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Journal articles on the topic 'Leaders'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Xu, Liguo, Dalong Pang, Jing Ge, and Youmin Xi. "Understanding the categories of leader traits in socialization: the case of Haier group’s CEO in China." Nankai Business Review International 8, no. 3 (2017): 344–66. http://dx.doi.org/10.1108/nbri-11-2016-0039.

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Purpose The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization. Design/methodology/approach The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang. Findings Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the

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Mao, Jih-Yu, Jack Ting-Ju Chiang, Ye Zhang, and Ming Gao. "Humor as a Relationship Lubricant: The Implications of Leader Humor on Transformational Leadership Perceptions and Team Performance." Journal of Leadership & Organizational Studies 24, no. 4 (2017): 494–506. http://dx.doi.org/10.1177/1548051817707518.

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In this article, drawing on leader categorization theory, we examined the influencing processes of team leaders’ humor on their teams’ performance. Using a time-lagged study, including 244 leaders and 815 followers in a manufacturing firm in Northern China, we found that leaders’ humor is positively related to subordinates’ perceptions of transformational leadership, which in turn, has a positive effect on the team’s performance. In addition, we found that the relationship conflict between a team leader and his or her team members moderates the positive, indirect effect of leader humor on team

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Gruda, Dritjon, Adegboyega Ojo, and Alexandros Psychogios. "Don’t you tweet me badly: Anxiety contagion between leaders and followers in computer-mediated communication during COVID-19." PLOS ONE 17, no. 3 (2022): e0264444. http://dx.doi.org/10.1371/journal.pone.0264444.

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Do organizational leaders’ tweets influence their employees’ anxiety? And if so, have employees become more susceptible to their leader’s social media communications during the COVID-19 pandemic? Based on emotional contagion and using machine learning algorithms to track anxiety and personality traits of 197 leaders and 958 followers across 79 organizations over 316 days, we find that during the pandemic leaders’ tweets do influence follower state anxiety. In addition, followers of trait anxious leaders seem somewhat protected by sudden spikes in leader state anxiety, while followers of less t

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Frugé, Kimberly R. "Repressive agent defections: How power, costs, and uncertainty influence military behavior and state repression." Conflict Management and Peace Science 36, no. 6 (2019): 591–607. http://dx.doi.org/10.1177/0738894219881433.

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Leaders are incentivized to repress in the face of mobilized dissent. However, leaders are unable to repress alone and rely on repressive agents, who can shirk the order and weaken the leader’s control. I use a formal model to analyze when the leader can use repression strategically to avoid defection, based on leader type. Each type has incentives to repress to distort the leader’s risk of removal and thus deter defection. Power, cost, and uncertainty are important in both the leader’s and the agent’s decision to repress. Testable hypotheses reveal how executive power and punishment influence

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Spain, Everett, Joel Cartwright, Kate Conkey, and Lolita Burrell. "The Leader Rating Gap: How Leaders Rate Their Subordinate Leaders." Journal of Character and Leadership Development 11, no. 3 (2024): 1–14. https://doi.org/10.58315/jcld.v11.314.

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This study investigates a paradox in leadership assessment, which we term the Leader Rating Gap (LRG). Through content analysis of interviews with 25 West Point cadets and tactical officers, we found that raters primarily cited influence behaviors when describing great leadership in general. However, when evaluating their own subordinate leaders’ job performance, raters emphasized individual performance behaviors over influence behaviors. These findings have implications for leadership development and assessment practices in military and civilian organizations, highlighting the need for organi

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Cooper, David J., John R. Hamman, and Roberto A. Weber. "Fool Me Once: An Experiment on Credibility and Leadership." Economic Journal 130, no. 631 (2020): 2105–33. http://dx.doi.org/10.1093/ej/ueaa059.

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Abstract We investigate ‘social credibility’, a leader’s ability to convince followers that conditions are favourable and that others will follow the leader's advice. To do so, we study an experimental joint venture with three key properties: returns are uncertain, investments are complements, and investment is often more beneficial for the leader than the followers. The leader has private information about investment returns and can facilitate coordination through cheap-talk recommendations. We find that leaders manage social credibility by forgoing potentially profitable advice to invest, in

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Kiladze, Natia. "Leadership Style in Managing the Organization." Works of Georgian Technical University, no. 2(532) (June 10, 2024): 94–100. http://dx.doi.org/10.36073/1512-0996-2024-2-94-100.

