadership on Job Satisfaction of Cram School Faculty Members." Sustainability 11, no. 12 (June 24, 2019): 3465. http://dx.doi.org/10.3390/su11123465.

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While there is a decline in the annual population of Taiwan, the number of crams schools in the supplementary education industry is increasing. A concern is that there are not enough students to go around. Cram schools are facing a difficult situation to survive in the industry. Therefore, a great and useful leadership method is needed to help leaders lead their faculty members and organizations so that they can survive and even grow in this white-hot industry. In this study, 400 New Taipei City cram school faculties were invited to be the research objects to study the influences of transformational leadership, transactional leadership, and patriarchal leadership on job satisfaction. This study adopted the method of intentional sampling to conduct a questionnaire survey. After collecting data, SPSS12.0 software was used to analyze the descriptive statistics, reliability analysis, description of statistics, t-test method of single factor analysis of variance, and regression. As a result of this research, the employees under transformational leadership have a larger positive result on outer job satisfaction while patriarchal leadership has positive influences on inner job satisfaction. Encouraging subordinates with positive responses, inspiring speeches, and compliments could make subordinates satisfied with the company and interaction with colleagues, while teaching subordinates behavior sets up a moral and authorized style and controlling the organization directly could let subordinates get a sense of accomplishment from work. This study is aimed to provide suggestions and references for the cram schools’ leaders to change their leadership styles and improve their employees’ job satisfaction. Cram schools that take the suggestions and references could improve their working environment and become more competitive in the education industry.

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Yao, Yan-Hong, Ying-Ying Fan, Yong-Xing Guo, and Yuan Li. "Leadership, work stress and employee behavior." Chinese Management Studies 8, no. 1 (April 1, 2014): 109–26. http://dx.doi.org/10.1108/cms-04-2014-0089.

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Purpose – This paper aims to explore the influences of leadership and work stress on employee behavior, and the moderating effects of transactional and transformational leadership on the relationship between work stress and employee negative behavior. Design/methodology/approach – Using convenience sampling method, the authors investigated employees from 20 firms in different places and industries, and 347 valid questionnaires were collected. SPSS18.0 statistical analysis software was used for reliability and validity analysis, descriptive statistics, correlation analysis and hierarchical regression analysis to test the hypothesis. Findings – The empirical results show that there is a positive correlation between work stress and employee negative behavior. Transformational leadership has negative impacts on work stress and employee negative behavior, whereas transactional leadership has positive influences. Moreover, transactional leadership strengthens the influence of work stress on employee negative behavior, whereas transformational leadership has no moderating effect. Practical implications – First, enterprises should take employees’ stress tolerance into account in selection and recruitment, and enhance stress management. Second, by demonstrating inspirational vision and personal charisma, open leadership style, rather than short-term transactional behavior, will motivate subordinates more effectively. Finally, distribution system should be improved to achieve principle and procedural justice. Originality/value – The paper extends the research on employee behavior by investigating the impacts of leadership and work stress. According to Chinese social, economic and cultural characteristics, this research examines the influence of contemporary Chinese mindset and pluralistic values on employee behavior. Open leadership is proposed as a new leadership style, which contributes to improving leadership behavior and preventing negative behavior in workplace.

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Hatta, Iha Haryani, Edy Supriyadi, and Ahmad Djamil. "Analysis of Determinants of Innovation Strategy and Its Impact on Small Medium Enterprise Performance in DKI Jakarta, Indonesia." International Journal of Social Sciences and Humanities Invention 5, no. 5 (May 25, 2018): 4728–32. http://dx.doi.org/10.18535/ijsshi/v5i5.13.

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Analysis of determinants of innovation strategies and their impact on home industry performance in DKI Jakarta, Indonesia. The purpose of this research is to know the implementation of home industry about orientation of market leadership, investment level, innovation strategy, and business performance; the influence of market leadership orientation and partial investment rate on innovation strategy, and business performance; the influence of innovation strategies on business performance. This study uses 95 home industry actors in DKI Jakarta as randomly selected respondents. Data is processed by PLS program. The results of the study explain that home industry actors have carried out the market leadership orientation, investment level, and business performance adequately, while the implementation of innovation strategy is good; the orientation of market leadership influences the innovation strategy but has no effect on the business performance; the level of investment partially influences innovation and business performance strategies; innovation strategy has an effect on business performance.

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Journal articles on the topic 'Influences to Leadership'

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