To see the other types of publications on this topic, follow the link: Leader Behavior Description Questionnaire.
Journal articles on the topic 'Leader Behavior Description Questionnaire'
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 'Leader Behavior Description Questionnaire.'
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
Bekesiene, Svajone, Ieva Meidute-Kavaliauskiene, and Šárka Hošková-Mayerová. "Military Leader Behavior Formation for Sustainable Country Security." Sustainability 13, no. 8 (April 19, 2021): 4521. http://dx.doi.org/10.3390/su13084521.
Full textAbstract:
The continuous improvement of military leadership identity to maintain excellent performance with respect to the promotion of mission success is a highly desired by the Lithuanian Armed Forces. This study seeks to identify the criteria for effective leadership behavior that is appreciated by Lithuanian servicemen. The validated Leader Behavior Description Questionnaire (LBDQ XII) was used to collect data representing followers’ preferences with respect to commander–leader behavior by assessing twelve leadership behavior criteria. Additionally, commander–leaders were chosen as experts to judge the importance of the criteria by pair-wise assessment. Consequently, the Fuzzy Decision Making (FDM) with Fuzzy Decision Making Trial and Evaluation Laboratory (DEMATEL) method based on the new concept of the relationship between the influenced and influencing criteria were employed to analyze the ranking using leadership behavior and to establish the causal relationships among the criteria when the collected data were expressed in trapezoidal fuzzy numbers. This study contributes to military leadership by using a novel approach for identifying and prioritizing the behavior criteria for leaders. The results indicate six “cause” constructs: ability to persuade, taking the lead, result orientation, accurate forecasting, building interpersonal relationships, and cooperation with managers. These findings could assist militaries in designing effective improvement strategies for continuous leadership training.
2
Snyder, Carey J. "The Effects of Leader Behavior and Organizational Climate on Intercollegiate Coaches’ Job Satisfaction." Journal of Sport Management 4, no. 1 (January 1990): 59–70. http://dx.doi.org/10.1123/jsm.4.1.59.
Full textAbstract:
The effects of leader behavior and organizational climate on the job satisfaction of intercollegiate coaches were analyzed. The 117 subjects represented 17 California colleges and universities. The instruments used in data collection were the Leader Behavior Description Questionnaire, the Organizational Climate Description Questionnaire, and the Job Descriptive Index. Statistical analysis revealed that the athletic director’s behavior and the climate had direct and indirect effects on job satisfaction. The degree of consideration shown by the athletic director had a strong effect on satisfaction with work and supervision. Coaches’ feelings of detachment and the lack of administrative support showed a negative relationship to satisfaction with work and supervision. Path analytic procedures showed male and female subjects differing with respect to the factors shaping job satisfaction. Consideration helped female coaches feel integrated into the department and supported by the administration. Male subjects viewed consideration as important to the development of morale and rapport with colleagues.
3
Bernardin, H. John. "Effect of Reciprocal Leniency on the Relation between Consideration Scores from the Leader Behavior Description Questionnaire and Performance Ratings." Psychological Reports 60, no. 2 (April 1987): 479–87. http://dx.doi.org/10.2466/pr0.1987.60.2.479.
Full textAbstract:
This study tested the hypothesis that “reciprocal leniency” moderated the relationship between Consideration scores on the Leader Behavior Description Questionnaire—Form XII and performance ratings. Reciprocal leniency was defined as a response style in which scores on the questionnaire are affected by harsh, lenient, or fair ratings made by the supervisor. Results partially supported the hypothesis.
4
Gioia, Dennis A., and Henry P. Sims. "On Avoiding the Influence of Implicit Leadership Theories in Leader Behavior Descriptions." Educational and Psychological Measurement 45, no. 2 (July 1985): 217–32. http://dx.doi.org/10.1177/001316448504500204.
Full textAbstract:
Previous research has shown that questionnaire measures of leader behavior can be susceptible to response bias stemming from individual “implicit leadership theories.” The research reported here extended this work by exploring the impact of implicit theories in a managerial context, using both an objective leader behavior manipulation and a leader performance cue manipulation. The findings confirmed that the popular measure initiating structure as measured by the LBDQ, was indeed responsive to the performance cue manipulation in a manner consistent with previous implicit leadership theory research. However, results from more “behaviorally oriented” measures were not significantly responsive to the performance cue manipulation, but were shown to be very good representations of actual leader behaviors. The discussion focused on how researchers might reduce the bias stemming from implicit leadership theories.
5
Head, Thomas C. "An Examination of the Priming Effect as it Pertains to the Leader Behavior Description Questionnaire Form XII." Psychological Reports 68, no. 2 (April 1991): 515–20. http://dx.doi.org/10.2466/pr0.1991.68.2.515.
Full text
6
Kosasih, Niki. "Pengaruh Perilaku Pemimpin dan Komitmen Karyawan Terhadap Prestasi Kerja Karyawan Pada Puskesmas Desa Aro Kecamatan Muara Bulian." Ekonomis: Journal of Economics and Business 3, no. 1 (March 19, 2019): 27. http://dx.doi.org/10.33087/ekonomis.v3i1.53.
Full textAbstract:
The title of this study is the Effect of Leader Behavior and Employee Commitment on Employee Work Achievement at Village Aro Health Center, Muara Bulian District. The Effect of Leader Behavior and Employee Commitment is treated as an independent variable and Employee Work Performance is treated as the dependent variable. This study aims to (1) To clarify the description of leader behavior (2) To clarify the picture of employee commitment (3) To clarify the description of employee work performance (4) To analyze the influence of Leader Behavior and Employee Commitment on Work Performance of Village Aro Community Health Center Muara Bulian District . The method used is the survey method. The population as well as samples in this study were 43 respondents. Data collection is done by distributing questionnaires to respondents. Data were analyzed using descriptive statistical analysis and analysis involving the determination of the regression coefficient correlation test. The results of this study indicate that (1) Leader behavior variables based on questions the average value of the 5 indicator indicators amounted to 3.48, it can be seen the respondent answered agree. (2) The leader behavior variable based on the question of the average value of the 5 question indicators is 3.34 so that the respondents can answer neutral. (3) Work performance variables based on the questions of the average value of the 5 question indicators amounted to 3.48, so the respondents answered neutral. (4) Leader Behavior and Employee Commitment have a positive and significant effect on Employee Performance at the Aro Village Health Center, Muara Bulian District, which is 76.6%.
7
García García, Inmaculada, and Emilio Sánchez Santa-Bárbara. "Relationship between nurses' leadership styles and power bases." Revista Latino-Americana de Enfermagem 17, no. 3 (June 2009): 295–301. http://dx.doi.org/10.1590/s0104-11692009000300003.