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The leader has an important role in managing the organization. Since a strong leader forms the cornerstone of a cohesive and effective team, it is critical to analyze the leader's role in the organization's performance. It is a good leader’s job to determine the right strategy and to take successful steps together with the team. The progress of the organization is very often related to the role of the leader, his management style, however, it is clear that behind the one there is always a team that flashes out the visions of the leader and reflects all this in the achieved results. It is fasci

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Licht, Amanda A. "Introducing Regular Turnover Details, 1960–2015: A dataset on world leaders’ legal removal from office." Journal of Peace Research 59, no. 2 (2021): 277–85. http://dx.doi.org/10.1177/00223433211045854.

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The premier data on leader survival focus on the violent, dramatic means by which leaders ‘exit’ office. This information, vital for many research questions, constitutes a valuable public good for the community. Yet, it provides an incomplete picture of the political rise and fall of world leaders. The burgeoning study of leaders using survival analysis requires a fine-grained understanding of not just when, but why and how leaders lose power. We cannot, for example, conclude that a leader’s exit implies a successful application of international pressure if her removal stems from pre-set const

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Jawahar, I. M., Thomas H. Stone, and Don Kluemper. "When and why leaders trust followers." Career Development International 24, no. 7 (2019): 702–16. http://dx.doi.org/10.1108/cdi-03-2019-0078.

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Purpose Followers’ perceptions of leader trustworthiness affect their trust in the leader (Colquitt et al., 2007). However, because positive benefits of trust generally accrue when trust is reciprocated, examining when and why followers’ perceptions of leader trustworthiness elicit leader’s trust in followers may provide heuristic and practical value. Therefore, the purpose of this paper is to examine if followers’ perceptions of leader trustworthiness elicit leaders’ trust in followers, casting follower’s perceptions of leader–member exchange (LMX) quality as a mediator and their perceptions

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MacMillan, Karen, Charlice Hurst, Ken Kelley, Jane Howell, and Youngsuhk Jung. "Who says there’s a problem? Preferences on the sending and receiving of prohibitive voice." Human Relations 73, no. 8 (2019): 1049–76. http://dx.doi.org/10.1177/0018726719850282.

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Which employees are likely to warn leaders about threats to the workplace? When employees do speak up, will these messages gain the leader’s interest? In this article, we rely on theories of power to predict how employee characteristics (work prevention regulatory focus, closeness to the leader (leader-member exchange) and rank) influence whether employees send messages about threats (prohibitive voice). We also explore whether employee characteristics (closeness to the leader and rank) affect leaders’ attention to threat messages. In a two-wave field study with 55 leaders and 214 employees, w

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Reiter, Dan, and Scott Wolford. "Gender, sexism, and war." Journal of Theoretical Politics 34, no. 1 (2021): 59–77. http://dx.doi.org/10.1177/09516298211061151.

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We analyze a model of leader gender and crisis bargaining under asymmetric information. There are no essential differences between the sexes in their willingness to use force, but sexist leaders receive a subjective boost for defeating female leaders in war and pay a subjective cost for defeat. We show that this hostile sexism can lead to war for two reasons, first by offering sufficient private benefits to make peace impossible and second by influencing an uninformed leader’s willingness to risk war. We also show that (a) the effect of leader sex on disputes and war depends on the distributio

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Da Rosa, Raquel Maria, and Enrique J. Regalado. "The Influence of Organizational Culture on Leadership Development." Journal of Management World 2022, no. 4 (2022): 238–50. http://dx.doi.org/10.53935/jomw.v2022i4.213.

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Effective leadership is one of the most important foundations for building a great organizational culture. Leaders can be anyone who, regardless of title, has influence or authority, and leaders set the tone for the organization's culture. A strong culture is financially rewarding: it affects the motivation of employees and in turn affects the quality and efficiency of their work, the ability to achieve objectives and the retention rate. This research aims to explore systematically how organizations and their leaders have promoted practices of leadership development, realizing the impact of th

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Da’as, Rima’a, Chen Schechter, and Mowafaq Qadach. "Switching Cognitive Gears: School Leaders’ Cognitive Complexity." NASSP Bulletin 102, no. 3 (2018): 181–203. http://dx.doi.org/10.1177/0192636518794297.