Full textAbstract:
This quantitative study aimed to empirically evidence the relationship between the power bases of the leader and the leadership styles of nurses. The random sample consisted of 204 nursing professionals from a public hospital. The following measurement instruments were used: the SBDQ (Supervisory Behavior Description Questionnaire) to identify leadership styles and the Power Perception Profile to determine the types of power used by leaders. Descriptive, bivariate and multivariate analyses were used. Based on the results, two relationships proposed by the SLT (Situational Leadership Theory) were verified: between coercive power and S1 leadership style (telling), and between referent power and S3 leadership style (participating). In other cases, results have been opposite to expectations: the use of power proposed by the model decreases the probability of performing the prescribed leadership style.
8
Tshen, Ho Wei, and Angeline Khoo. "Leadership Behaviors among Gamers and Student Leaders." International Journal of Cyber Behavior, Psychology and Learning 4, no. 3 (July 2014): 17–33. http://dx.doi.org/10.4018/ijcbpl.2014070102.
Full textAbstract:
This study explored the relationship between leadership in video games and in real-life. The effects of motivation of play, prosocial orientation, and the social context of play on leadership behavior were also investigated. A Game Leadership Behavior questionnaire was constructed to measure game leadership. Other measures included the Leadership Behavior Description Questionnaire, the Motivation of Play questionnaire, Prosocial Orientation Questionnaire (POQ), and questions identifying the type of game play participants were involved in. A total of 321 students participated in the study. All participants held leadership positions in school. Findings showed that game leadership behavior was positively correlated with real-life leadership and emerged as a predictor of real-life leadership, together with prosocial behavior and social game motivation.
9
Faisal, Dr Abdullah, Muhammad Azeem, Farrukh Aysha, Farrukh Amina, Dr Farhat Saleem, and Rubina Nadeem. "Impact of Educational Leadership on Institutional Performance in Pakistan." Journal of Public Administration and Governance 2, no. 1 (January 2, 2012): 57. http://dx.doi.org/10.5296/jpag.v2i1.1385.
Full textAbstract:
PurposeThis study was undertaken to identify and describe the impact of leadership behaviour of educational leaders (both relation-oriented and task-oriented) along with demographics on institutional performance for the fulfilment of goals of education as envisaged in national documents.Research Design/MethodologyThree questionnaires namely Leadership Behaviour Description Questionnaire (LBDQ), Institutional Performance Questionnaire (IPQ) and Leadership Demographics Checklist (LDC) were developed for the collection of data. The validity and reliability of the instruments was ensured through experts’ opinions and pilot testing. All educational administrators working in educational institutions—schools, colleges situated at district and provincial level formed the population for this study. The population of study was consisted of Principals of Higher Secondary Schools, Degree Colleges and Colleges of Education, District Educational Officers (DEOs), Executive District Officers (EDOs), and their subordinates [DEOs, Dy. DEOs, AEOs and Superintendents] respectively. Leadership Demographics (attributes + situational factors) Checklist was administered to 171educational leaders and 1368 their subordinate / teaching staff. For gathering quick and reliable data all three questionnaires were routed through Additional Secretary (Schools), Education Department. Using that channel more than 90 % data were collected from the field.Major FindingsThe findings of the study revealed that both Relation-Oriented and Task Oriented Behavioural dimensions of educational leaders of the study directly relate to their leadership effectiveness. This evidence also suggests that the strong relationship between these two variables is optional for high leadership effectiveness for achieving the objectives of the organization. The correlation r =.73 shows a strong positive relationship between relation oriented behaviour of educational leaders and institutional performance. Whereas, the correlation r=.74 shows that there is also a strong relationship between task oriented behaviour of educational leaders and institutional performance. Comparison of both behaviours shows that comparatively second relationship is stronger than the previous one even instead of a little difference between their values. Therefore task oriented behaviour of educational leaders has better impact on the performance of institution rather than relation oriented behaviour of educational leaders and institutional performance. Whatsoever are the factors other than educational leaders, the impact of educational leaders on institutional performance cannot be easily ignored. Originality/ValueGiven the findings in this study, a relatively straight forward profile of educational leaders on institutional performance emerges. An effective educational leader according to this study is one who has Task-Oriented Behaviour which reflects the behaviour of the leader as high on relationship i.e. high on consideration, better with professional qualification, interaction with Subordinates/teaching staff enjoyable academic freedom that acts as catalyst in the use of potential of the staff for better instructional efficiency.
10
Nauss, Allen. "Leadership Styles of Effective Ministry." Journal of Psychology and Theology 17, no. 1 (March 1989): 59–67. http://dx.doi.org/10.1177/009164718901700109.
Full textAbstract:
Societal changes in the last half century have raised expectations for today's pastoral ministry. However, ministerial studies to date have revealed no clear picture of effective ministry. Following Malony's (1976) suggestion, this study attempts to identify leadership style as a primary theme. Selected parish office holders were asked first to rate the performance of 310 parish pastors in three districts of the Lutheran Church-Missouri Synod on the Ministerial Function Scale (MFS). Scores were obtained for the original six factors of the MFS (Preacher-Priest, Administrator, Community and Social Involvement, Personal and Spiritual Model, Visitor-Counselor and Teacher) and also for a seventh factor of Evangelist added for this research project. Multiple regression analyses of the parishioners’ ratings of the pastors on the Leader Behavior Description Questionnaire yielded squared coefficients of correlation ranging from .39 to .74 in developing predictive formulae for effectiveness in the seven functions and an overall effectiveness rating. Different styles of effective ministry including primarily sets of leader behaviors were projected for each of the functions. Implications are suggested for seminary and in-service ministerial training.
11
Khan, Muhammad Nawaz, and Muhammad Faisal Malik. "“My leader’s group is my group”. Leader-member exchange and employees’ behaviours." European Business Review 29, no. 5 (August 14, 2017): 551–71. http://dx.doi.org/10.1108/ebr-01-2016-0013.
Full textAbstract:
Purpose The purpose of this paper is to check the mediating role of work engagement (WE) between leader – member exchange and extra-role behaviours (ERBs) like organizational citizenship behaviour, knowledge sharing behaviour and innovative work behaviour. Design/methodology/approach Hypothetical deductive method was used. Longitudinal, time-lagged approach (three times) was used to collect the data using structured questionnaire. Findings It has been found that the WE plays its mediating role between leader – member exchange, organizational citizenship behaviour and innovative work behaviour but not for knowledge sharing behaviour. Research limitations/implications Data related to dependent variables, specifically and for the whole model generally, was collected through self-reported questionnaire, which leads toward self-serving bias at respondents’ end, as exaggeration/manipulation in responses is highly expected. Second mediating role of WE between leader – member exchange and knowledge sharing behaviour has not been proven, but same mediating role has been found in case of organizational citizenship behaviour and innovative work behaviour which is beyond understanding, as all dependent variables are actually different facets of ERBs. Lastly, data for the study variable has been collected from research and development and IT-related organizations only, which can question the generalization of the survey results to other sectors/organizations. Practical implications The study concluded that leader’s exchange plays a vital role for under commands’ ERBs, and WE vitally predicts ERBs; organizational leaders need to pay attention to this part, in Pakistan, being a poor/developing country fulfilling necessary psychological needs can result in better engagement at employees end. Study findings have importance with the view of training, as while conducting training, strategies through which leaders/supervisors may be trained about how they can build good exchange with their subordinates must be incorporated. This study has significance for policy makers, while making policies, as they consider deviant work behaviours as dangerous phenomena, at the same time they need to recognize the importance of ERBs. Originality/value Early mechanism of work performance did not cover full range of behaviours, so now it has been changed from fixed tasks written in employee’s job description (in-role) to broader terms (extra-role) due to uncertain and dynamic work requirements. Extra-role behaviours are more important for the organization as compared to in-role performance. So, a pathway of WE has been established through which ERBs can be expected. Current study was an attempt to explore that how leader can play his role in this situation.
12
Furtunescu, Florentina Ligia, and Carmen Daniela Domnariu. "Assessing The Leadership Style In Health Organizations From Romania." Balkan Region Conference on Engineering and Business Education 1, no. 1 (August 15, 2014): 547–50. http://dx.doi.org/10.2478/cplbu-2014-0095.
Full textAbstract:
AbstractBased on the situational leadership theory (Hersey&Blanchard), our study aimed to analyze the leadership style in managers of different health facilities from Romania.We included 41 persons with key positions (general manager, medical director, chief of section/department, nursing director, chief – nurse). All these persons filled the LEADself questionnaire (Leader Effectiveness and Adaptability Description Instrument, Center for Leadership Studies, Hersey and Blanchard). The tool measures three dimensions: the dominant (and secondary) leadership style, the style range (flexibility) and the style adaptability (the leader effectiveness).We found a dominance of “Selling/Coaching” style, followed by the “Telling/directing” style. The managers were found to have a high relationship supportive behavior. Only three cases of low relationship dominance were found. Also almost all the managers were found as mostly group centered (only 5 cases were more leader centered). The flexibility of the managers was high, only one persons having the style range<2; the effectiveness score varied from 12 o 25, most of the responders having a low or moderate level of adaptability.
13
Minelgaitė, Inga, Romie F. Littrell, and Vida Škudienė. "Preferred Leader Behaviour in the Business Sector of Lithuania: Follower Diversity Perspective." Organizations and Markets in Emerging Economies 9, no. 2 (December 31, 2018): 272–91. http://dx.doi.org/10.15388/omee.2018.10.00014.
Full textAbstract:
Leadership roles in sustaining effective management have recently become paramount due to the need to keep up with the fast technical and societal developments. Moreover, business sectors in the postcommunist transformation settings are facing distinct leadership challenges suggesting a different pattern of leadership behaviour. The main contribution of this study was to build on follower-centric approach in leadership and investigate followers’ diversity in regard to leader behaviour preferences as a means to benchmark followers’ attitudes in the post-communist country still undergoing societal cultural shift. The purpose of the study was to investigate the leadership behaviours in Lithuanian cultural context. This study used 129 responses to the Leader Behaviour Description Questionnaire XII in order to identify the followers’ preferences of the leadership behaviour. ANOVA and correlation analyses were used to identify how followers’ age, level of education, and gender are related to leadership behaviour. The results indicated significant differences in regard to gender and education level of the follower towards the desired leader behaviour. However, the age of the follower did not affect leader behaviour preferences. This indicates that followers in Lithuania have diverse attitudes towards perception of effective leadership. Studying leader behaviour within the context of the followers’ socio-demographic characteristics contributes to the increase of knowledge about leadership behaviour in post-communist emerging economies.
14
Vienneau, Jean-Guy, and Pierre Ouellette. "L'Analyse du Leadership Chez les Président-e-s des Clubs d'Age d'Or du Nouveau-Brunswick." Canadian Journal on Aging / La Revue canadienne du vieillissement 6, no. 2 (1987): 97–104. http://dx.doi.org/10.1017/s0714980800015476.
Full textAbstract:
RÉSUMÉCe qui caractérise les clubs d'âge d'or, c'est qu'ils se dirigent de façon autonome, et cette situation soulève la question du leadership au sein de ces regroupements. En conséquence, la présente étude vise à déterminer la relation entre deux styles de leadership chez les président-e-s et la langue maternelle, le nombre d'heures de bénévolat, l'importance numérique des clubs et celle de leur exécutif. Au-delà de 160 président-e-s remplirent le “Ideal Leader Behavior Description Questionnaire”. A la suite d'une analyse canonique, un facteur est retenu: les styles de leadership sont reliés à la langue maternelle, les heures de bénévolat et l'importance numérique des clubs et des exécutifs.
15
Shin, Lin Yi. "Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 172. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(172).
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: Planned behavior theory , Low-cost airlines, Self-help travel
16
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
17
Tavoras, Vilius, and Gailė Kvedaravičiūtė. "Expression of Leadership in Practical Activities of Leader of Artistic Collective." Pedagogika 115, no. 3 (September 10, 2014): 221–45. http://dx.doi.org/10.15823/p.2014.039.
Full textAbstract:
Following the experience of Lithuanian and foreign educational researchers, this article analyses the expression of leadership in practical activities of the leader of artistic collective. The role and purpose of leadership in practical activities of the leader of artistic collective are also revealed, peculiarities of expression of leadership skills are identified and the most important strategies for development of expression of leadership skills are highlighted.
The problem of the research: how practical activities may influence spread of leadership of artistic collective’s leader and what kind of influence this may be.
The object of the research: leadership of artistic collective’s leader and its expression in practical activities.
The aim of the research: to reveal peculiarities of expression of leadership of artistic collective leader in practical activities.
The methods of research: analysis of scientific literature, description (model) of expression of leader’s skills, questionnaire survey, calculation of absolute and percentage values.
Conclusions:
Following the analysis of scientific literature, the leadership in this article is defined as an influence process, which is manifested in practical activities through communication and collaboration, initiative, reflectivity and personal qualities. The developed and scientifically substantiated model of expression of leadership of artistic collective’s leader consists of the following components: communication and collaboration, which is expressed through ability to work in a team; expeditious informing about the conducted activity, its situation and changes; efficient conflict resolution; initiative, which is manifested in formulation and presentation of vision and goals; organisation of activities; consistency of activities; reflectivity, which is expressed through professional development; reaction to feedback and self-assessment; personal qualities, which are realised through charisma, inspiration and determination.
1. Leadership of artistic collective’s leader are strongest revealed in practical activities through communication and collaboration (52.4 % of the leaders are able to understand importance of collaboration of collective members and 72.4 % of them understand peculiarities of socialpsychological maturity of the collective) and initiative (almost every second leader (48.2 %) is able to set high and ambitious goals to oneself and members of the collective and the majority of them (71.2 %) are frequently successful in searching for new kinds of activities and implementing them).