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The role of school leaders is particularly complex in today’s “era of accountability,” which involves high standards for student achievement alongside frequently changing educational systems. Research in the business field has found leader’s cognitive complexity to be a predictor of leader and organizational effectiveness whereas the notion of school leader’s cognitive complexity remains undeveloped in the educational leadership and management field. Hence, the purpose of this article is to suggest a framework for school leaders’ cognitive complexity, as well as to suggest possible avenues for

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Mayseless, Ofra. "Attachment and the leader—follower relationship." Journal of Social and Personal Relationships 27, no. 2 (2010): 271–80. http://dx.doi.org/10.1177/0265407509360904.

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Leader—follower relationships have been thought to involve attachment dynamics, in particular when these relationships have an affective component. In this paper, I consider why and under what circumstances followers form attachment relationships with a leader and how both a follower’s and a leader’s attachment representations can affect the quality and characteristics of their relationship. Results from several studies, focused on different contexts and cultures, indicate that secure individuals tend to be nominated as leaders, and that leaders’ attachment security is associated with pro-soci

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CROCO, SARAH E. "The Decider's Dilemma: Leader Culpability, War Outcomes, and Domestic Punishment." American Political Science Review 105, no. 3 (2011): 457–77. http://dx.doi.org/10.1017/s0003055411000219.

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A leader's culpability for involving his state in a conflict affects both his war termination calculus and his domestic audience's willingness to punish him if he loses. I define a culpable leader as any leader who either presides over the beginning of a war, or comes to power midwar and shares a political connection with a culpable predecessor. Using a data set created specifically for this study, I find that culpable leaders are more likely than nonculpable ones to achieve favorable war outcomes. I also find that domestic audiences will be willing to punish culpable leaders who lose, yet spa

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Goel, Abhishek, and Neharika Vohra. "Superstar Leaders." Asian Case Research Journal 12, no. 02 (2008): 161–86. http://dx.doi.org/10.1142/s0218927508001096.

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A common issue in organizations is handling larger than life leaders. These leaders often have "superstar" status in their field and the organization usually gets overwhelmed with their presence. Sometimes, narcissism in them can potentially hurt the organization in the long run. This case highlights a brilliant and charismatic leader in a healthcare institution who unknowingly becomes a bottleneck in the growth of its people and the organization. The case presents qualitative and quantitative data of the leader's and his subordinates' perception of the prevailing culture and leadership practi

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Shao, Bo, and Lee Martin. "“I know your intention is good, but I still feel bad”." Personnel Review 49, no. 8 (2020): 1591–606. http://dx.doi.org/10.1108/pr-09-2019-0502.

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Purpose Drawing on a contagion-interpretation model of leader affective displays and leader effectiveness, the purpose of this paper is to examine the effects of leaders’ angry feedback on followers’ cognitive and affective reactions, and ultimately, perceived leader effectiveness across different cultural contexts. Design/methodology/approach In this paper, two experimental studies were conducted with a total of 528 participants. Findings The results revealed a culturally divergent cognitive effect: in Western cultures where vertical collectivism is low, leaders’ angry feedback reduced follow

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Srimulyani, Veronika Agustini, and Malfilia Nathalie. "Altruistic leadership and trust in leaders at the public housing and residential areas service of Madiun City." Priviet Social Sciences Journal 5, no. 6 (2025): 30–44. https://doi.org/10.55942/pssj.v5i6.393.

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Trust is essential to improve leadership and organizational effectiveness. Since successful leadership is essential to an organization’s success, the most crucial element influencing subordinates’ trust in a leader is the leader’s personal qualities. A connection between a leader and their subordinate that is founded on equality, dedication, collaboration, mutual respect, and dependability is known as trust in leaders. This study aims to experimentally explore the connection between altruistic leadership and trust in leaders. The respondents of the study were 34 State Civil Apparatus assigned

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Hattke, Fabian, and Judith Hattke. "Lead by example? The dissemination of ethical values through authentic leader inspiration." International Journal of Public Leadership 15, no. 4 (2019): 224–37. http://dx.doi.org/10.1108/ijpl-06-2019-0034.