Least frequently leadership of artistic collective’s leaders is expressed through reflectivity. Occasionally only almost half of the leaders in the research (48.6 %) succeed in analysing achievements and progress of the collectives and 45.7 % of the leaders are able to analyse causes of behavior and to react efficiently. More than third of the respondents (39.5 %) only sometimes manage to apply the principle of experiential learning: to discuss its effect on members of the collective.
The revealed peculiarities of leadership skills enabled to establish the key strategies for development of expression of leadership of artistic collective’s leader: 1) deeper reflection of activities, 2) development of collaboration, 3) self-development of personal features, 4) encouragement of initiative at all the levels of activities.
18
Palmer, Robert, Hugh Rayner, and David Wall. "Multisource feedback: 360-degree assessment of professional skills of clinical directors." Health Services Management Research 20, no. 3 (August 1, 2007): 183–88. http://dx.doi.org/10.1258/095148407781395973.
Full textAbstract:
For measuring behaviour of National Health Service (NHS) staff, 360-degree assessment is a valuable tool. The important role of a clinical director as a medical leader is increasingly recognized, and attributes of a good clinical director can be defined. Set against these attributes, a 360-degree assessment tool has been designed. The job description for clinical directors has been used to develop a questionnaire sent to senior hospital staff. The views of staff within the hospital are similar irrespective of gender, post held or length of time in post. Analysis has shown that three independent factors can be distilled, namely operational management, interpersonal skills and creative/strategic thinking. A simple validated questionnaire has been developed and successfully introduced for the 360-degree assessment of clinical directors.
19
Dale, Judy, and Robert S. Weinberg. "The Relationship between Coaches’ Leadership Style and Burnout." Sport Psychologist 3, no. 1 (March 1989): 1–13. http://dx.doi.org/10.1123/tsp.3.1.1.
Full textAbstract:
The literature on burnout has concentrated on the human service and helping professions, although recently some researchers have investigated the burnout phenomenon in sport. The present investigation focused on high school and college head coaches to determine if burnout is related to leadership style. Subjects (N=302) were high school coaches from Texas and college coaches from the Southwest and Southeast Conferences. Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire (LBDQ), Social Desirability Scale (SDS), and a demographic data sheet. A MANOVA indicated a significant relationship between burnout and leadership style in four of the six subscales of the MBI. Specificially, coaches who displayed a consideration style of leadership behavior scored significantly higher in the frequency and intensity dimensions of the emotional exhaustion and depersonalization subscales. In addition, a significant gender difference revealed that male coaches scored higher in both the frequency and intensity dimensions of the depersonalization subscales. Results are discussed in terms of leadership theory, and practical implications are offered for reducing burnout in coaches.
20
Bozyigit, Elif. "Sports Manager Training and Leadership Behaviors." Journal of Education and Learning 8, no. 2 (March 19, 2019): 248. http://dx.doi.org/10.5539/jel.v8n2p248.
Full textAbstract:
The aim of this study is to examine the leadership behaviors levels of university students studying in the Sports Management Department. The sample of the research consists of 148 students (male n=112, female n=36) aged between 18 and 28 years. In this study, the Personal Information Form was created in order to learn the characteristics of the participants such as gender, age groups, the status of doing sports as an athlete and the status of volunteering in sports events. The Leader Behavior Description Questionnaire (LBDQ), which was translated into the Turkish Language by Atar and Özbek (2009), was used as a data collection tool. The mean score of the students was 4.142 in the dimension of initiating structure and was 3.760 in the dimension of consideration. According to the results of the analysis, the initiating structure dimension scores differed according to variables of gender, the status of doing sports as an athlete and the status of volunteering in sports events. The consideration dimension scores differed age groups and the status of volunteering in sports events. In addition, it was found that there was a linear and significant relationship between scores of initiating structure and consideration.
21
Kolobov, A. V., E. M. Igumnov, and D. N. Naumov. "ENSURING PERSONNEL INVOLVEMENT IN COMPANIES’ SUSTAINABLE DEVELOPMENT." Strategic decisions and risk management 11, no. 3 (January 13, 2021): 262–71. http://dx.doi.org/10.17747/2618-947x-2020-3-262-271.
Full textAbstract:
At the present stage of development of society and economy, there is a reassessment of values and guidelines in the field of management. The main resource for the life and development of the company is a person. Every company leader dreams of engaged employees, working harder and better, taking initiative, and high productivity. Engagement is a behavior in which the employee is fully emotionally and intellectually involved in a certain activity, wants to make additional effort. One of the key topics that a modern company leader is interested in is creating a special organizational environment in which people work consciously, look for ways to improve, put their knowledge at the service of the business and take on more responsibility. Therefore, it is very important to focus on the internal environment in which employees interact with each other.The article examines the relationship between staff involvement and sustainable development of the company. Highly engaged companies have the best financial performance in their industry. The main sources of engagement at the moment are research by consulting companies and, to a lesser extent, practice-oriented publications. The paper analyzes the proposed approaches to increase employee engagement and proposes a comprehensive method for managing employee engagement. The purpose of the study is to determine the optimal approach to personnel engagement management.The objectives of the research are reduced to the description of the method (PDCA), which includes a description of the approach for taking measurements, filling in the incoming questionnaire blocks, taking into account the current situation and the company's strategy, an algorithm for working with the results obtained and examples of practices to increase engagement.The results of the study are the content of key blocks of assessment, analytical tools for assessing involvement, an algorithm for working with assessment results to make a decision to increase involvement.
22
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.
Full textAbstract:
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.
23
Heady, Ronald B., and Mark Smith. "Feedback intensity and leader-follower behavior: A mathematical description." Behavioral Science 41, no. 1 (January 1996): 13–29. http://dx.doi.org/10.1002/bs.3830410102.
Full text
24
Schermuly, Carsten Christoph, Bertolt Meyer, and Lando Dämmer. "Leader-Member Exchange and Innovative Behavior." Journal of Personnel Psychology 12, no. 3 (January 2013): 132–42. http://dx.doi.org/10.1027/1866-5888/a000093.
Full textAbstract:
This study investigates the process underlying the relationship between leadership and employees’ innovative workplace behavior. By combining findings from leader-member exchange (LMX) theory and from research on psychological empowerment, we propose that empowerment mediates the effects of LMX on innovative behavior. We tested the proposed process model with a structural equation model based on a time-lagged questionnaire study with a sample of 225 employees. This design allowed us to investigate the proposed effects under control of the temporal stability of innovative behavior. In partial support of the hypotheses, the model revealed a full mediation of LMX on subsequent innovation behavior via psychological empowerment. The indirect effect was significant even when controlling for the stability of innovative behavior over time.
25
Pisinger, Veronica, Stine Schou Mikkelsen, Pernille Bendtsen, Kia Kejlskov Egan, and Janne Schurmann Tolstrup. "The Danish National Youth Study 2014: Study design, population characteristics and non-response analysis." Scandinavian Journal of Public Health 48, no. 2 (September 15, 2017): 224–32. http://dx.doi.org/10.1177/1403494817729283.