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Purpose The purpose of this paper is to propose that leaders who promote ethical values authentically will be more effective in inspiring followers to behave ethically than inauthentic leaders. It further hypothesizes that authentic ethical inspiration by leaders will transform followers’ prosocial motivation so that they internalize their leader’s values and act accordingly. Design/methodology/approach The study tests this moderated-mediation model based on survey data from 741 officers in the Federal Armed Forces Germany who are leaders and follower simultaneously. Findings Leader authentici

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Mortimore, Roger, Paul Baines, Ian Crawford, Robert Worcester, and Andrew Zelin. "Asymmetry in leader image effects and the implications for leadership positioning in the 2010 British general election." International Journal of Market Research 56, no. 2 (2014): 185–205. http://dx.doi.org/10.2501/ijmr-2013-061.

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Using national survey data on voters’ perceptions of party leaders during the 2010 British general election campaign, we use logistic regression analysis to explore the association between specific image attributes and overall satisfaction for each leader. We find attribute-satisfaction relationships differ in some respects between the three main party leaders, demonstrating that leader image effects are not symmetrical across leaders. We find evidence that negative perceptions have more powerful effects on satisfaction than positive ones, implying that parties should seek to determine a leade

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Fousiani, Kyriaki, Susanne Scheibe, and Georgios Michelakis. "Understanding leader-employee conflict involvement: how leader perceived competence and age shape employee reactions." International Journal of Conflict Management 36, no. 3 (2025): 625–49. https://doi.org/10.1108/ijcma-01-2025-0013.

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Purpose The purpose of this paper is to investigate the factors that mitigate leader-employee conflict, given that leaders invest substantial time in managing such conflicts. Since employee perceptions of their leader play a key role in how employees treat their leader, in this study it was hypothesized that employees who perceive their leaders as more competent are less likely to engage in conflict with them. Furthermore, drawing on the framework of implicit leadership theories (ILTs), it was predicted that this relationship will be stronger when leaders are older. This is because older compe

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Byun, Gukdo, Ye Dai, Soojin Lee, and Seungwan Kang. "Leader Trust, Competence, LMX, and Member Performance: A Moderated Mediation Framework." Psychological Reports 120, no. 6 (2017): 1137–59. http://dx.doi.org/10.1177/0033294117716465.

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Based on social exchange theory, this study examines the influence of leaders’ trusting behavior and competence in in-role activities on members’ perceived leader–member exchange (LMX) relationships. Our study proposes that a leader’s trust in a member contributes to the member’s perceived LMX, and that the leader’s competence in in-role activities moderates this relationship. Furthermore, our study suggests that perceived LMX mediates the relationship between the leader’s trust and members’ task performance. Finally, the study proposes that the leader’s competence moderates the mediating role

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Zheng, Wei, and Alyson Meister. "Becoming Leaders: How Men and Women Leaders First Internalize Their Leader Identity." Academy of Management Proceedings 2018, no. 1 (2018): 15047. http://dx.doi.org/10.5465/ambpp.2018.15047abstract.

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Drain, Nicholas P., Christopher D. Murawski, Benjamin B. Rothrauff, et al. "Freddie Fu: A Leader of Leaders." Knee Surgery, Sports Traumatology, Arthroscopy 30, no. 1 (2022): 13–15. http://dx.doi.org/10.1007/s00167-021-06821-3.

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McDermott, Aoife, Rachel Kidney, and Patrick Flood. "Understanding leader development: learning from leaders." Leadership & Organization Development Journal 32, no. 4 (2011): 358–78. http://dx.doi.org/10.1108/01437731111134643.

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Smith, Bradley C., and William Spaniel. "Militarized Disputes, Uncertainty, and Leader Tenure." Journal of Conflict Resolution 63, no. 5 (2018): 1222–52. http://dx.doi.org/10.1177/0022002718789738.

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How do new leaders impact crisis negotiations? We argue that opposing states know less about such a leader’s resolve over the issues at stake. To fully appreciate the consequences, we develop a multi-period bargaining model of negotiations. In equilibrium, as a proposer becomes close to certain of its opponent’s type, the duration and intensity of war goes to 0. We then test whether increase in leader tenure decrease the duration of militarized interstate disputes. Our estimates indicate that crises involving new leaders are 25.3 percent more likely to last one month than crises involving lead

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DiLorenzo, Matthew. "Leader Survival, Sources of Political Insecurity, and International Conflict." Political Research Quarterly 72, no. 3 (2018): 596–609. http://dx.doi.org/10.1177/1065912918798512.