Full textAbstract:
Aims: This paper aims to give a description of the Danish National Youth Study 2014 in terms of study design, study population and questionnaire content. The differences between participants and non-participants regarding socioeconomic characteristics are also described. Methods: The Danish National Youth Study 2014 was a web-based survey with data collected through self-completion questionnaires administered in the classroom. There were two questionnaires: one for students, with >250 core questions; and one for school leaders on the school environment. Data collection took place at 119 high schools and 10 vocational schools. Results: A total of 75,853 students participated (70,674 high school students and 5179 vocational school students). In the participating schools, 85% of high school students and 69% of vocational school students took part in the survey. A total of 166 school leaders responded. Among the high school students, 61% were girls, and among vocational school students, 24% were girls. The average age was 17.9 years for high school students and 20.9 years for vocational school students. Participants were more likely than non-participants to be of Danish origin and to have parents with higher educational levels and a higher disposable income. Conclusions: The Danish National Youth Study 2014 contributes to knowledge on adolescent health behaviour, health and well-being. It is unique in its size, diversity of questionnaire content, high participation rate and possibility of linkage to various national registers through the Danish Civil Registration System. The study offers great opportunities for health planning and a wide range of future research projects.
26
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.
27
Qian, Xiaoye, Meijuan Zhang, and Qiang Jiang. "Leader Humility, and Subordinates’ Organizational Citizenship Behavior and Withdrawal Behavior: Exploring the Mediating Mechanisms of Subordinates’ Psychological Capital." International Journal of Environmental Research and Public Health 17, no. 7 (April 8, 2020): 2544. http://dx.doi.org/10.3390/ijerph17072544.
Full textAbstract:
As a bottom-up leadership style, leader humility has received considerable attention from researchers. Among the abundant studies revealing the positive impact of leader humility on employees’ work attitude and behaviors, there is less knowledge on how leader humility influences subordinates’ organizational citizenship behavior (OCB) and withdrawal behavior. On the basis of the social information processing theory, this study proposed a cross-level mediation model and examined the direct impact of leader humility on subordinates’ OCB and withdrawal behavior. We also further explored the underlying psychological mechanism and examined the mediating effect of psychological capital on these relationships. Using a two-wave panel design and 274 employees’ questionnaire data, the empirical analysis found that: (1) leader humility was positively related to subordinates’ OCB and negatively related to subordinates’ withdrawal behavior; (2) leader humility was positively related to subordinates’ psychological capital; and (3) psychological capital played a cross-level mediating role in the leader humility-subordinates’ OCB relationship and the leader humility-subordinates’ withdrawal behavior relationship. Theoretical and practical implications, limitations, and suggestions for future research are also discussed.
28
Pratama, Adi, Martina Dwi Mustika, and Bertina Sjabadhyni. "Coaching as intervention to increase leaders’ contingent reward behavior." Journal of Workplace Learning 30, no. 3 (April 9, 2018): 150–61. http://dx.doi.org/10.1108/jwl-07-2017-0061.
Full textAbstract:
Purpose This study focuses on the relationship between contingent reward behavior and subordinate employees’ performance in the fast-moving consumer goods (FMCG) sector. Design/methodology/approach The instruments used in this study were the leader–member exchange questionnaire and the contingent reward behavior questionnaire, which was completed by salespeople. Findings The results of the study (which assessed 37 respondents) indicate a meaningful relationship between contingent reward behavior and leader–member exchange. Based on these results, researchers focused on one division in the sales department that has a low leader–member exchange by providing intervention in the form of leadership coaching. The sigficant results between pre- and post-test differences, using Wilcoxon signed-rank test, indicate that the coaching intervention improved contingent reward behavior and increased leader–member exchange. Research limitations/implications The main limitation of this study was that it involved only 44 salespeople from one company. Therefore, the results may not be generalizable. Practical implications Coaching could be an effective approach to improve leaders’ contingent reward behavior. Originality/value This study provides more evidence that coaching can help leaders improving their behavior, particularly in relation to leader–member exchange.
29
Vincent-Höper, Sylvie, and Maie Stein. "The Leader Support for Innovation Questionnaire (LSIQ)." Leadership & Organization Development Journal 40, no. 8 (November 4, 2019): 898–915. http://dx.doi.org/10.1108/lodj-03-2019-0137.
Full textAbstract:
Purpose In this study, the authors integrate the concept of leader support with a process model of innovation including the generation, promotion and implementation of innovative ideas to obtain an in-depth understanding of how leaders may support employees’ innovative efforts. The purpose of this paper is to develop an organizing framework and validate a measure for assessing leader support for innovation. Design/methodology/approach The authors validated the Leader Support for Innovation Questionnaire (LSIQ) in German and English using samples from Germany (n=1,049) and South Africa (n=129). Findings Although confirmatory factor analyses supported a three-factor model of the 12-item LSIQ (leader support for idea generation, promotion and implementation), strong intercorrelations between the factors provide only weak evidence for the three-factor structure. Positive correlations with individual and organizational innovation demonstrate adequate construct validity. The LSIQ explains additional variance in innovation beyond that explained by measures of transformational leadership and leader–member exchange. Research limitations/implications The findings suggest that linking leader support and innovation more directly to one another matches the complexity of innovation processes. The LSIQ is a theory based and valid tool that enables more rigorous research on the role of leadership in facilitating innovation. Originality/value Previous studies using well-established leadership approaches have produced a considerable heterogeneity of findings on the relationship between leadership and innovation. Therefore, the authors introduce an integrative framework for defining and organizing leadership behaviors specifically supporting employees’ innovative efforts and validate a measure of leader support for innovation that may guide both theoretical developments and empirical research on the relationship between leadership and innovation in organizations.
30
lusiani, Rina. "EMPLOYEES’ CITIZENSHIP BEHAVIOR ON MANAGING ENVIRONMENT: ITS RELATION TO JOB DESCRIPTION, LEADER BEHAVIOR AND PERSONALITY." International Journal of Advanced Research 6, no. 1 (January 31, 2018): 1299–306. http://dx.doi.org/10.21474/ijar01/6350.
Full text
31
Fleishman, Edwin A., Michael D. Mumford, Stephen J. Zaccaro, Kerry Y. Levin, Arthur L. Korotkin, and Michael B. Hein. "Taxonomic efforts in the description of leader behavior: A synthesis and functional interpretation." Leadership Quarterly 2, no. 4 (December 1991): 245–87. http://dx.doi.org/10.1016/1048-9843(91)90016-u.
Full text
32
Doherty, Alison J. "The Effect of Leader Characteristics on the Perceived Transformational/Transactional Leadership and Impact of Interuniversity Athletic Administrators." Journal of Sport Management 11, no. 3 (July 1997): 275–85. http://dx.doi.org/10.1123/jsm.11.3.275.
Full textAbstract:
This study examined the effect of various leader characteristics on the transformational/transactional leader behavior (Bass, 1985) and impact of interuniversity athletic administrators (n= 32), as rated by their coaches (n= 114). Gender, age, education, administrative experience, and athletic/coaching experience were examined as possible antecedents to leader behavior (Chelladurai, 1980,1993). These characteristics reflect life experiences (Avolio & Gibbons, 1988) and common indicators of occupational development of athletic administrators (e.g., Barr, 1995; Quarterman, 1992; Williams & Miller, 1983). Leader behavior was measured by the Multifactor Leadership Questionnaire (Bass & Avolio, 1991b). Differences in transformational/transactional leader behavior were observed for the leader characteristics of gender and age, where female and younger athletic administrators were found to exhibit transformational leader behavior more often, and transactional leader behavior less often, than their male and older counterparts, respectively. Gender and age also were associated with the coaches' perception of leader effectiveness and their frequency of extra effort.
33
Gan, Chenjing, Weixiao Guo, Yandong Chai, and Duanxu Wang. "Unethical leader behavior and employee performance: a deontic justice perspective." Personnel Review 49, no. 1 (October 9, 2019): 188–201. http://dx.doi.org/10.1108/pr-08-2018-0290.
Full textAbstract:
Purpose The purpose of this paper is to examine the mediating effect of deontic justice in the relationship between unethical leader behavior and employee performance, and whether leader–member exchange (LMX) moderates the effect. Design/methodology/approach A two-time-point questionnaire survey was used to collect data from 225 employees of nine firms in China at two points in time separated by approximately three weeks. Findings The hypothesized moderated mediation model used in this study was supported. Deontic justice mediates the negative relationship between unethical leader behavior and employee performance, and higher LMX tends to strengthen this indirect relationship. Originality/value Previous scholars mainly focused on the cognitive and conscious thought process to explain employees’ reactions to unethical leader behavior, and largely ignored the research on the nonconscious thought process. Drawing on deontic justice theory, this study extends the previous research on the nonconscious system of moral decision-making processing by introducing employee deontic justice as a mediator in the relationship between unethical leader behavior and employee performance and further exploring LMX as a boundary condition of this indirect relationship.
34
Kosar, Rizwana. "The Impact of Psychological Empowerment on Organizational Citizenship Behavior and Knowledge Sharing Behavior: The Mediating role of Employee Engagement and Moderating role of Leader-member exchange." Jinnah Business Review 5, no. 2 (July 1, 2017): 1–12. http://dx.doi.org/10.53369/tnyv1870.
Full textAbstract:
The aim of this study is to determine the relationship between psychological empowerment and two behavioral outcomes of an employee (organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and moderating role of leader-member exchange. A survey was completed by 146 employees working in a variety of jobs and organizations. The data were collected by self- administered questionnaire and then analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. Psychological empowerment has positive relationship with the employee engagement for employees low in leader-member exchange than for employees high in leader-member exchange. The implications of these findings are discussed.
35
Doherty, Alison J., and Karen E. Danylchuk. "Transformational and Transactional Leadership in Interuniversity Athletics Management." Journal of Sport Management 10, no. 3 (July 1996): 292–309. http://dx.doi.org/10.1123/jsm.10.3.292.
Full textAbstract:
This study examined the leader behavior of interuniversity athletic administrators according to Bass's (1985) transformational/transactional leadership model. The impact of that behavior on subordinates’ satisfaction with leadership, perceived leader effectiveness, departmental commitment, and extra effort was also examined. A sample of head coaches from Ontario universities (N= 114) completed the Multifactor Leadership Questionnaire (MLQ) Form 5X (Bass & Avolio, 1991) with regard to their athletic administrators. The resultant profile was one of predominantly transformational as opposed to transactional or nonleadership behavior. Furthermore, leader-centered behavior (idealized influence, attributed charisma) was used more often than subordinate-centered behavior (individualized consideration, intellectual stimulation). Coaches' satisfaction with leadership, perceived leader effectiveness, and extra effort were positively and strongly associated with transformational leadership and contingent reward behavior, whereas negative relationships were observed for management-by-exception (passive) and nonleadership behaviors. Leader behavior was not associated with the coaches' commitment to the athletic department.
36
Zhou, Fei, and Yenchun Jim Wu. "How humble leadership fosters employee innovation behavior." Leadership & Organization Development Journal 39, no. 3 (May 8, 2018): 375–87. http://dx.doi.org/10.1108/lodj-07-2017-0181.
Full textAbstract:
Purpose The purpose of this paper is to examine the relationship between humble leadership and employee innovation behavior and to investigate the mediating effects of core self-evaluation (CSE) and the moderating effects of leader political skill in this relationship. Design/methodology/approach Questionnaire data from a sample of 169 employee-leader dyads from technology enterprises in China were employed in this research. Findings The results show that humble leadership positively affects employee innovation behavior; moreover, employee CSE and leader political skills play partial mediating and moderating roles, respectively, in the relationship between humble leadership and employee innovation behavior. Research limitations/implications This study considered only the positive role of humble leadership and not its negative effects in extreme cases, such as the perceived weakness and inferiority of a humble leader, which may inhibit leadership effectiveness. Future research may examine the excessive and/or negative effects of humble leadership in an organization. Practical implications The findings of this study suggest that leaders should maintain humility, develop certain political skills, and enhance employee CSE to stimulate employee innovation behavior. Originality/value Although humility has been understood as the core trait of servant leadership, level-five leadership and participative leadership, humble leadership as a new type of independent leadership style has yet to be thoroughly investigated. In particular, there is limited empirical research examining the link between humble leadership and employee innovation behavior.
37
Edwar, Rizka Cintya, and Sulastri Sulastri. "Pengaruh leader member exchange terhadap organizational citizenship behavior dengan employee engagement sebagai pemediasi." Jurnal Kajian Manajemen dan Wirausaha 2, no. 3 (June 20, 2020): 117. http://dx.doi.org/10.24036/jkmw02100300.
Full textAbstract:
Purposed - This research analized: (1) the influence of leader member exchange on Organizational Citizenship Behavior at PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur (2) the influence Leader member exchange on employee engagement at PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur(3) the influence of employee engagement on Organizational Citizenship Behavior at PT. Pelabuhan Indonesia II (Persero) Cabang Teluk (4) the influence of Leader Member Exchange on Organizational Citizenship Behavior through Employee Engagement at PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur.Methodology - The study is causal research. The population were all non-managerial employees of PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur, totaling 101 people. The number of samples determined using Slovin collected samples obtained by 78 people taken using proportional cluster random sampling. Collecting data using a questionnaire with Likert scale. The analysis technique used is SEM use SmartPLS analysis.Finding – This research found that: (1) Leader Member Exchange has positive and significant effect on organizational citizenship behavior in PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur, (2) Leader Member Exchange has positive and significant effect on Employee Engagement in PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur, (3) Employee Engagement has positive and significant effect on organizational citizenship behavior in PT. Pelabuhan Indonesia II (Persero) Branch Teluk Bayur, (4) Employee Engagement has significantly mediate the relationship between Leader Member Exchange on organizational citizenship behavior in PT. Pelabuhan Indonesia II (Persero) Cabang Teluk Bayur. Keywords: Leader member exchange, organizational citizenship behavior, and employee engagement.