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Recent research identifies the risk and consequences of losing office as important factors in leaders’ decisions to initiate international conflicts. This paper argues that the institutional source of a domestic threat to a leader should condition the relationship between political insecurity and international conflict. Specifically, existing theoretical mechanisms linking international conflict to security in office should not apply to threats that come from outside a leader’s selectorate. Natural disasters provide a convenient opportunity to test this argument since others have argued that d

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Drescher, Gesche. "Delegation outcomes: perceptions of leaders and follower’s satisfaction." Journal of Managerial Psychology 32, no. 1 (2017): 2–15. http://dx.doi.org/10.1108/jmp-05-2015-0174.

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Purpose The purpose of this paper is to examine the relationships among delegation, employees’ perceptions of leader’s performance and likeability and follower’s job satisfaction. These variables are significantly associated with leader influence. Design/methodology/approach To test how employees evaluate delegation, an experimental study (study 1: n=304) and a longitudinal field questionnaire (study 2: n=109) were implemented. Findings The results of study 1 showed that leader delegation leads to higher levels of perceived leader ability and performance. Study 2 replicated and extended these

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Caves, Lonzo. "Lifelong Learners Influencing Organizational Change." Studies in Business and Economics 13, no. 1 (2018): 21–28. http://dx.doi.org/10.2478/sbe-2018-0002.

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AbstractOrganizational change occurs in every organization that deals with growth and transition. Organizational leaders develop a commitment to lifelong learning throughout their careers. As the organizational leader grows, the organization in which they lead grows as well. Organizational leaders are characterized by how they develop their strategic plan that will influence change. Discipline is essential to the development of a leader influencing organizational change. Organizational leaders create psychological contracts with employees to build trust, confidence, and business relationships.

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Kamau, Joyce. "Credible–Authentic Leadership Principles." European Journal of Business and Management Research 7, no. 5 (2022): 6–10. http://dx.doi.org/10.24018/ejbmr.2022.7.5.1661.

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Credibility and authenticity in leadership are two crucial values that determine both the leader's and follower’s effectiveness. With the current global changes and emerging trends in the business environment, credible and authentic leadership is indeed the next organization's unique competitive advantage. As most leadership authors have noted, the influence a leader has on his/her followers is dependent on their personal credibility. In an era characterized by leaders giving empty promises, exuding greed and other practices of moral decadency, emphasis on credible and authentic leadership com

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M, Deepa. "Essentiality of Leaders- “Boss says GO where Leader says LET’S GO”." International Journal of Research Publication and Reviews 4, no. 10 (2023): 3419–21. http://dx.doi.org/10.55248/gengpi.4.1023.102905.

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Bauer, Nichole M., Jeong Hyun Kim, and Yesola Kweon. "Women Leaders and Policy Compliance during a Public Health Crisis." Politics & Gender 16, no. 4 (2020): 975–82. http://dx.doi.org/10.1017/s1743923x20000604.

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AbstractHow does the gender of a political leader affect policy compliance of the public during a public health crisis? State and national leaders have taken a variety of policy measures to combat the COVID-19 pandemic, with varying levels of success. While many female leaders have been credited with containing the spread of COVID-19, often through implementing strict policy measures, there is little understanding of how individuals respond to public health policy recommendations made by female and male leaders. This article investigates whether citizens are more willing to comply with strict

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Singer, Ming S. "Transformational vs Transactional Leadership: A Study of New Zealand Company Managers." Psychological Reports 57, no. 1 (1985): 143–46. http://dx.doi.org/10.2466/pr0.1985.57.1.143.

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38 randomly selected New Zealand company managers completed the revised version of the Multifactor Leadership Questionnaire of Bass. Two ratings were obtained, a rating of an ideal leader and a rating of the real immediate superior. For ratings of the real leader, the mean ratings on the transformational factors were more highly correlated than those on the transactional factors with perceived leader's effectiveness and job satisfaction. The discrepancy scores between the ratings of real and ideal leaders were negatively correlated with the measures of effectiveness and satisfaction. In additi

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Zhang, Xiao-feng, Xiao-juan Zhang, Lei Li, Gui-quan Li, and You-min Xi. "A grounded theory study on leader authority formation process in China." Nankai Business Review International 7, no. 3 (2016): 345–60. http://dx.doi.org/10.1108/nbri-03-2016-0011.

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Purpose This study aims to focus on the authority formation process of Chinese enterprise leaders, with the purpose of finding out how an ordinary newly established firm leader develops into a real top leader and achieves the status of legitimacy in a well-known enterprise. Design/methodology/approach Based on constructivist grounded theory, this paper investigates the formation mechanism of entrepreneurial authority in China by using the rich data of Liu Chuan-zhi’s leader activities. Findings In the “evolution” path of authority formation, leaders continually consolidate and improve their au

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Clifton, Jonathan. "The in situ construction of leader identity in a leader’s life story during an alumni talk to MBA students." Leadership 14, no. 6 (2017): 622–43. http://dx.doi.org/10.1177/1742715017706644.

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Analysis of leaders’ life stories is widely regarded as a way of getting to the “just whatness” of leader identity. However, most research that makes use of leaders’ life stories considers the story to be a resource for investigating leader identity. Little, if any, research considers leaders’ life stories as a topic for research and investigates the in situ, context sensitive, interactional accomplishment of such stories. Using a video-recorded extract of an alumni talk to MBA students at an American business school, taking a social constructionist approach to identity, and using positioning

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DeWitt, Dionnie. "Adaption and Memory: The Reckless Leader and The Effects of the First Family." European Journal of Behavioral Sciences 3, no. 3 (2020): 12–19. http://dx.doi.org/10.33422/ejbs.v3i3.484.

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There are harmful leaders, but too few instances of how harmful the leadership is within the church get explored and how it affects the first families. Several harmful leadership styles, such as an egotistical leader, an ignorant leader, and a reckless leader, studied in some capacity under leadership. There is an ideology put forward, and it is believed that leaders are not just appearing in business or corporate America, but leaders are leaders and are showing forth their leadership in everyday instances as a mother who teaches their child. The leader's leadership scope was explored by filte

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Muchran, Murniady. "Analisis Pengaruh Kemampuan Komunikasi Pemimpin, Kompetensi Individu Pemimpin dan Motivasi Terhadap Kinerja Karyawan pada Industri Biro Jasa Tour & Travel di Makassar." Akmenika: Jurnal Akuntansi dan Manajemen 20, no. 2 (2023): 757–68. http://dx.doi.org/10.31316/akmenika.v20i2.5317.

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This study intends to analyze the effect of communication skills of leaders, individual competence of leaders and motivation on employee performance either partially or simultaneously. This research is quantitative research with multiple linear regression analysis techniques carried out by utilizing the help of the SPSS program. Data collection techniques using questionnaires and interviews as complementary data sources. Samples were taken from employees of 30 tour & travel service bureau companies in Makassar who are members of ASITA. The results of this study concluded that partially the

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Rehman, Muhammad Zia-ur, Ribbat Khan, and Muhammad Shafique. "Impact of Leader’s State of Core Self-Evaluation on Task Complexity: A Quantitative Analysis." Review of Education, Administration & Law 6, no. 1 (2023): 83–94. http://dx.doi.org/10.47067/real.v6i1.309.

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This study aims to explore the association between a leader's State of Core Self-Evaluation and the complexity of tasks assigned to them. Previous research on this topic has established a strong foundation for the conceptual framework and hypotheses used in this study. A quantitative approach was employed, utilizing an adapted questionnaire to gather data from 141 organizational leaders holding various positions in the banking sector. Statistical analysis of the data demonstrates that a leader's core self-evaluation is positively linked to task complexity. This implies that when leaders believ

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Lašáková, Anna, Ľubica Bajzíková, and Ivana Blahunková. "VALUES ORIENTED LEADERSHIP – CONCEPTUALIZATION AND PRELIMINARY RESULTS IN SLOVAKIA." Business: Theory and Practice 20 (May 15, 2019): 259–69. http://dx.doi.org/10.3846/btp.2019.25.