38
Anufrienko, L. "ПРИЗНАКИ ЛИДЕРСКОГО ПОВЕДЕНИЯ." EurasianUnionScientists 1, no. 11(80) (December 14, 2020): 43–46. http://dx.doi.org/10.31618/esu.2413-9335.2020.1.80.1093.
Full textAbstract:
This article provides a description of the attributes of leadership behavior. Due to a great amount of numerous leadership studies, there exists a problem, namely, which personality traits should be considered of vital importance for a leader. A number of leadership qualities that exists at the moment is either too large, or the qualities, that are desirable for a leader, are too heterogeneous, and sometimes even contradicting. For this reason, there is confusion on what a leader needs in order to be effective. The author of the article proposes to think of attributes of leadership, and to dwell on psychological characteristics that should be considered as factors of these attributes. In the given article, the attributes of leadership behavior are described, namely the qualities that are crucial for a leader if he or she wants to organize effective activities and achieve high results.
39
Emirza, Sevgi, and Alev Katrinli. "The relationship between leader construal level and leader-member exchange relationship." Leadership & Organization Development Journal 40, no. 8 (November 4, 2019): 845–59. http://dx.doi.org/10.1108/lodj-02-2019-0084.
Full textAbstract:
Purpose The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality. Design/methodology/approach Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing. Findings Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher. Originality/value This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.
40
Stelmokienė, Aurelija, and Auksė Endriulaitienė. "CONGRUENCE BETWEEN REAL AND IDEAL LEADER. WHAT MATTERS MORE IN TODAY’S WORK WORLD: ETHICAL BEHAVIOR OF A LEADER OR PRODUCTIVITY?" Business: Theory and Practice 21, no. 1 (March 6, 2020): 184–91. http://dx.doi.org/10.3846/btp.2020.11800.
Full textAbstract:
This paper draws from follower centric perspective and implicit leadership theories to explore factors that predict higher congruence between real and ideal leader in followers’ view. It also examines the impact of sociodemographic and organizational characteristics to the prediction of perceived congruence. 267 Lithuanian employees from private and public organizations participated in internet-based survey. Followers filled up a questionnaire about their direct middle supervisors: they rated fit between ideal and real leader, leader’s ethical behaviour and productivity of work unit. Results indicate that both ethical behaviour of a leader and productivity are important predictors of employees’ perceived congruence between real and ideal leader. However, ethical behaviour has significantly higher standardized beta coefficients in comparison with productivity in public sector organizations. Therefore, the context needs to be considered when making leaders’ selection and promotion decisions based on follower preferences. Important insights for leadership research are also discussed in the paper.
41
Allen, William R. "Factor Analytic Study of Interracial Similarity for the Supervisory Behavior Description Questionnaire." Educational and Psychological Measurement 55, no. 4 (August 1995): 658–63. http://dx.doi.org/10.1177/0013164495055004014.
Full text
42
Kozioł-Nadolna, Katarzyna. "The Role of a Leader in Stimulating Innovation in an Organization." Administrative Sciences 10, no. 3 (August 20, 2020): 59. http://dx.doi.org/10.3390/admsci10030059.
Full textAbstract:
Many organizations seek ways to stimulate and encourage staff innovation. One ofthese is leadership that can boost staff innovation behavior. The aim of thisarticle is to reflect on leadership and its contribution to stimulating innovation. To achieve the aim of the article—and to verify the hypotheses—deductive inference, the analysis of the subject literature and the author’s own questionnaire were used. The research was carried out with an original questionnaire to assess the role of a leader in stimulating innovative activity. The questionnaire consists of 28 statements.The analysis of the results of the empirical research has confirmed the research hypotheses that the role of a leader is to stimulate the creativity of employees and reward their innovative behavior.The analysis of the role of leadership in stimulating organizational innovation showed that the vast majority of statements concerning the role of leadership achieved a mean score above 5.0 (86%)—an average level. The research suggests that leaders should first and foremost play the following roles in stimulating innovation (e.g., a performer/creator of employee creativity and a promoter of rewarding the innovative behavior of employees).
43
Yeop, Nek Kamal, and Norasibah Abdul Jalil . "Economic Literacy amongst the Secondary School Teachers in Perak Malaysia." Information Management and Business Review 1, no. 2 (December 15, 2010): 69–78. http://dx.doi.org/10.22610/imbr.v1i2.873.
Full textAbstract:
The aim of the study is to determine the relationship between economics education exposure, saving, expenditure, investment and economics literacy amongst teachers in secondary schools in Perak. The theoretical framework was designed based on the literature and hence five hypotheses for the study were formulated. The samples were selected by quota sampling methods. The data were collected by distributing structured 35 items questionnaires to 100 teachers in secondary schools in eight districts in Perak. The instrument was adapted form Leader Behaviour Description Questionnaires which were used to measure economic literacy. Only 60 questionnaires were returned and analysed which gave 60% respond rate. Data collected were sorted out and keyed in into SPSS version 17. The data were analysed using descriptive and inferential statistics to answer the research questions. The result of the analyses showed that there was significant relationship between economics education and its predictors. Together the independent variables explained 81.7% of the variance in the dependent variables. The remaining 18.3% was due to unidentified variables. In relation to that, the study had contributed some knowledge about the understanding of economic of literacy. For future research, it is recommended that other than the above variables might influence economic literacy perhaps with a bigger samples and wider scope.
44
C.H. Chan, Simon, and Wai-ming Mak. "The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes." Personnel Review 43, no. 2 (March 4, 2014): 272–87. http://dx.doi.org/10.1108/pr-08-2011-0125.
Full textAbstract:
Purpose – The purpose of this paper is to examine the relationship between servant leadership, subordinates' trust in leader and job satisfaction, and whether subordinates' organizational tenure moderated the effect. Design/methodology/approach – A structured questionnaire survey was used to collect data by 218 employees in a service-oriented private firm in the People's Republic of China. Findings – The findings indicated that trust in leader mediated the relationship between servant leadership and subordinates' job satisfaction. Also, the positive effect of servant leadership on subordinates' trust in leader and job satisfaction was stronger for short-tenure subordinates than that for long-tenure subordinates. Originality/value – This paper enriches the existing leadership literature and contributes to the research into how and why servant leadership may influence subordinates' attitudes.