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The paper builds on the current trend in scholarly literature that reflects leadership from an ethical perspective. It introduces a new conceptualization of the values oriented leadership (VOL) and based on results of a pilot study, it informs on the level of VOL in the Slovak business environment and on systematic differences in VOL related to multiple individual and organizational factors. Contrary to the literature, results show that the VOL does not differ substantially between female and male leaders. Furthermore, this study adds to the current leadership ethics research also in that it i

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Zill, Alexander, Michael Knoll, Alexandra (Sasha) Cook, and Bertolt Meyer. "When Do Followers Compensate for Leader Silence? The Motivating Role of Leader Injustice." Journal of Leadership & Organizational Studies 27, no. 1 (2018): 65–79. http://dx.doi.org/10.1177/1548051818820861.

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Leaders are important for overcoming silence in organizations, because they can serve as role models and facilitate voice, for example, by being just. However, at times, leaders themselves remain silent. In such instances, trickle-down models of leadership and role-modeling theory suggest that leader silence results in follower silence. Drawing on research on laissez-faire leadership and coping, we challenge these approaches proposing that team members can compensate for their leader’s silence. This compensatory effect, in turn, is proposed to be contingent on followers’ justice perceptions, a

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Ariffin, Mohd Hisham, Abdul Rahman Abdul Rahim, Ruslan Affendy Arshad, and Ruzaini Zahari. "BOURDIEU CAPITALS AND LEADERSHIP: THE CASE OF DESIGN CONSULTANT FIRMS’ MANAGERS IN THE MALAYSIAN CONSTRUCTION INDUSTRY." MATEC Web of Conferences 266 (2019): 03005. http://dx.doi.org/10.1051/matecconf/201926603005.

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The creative products of Malaysian design firms are critical for sustained competitiveness in the increasing globalised and local construction market. These products are derived from the collaborative efforts of the design leaders and their subordinates. Owner-managers of design firms are aware of the role of their leadership in increasing the productivity of their creativity workers. Knowledge of effective leadership traits has initially guided leadership development and sustainability. Later theories such as charismatic theories and leader-member exchange theories have a common theoretical p

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Zheng, Baojie, and Xiaowu Mu. "Formation-containment control of sampled-data second-order multi-agent systems with sampling delay." Transactions of the Institute of Measurement and Control 40, no. 16 (2018): 4369–81. http://dx.doi.org/10.1177/0142331217748190.

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The formation-containment control problems of sampled-data second-order multi-agent systems with sampling delay are studied. In this paper, we assume that there exist interactions among leaders and that the leader’s neighbours are only leaders. Firstly, two different control protocols with sampling delay are presented for followers and leaders, respectively. Then, by utilizing the algebraic graph theory and matrix theory, several sufficient conditions are obtained to ensure that the leaders achieve a desired formation and that the states of the followers converge to the convex hull formed by t

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MYERSON, ROGER B. "The Autocrat's Credibility Problem and Foundations of the Constitutional State." American Political Science Review 102, no. 1 (2008): 125–39. http://dx.doi.org/10.1017/s0003055408080076.

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A political leader's temptation to deny costly debts to past supporters is a central moral-hazard problem in politics. This paper develops a game-theoretic model to probe the consequences of this moral-hazard problem for leaders who compete to establish political regimes. In contests for power, absolute leaders who are not subject to third-party judgments can credibly recruit only limited support. A leader can do better by organizing supporters into a court which could cause his downfall. In global negotiation-proof equilibria, leaders cannot recruit any supporters without such constitutional

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Amelia, Nadya, Ngusman Abdul Manaf, and Novia Juita. "NAMA DAN MAKNA BAGIAN-BAGIAN PAKAIAN PENGHULU MINANGKABAU DI KENAGARIAN KACANG KECAMATAN X KOTO SINGKARAK KABUPATEN SOLOK." Jurnal Bahasa dan Sastra 5, no. 1 (2018): 134. http://dx.doi.org/10.24036/898690.

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This article was written to ( 1) the name parts of moeslim leader’s uniform of Minangkabau ( 2 ) to explain the meaning of name ( symbol ) of each moeslim leader’s Minangkabau in Kabupaten Solok. This research is qualitative research that used descriptive method. The technical to gather this data with observation, interview and library studies. Analysis data do with grouping, syncronyzed, differenciate the data and eliminate to the others group but not syncrone and also gather the meaning. According this research found that the name parts of moeslim leader’s uniform Minangkabau in Kanagarian K

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Arendachuk, Irina V. "Personality traits of a modern leader as seen by students." Izvestiya of Saratov University. Educational Acmeology. Developmental Psychology 12, no. 4 (48) (2023): 348–56. http://dx.doi.org/10.18500/2304-9790-2023-12-4-348-356.

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The relevance of the research is due to the public demand for the development of youth leadership programs. Additionally, the leaders themselves express the need to take into account the ideas of the youth about their personal characteristics in order to develop effectively. The objective of the study is to identify characteristics that are significant for a modern youth leader as seen by students themselves depending on their gender and age. Hypothesis: while young women attach more importance to ethic qualities of a youth leader, young men put more value on a leader’s professional qualities;

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Whitney, Jacob M., Sarah E. Henry, and Bret H. Bradley. "Maybe It Is Who You Know: Social Networks and Leader–Member Exchange Differentiation." Group & Organization Management 47, no. 2 (2022): 300–341. http://dx.doi.org/10.1177/10596011221086327.

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Existing literature on leader–member exchange differentiation (LMXD) offers a meaningful view into the multilevel outcomes associated with leader follower relationships. However, despite the rapid growth of literature on LMXD, scholars lack a complete understanding of its antecedents or the processes that cause leaders to differentiate among team members. We address this issue by using social capital theory to propose that leaders perceive their followers’ social networks as potential resources to grow their own social capital. Because each follower has unique social networks, we propose that

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Burmakina, Anna. "Leader Status in Youth Organizations and Movements: the Case of Ethnocultural Associations of the Kemerovo Region." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 1 (2020): 44–52. http://dx.doi.org/10.21603/2500-3372-2020-5-1-44-52.

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The research objective was to characterize the phenomenon of the leader status based on the case of various ethnocultural youth associations of the Kemerovo region. At first, leaders use their experience and skills to get promoted within and outside youth organizations. After that, the personality of the leader strengthens the organization in socio-political interaction. Power rests on authority and various types of capital. According to M. Weber, P. Bourdieu, and L. Stout, youth authority is unstable and requires constant conscious efforts. Youth leaders transfer their characteristics into va

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Broadbent, Jeffrey. "The Ties that Bind: Social Fabric and the Mobilization of Environmental Movements in Japan." International Journal of Mass Emergencies & Disasters 4, no. 2 (1986): 227–53. http://dx.doi.org/10.1177/028072708600400212.

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This paper compares twelve social movements, all supporting or opposing environmental and industrialization issues, which occurred in the sixties and seventies in one prefecture in southern Japan, The independent variable is the type of local social fabric they arose within; the dependet variables, their mobilization process and goals. The data was collected through qualitative field work, including interviewing, observation and documents, and later coded into questionnaire form. The local social fabric, associational, mixed, or communal, affected several aspects of their mobilization process:

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El Guyanie, Gugun. "Breaking the Indonesian Local Leaders' Problem: A Comparative Analysis of Direct and Indirect Local Leader's Elections in Indonesia and India." Yustisia Jurnal Hukum 14, no. 1 (2025): 23. https://doi.org/10.20961/yustisia.v14i1.86374.

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<p>Strategic political and constitutional legal issues affect Indonesian local leaders' positions. With over 500 provinces, regencies, and cities, each region has unique capabilities impacted by several factors, making direct local leader election unfeasible for all places. The study uses comparative legal theory to compare direct regional head elections to Regional House of Representatives elections. This study uses comparative legislation to analyze the Regional House of Representatives direct election paradigm of local leaders. This study shows the need to link local leader electoral

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Latifah Alenezi, Gordon Lee Gillespie, and Carolyn Smith. "An Integrative Review of Transformational Leadership Style and Burnout: Implications for Nurse Leaders." International Healthcare Research Journal 6, no. 9 (2023): RV8—RV24. http://dx.doi.org/10.26440/ihrj/0607.10576.

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INTRODUCTION: Transformational leadership improves the motivation and performance of others through different ways. Nurse leaders can use prior evidence to reimagine how transformational leadership can be applied in nursing while considering the uniqueness of nursing context vs other contexts. Nurse leaders additionally need to pay attention to the negative downside of transformational leadership on leaders themselves because it may have significant consequences on nurse leader burnout. PURPOSE: To review the evidence and determine how transformational leadership characteristics are associated

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