45
Pundt, Alexander. "The relationship between humorous leadership and innovative behavior." Journal of Managerial Psychology 30, no. 8 (November 9, 2015): 878–93. http://dx.doi.org/10.1108/jmp-03-2013-0082.
Full textAbstract:
Purpose – The purpose of this paper is to investigate the relationship between humorous leadership and innovative behavior and the moderator effects of creative requirement and perceived innovation climate, beyond transformational leadership, and leader-member exchange (LMX). Design/methodology/approach – Questionnaire data were collected from 150 employees of various organizations in Germany. Findings – Employees whose leader used humor more frequently reported to be more innovative, when the employees perceived their tasks to require creativity and innovation. Perceived innovation climate did not moderate the relationship. Research limitations/implications – Different humor styles rather than just positive humor should be investigated in the future. Future research should incorporate multi-level designs and objective data on innovative behavior. Practical implications – Humorous leadership is an important element of innovation-relevant leadership behavior. Its use may be integrated in broader leadership development approaches. Originality/value – The study contributes to knowledge on humorous leadership and its relationship to organizational behavior. It enhances theoretical developments by considering the employees’ task and perceived innovation climate as moderator variables. It helps establish humor as a leadership tool beyond constructs such as LMX or transformational leadership.
46
Al-Tit, Ahmad Adnan. "The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange." International Journal of Engineering Business Management 12 (January 1, 2020): 184797902094723. http://dx.doi.org/10.1177/1847979020947236.
Full textAbstract:
The aim of this study is to examine the impact of AMO-HR Systems (i.e., ability-enhancing HR practices, motivation-enhancing HR practices and opportunity-enhancing HR practices) on proactive employee behavior through the effect of leader-member and team-member exchange. A questionnaire was developed based on prior related works to collect the required data from a sample of 230 employees from 13 small companies in the service industry in the Jordanian capital, Amman. The results showed that nine HR practices are significant predictors of employee proactivity behavior. The impact was significantly mediated by leader-member and team-member exchange. On the ground of the results, the study concluded that proactivity is a function of three categories of HR practices. First, an employee should be supported to enhance his or her ability. Second, an employee should be motivated and granted the opportunity to share knowledge. Third, employees should be encouraged to participate in problem solving, in the presence of leader-member coordination, to improve relationship quality and team-member recognition, support, and effective communications. Accordingly, recommendations, social and managerial implications were reported.
47
Ahmed, Ishfaq, Wan Khairuzzaman Wan Ismail, and Salmiah Mohamad Amin. "Employee’s reciprocation of organizational support and leader – member exchange." Management Research Review 37, no. 11 (October 14, 2014): 930–43. http://dx.doi.org/10.1108/mrr-05-2013-0102.
Full textAbstract:
Purpose – This paper aims to investigate the association between leader–member exchange (LMX) and perceived organizational support (POS) and their impact on job involvement, in-role performance and extra-role behavior. Design/methodology/approach – Data were collected via questionnaire from 231 employees selected from 40 branches of top ten banks in Pakistan. Banks were selected from the central bank Web site. Sample was selected using multistage sampling technique. Findings – Findings of the study reveal that LMX is an important predictor of employees’ perception of organizational support and job involvement. It is also evident that POS mediate the relation of LMX and job involvement. Further inquiry proves that job involvement created due to presence of support increases employees’ in-role performance and positively influences their extra-role behavior. Originality/value – This study explores the unveiled association of LMX and POS, and mediation effects of POS on job outcomes.
48
Kosar, Rizwana, and Sayyed M. Mehdi Raza Naqvi. "Psychological Empowerment and Employee Behaviors: Employee Engagement As Mediator and Leader-Member Exchange as Moderator." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 1, no. 6 (2015): 24–30. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.16.3004.
Full textAbstract:
The objective of this study is to determine the association between psychological empowerment and two behavioral outcomes of employee (i.e. organizational citizenship behavior and knowledge sharing behavior) by examining the mediating role of employee engagement and the moderating role of leader-member exchange. A survey was completed by employees working in different corporations and jobs. The data were collected by self- administered questionnaire and analyzed by using correlation and regression analysis. Results indicate that psychological empowerment positively influences organizational citizenship behavior and knowledge sharing behavior. In addition, employee engagement partially mediates the relationship between psychological empowerment and organizational citizenship behavior and fully mediates between psychological empowerment and knowledge sharing behavior. Psychological empowerment has a positive significant relationship with the employee engagement whereas leader-member exchange does not moderate the relationship between psychological empowerment and employee engagement. The implications of these findings are discussed.
49
Breevaart, Kimberley, Arnold B. Bakker, Evangelia Demerouti, Dominique M. Sleebos, and Véronique Maduro. "Uncovering the Underlying Relationship Between Transformational Leaders and Followers’ Task Performance." Journal of Personnel Psychology 13, no. 4 (January 2014): 194–203. http://dx.doi.org/10.1027/1866-5888/a000118.
Full textAbstract:
The purpose of the present study was to unravel the mechanisms underlying the relationship between transformational leadership, follower work engagement, and follower job performance and to investigate a possible boundary condition of transformational leadership. We used structural equation modeling to test our model among 162 dyads consisting of one employee and their leader, who both filled out an online questionnaire. Followers reported more job resources and need fulfillment when their leader showed more transformational leadership behavior, and this contributed to followers’ engagement and job performance. Consistent with our hypothesis, transformational leaders mainly fulfilled followers’ needs when followers were high in need for leadership.
50
Taylor, Teresa Z., Joseph Psotka, and Peter Legree. "Relationships among applications of tacit knowledge and transformational/transactional leader styles." Leadership & Organization Development Journal 36, no. 2 (April 7, 2015): 120–36. http://dx.doi.org/10.1108/lodj-01-2013-0008.
Full textAbstract:
Purpose – The purpose of this paper is to examine intercorrelational relations among the self-report behavioral construct Multifactor Leadership Questionnaire (MLQ) 5X transformational and transactional subscales and the Tacit Knowledge for Military Leaders Inventory (TKML) leader-level specific situational judgment test scenarios. Design/methodology/approach – In total, two leadership measures, the behavioral construct MLQ and the cognitive construct TKML assess different aspects of how a leader functions and were administered to 125 active US Army officers representing three leader levels: platoon, company, and battalion. The authors examine the intercorrelational relationship between these two measures. Findings – Results show a correlational pattern that contours the evolution of a leader’s skills (from novice platoon leader to expert battalion leader), with the strongest correlation at the higher leader levels. Research limitations/implications – The decision to restrict the number of TKML scenarios provided to respondents and to administer the MLQ and TKML to the same sample is considered a limitation. Practical implications – Pairing the MLQ and TKML makes use of self-reported leader behaviors with maximal assessment scales that directly assess respondents’ understanding of what the best approaches to good leadership are. Social implications – Response patterns from both measures permits direct counseling on the misconceptions about leadership to create better leaders. Originality/value – No previous research has examined correlative relations among the scales/subscales of the MLQ and TKML.