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Journal articles on the topic 'Leaders'
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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 (August 7, 2017): 344–66. http://dx.doi.org/10.1108/nbri-11-2016-0039.
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Purpose The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization. Design/methodology/approach The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang. Findings Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the impact of key events, mutually promote and consolidate each other, and together derive the thinking trait and the affair trait on the basis of critical events, culture, family, education, etc. The thinking trait is the premise of the affair trait to be expressed in leadership behavior. The root trait and the driving trait together determine a leader’s growth direction and efficiency and can distinguish leaders from non-leaders. The thinking trait and the affair trait together determine the pattern and effectiveness of leadership behavior and can distinguish effective leadership from ineffective leadership. Research limitations/implications This study transcends prior integral leader trait research by categorizing leader traits from the socialization perspective, makes a clear delineation on the interrelationships among categories of leader traits, analyzes their holistic functions on the leaders, reveals the formation and relationship mechanism of leader traits and identifies the types of leader traits that can work as the standards for distinguishing effective leaders from ineffective leaders or non-leaders. Originality/value This study promotes the development of the leader trait theory in the classification, formations, relationships and overall effect of leader traits.
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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 (May 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 performance through subordinates’ transformational leadership perceptions. When the relationship conflict between the leader and his or her team members is high, leader’s humor becomes more relevant to subordinates’ perceptions of leader’s transformational leadership, and therefore exerts a stronger positive influence on team performance. The model developed in this study furthered the current understandings on leader humor and its usefulness in practical settings.
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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 (March 4, 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 trait anxious leaders are most affected by increased leader state anxiety. Multi-day lagged regressions showcase that this effect is stronger post-onset of the COVID-19 pandemic compared to the pre-pandemic crisis context.
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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 (October 19, 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 the level of repression.
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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 (December 5, 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 organizations to align their leadership evaluation criteria with desired leadership behaviors and outcomes.
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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 (May 8, 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, increasing the likelihood that subsequent recommendations are followed. We identify factors that affect the persistence of social credibility.
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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 fascinating to examine leadership styles based on a survey of commercial and public sector organizations because leaders with their individual management styles are mostly responsible for creating organizational culture and a desirable work environment. The research helped to identify leadership styles the participants belong to. The topic is relevant because it is interesting to research what kind of leadership styles exist in Georgian organizations. Organizations often have several departments and several team leaders. This requires leaders to consider different management styles. Therefore, knowing more about organizational leadership can improve the performance of the organization. Leadership management styles can be very different, but they always have a significant impact on the culture of the organization. Understanding the different leadership styles and understanding when to use which style is a prerequisite for improving the company's culture.
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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 (November 17, 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 constitutional laws and the immediate successor has long been considered the heir apparent. The Regular Turnover Details dataset remedies this problem. Two principal variables report information about the manner of each leader’s exit and the relationship between outgoing and incoming leaders, allowing analysts to arbitrate between exits that suggest political failure and those that don’t, identify non-political leaders (such as interim and technocratic executives), and determine whether leaders constitute heirs to power or challengers thereto.
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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 (November 11, 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 of empowerment as moderating this mediated relationship. Design/methodology/approach Followers’ perception of leader trustworthiness was measured at Time 1, followers’ perceptions of empowerment and LMX were measured at Time 2 and leaders’ trust in followers was measured in Time 3. The authors tested the research model with data collected from 347 leader–follower dyads using the three time-lagged surveys as noted above. Findings Followers’ perceptions of leader trustworthiness and perceptions of empowerment interacted to influence followers’ perceptions of LMX quality, which in turn influenced leaders’ trust in followers. Thus, LMX mediated the trustworthiness–trust relationship and this mediated relationship became stronger at increasing levels of empowerment. Practical implications Being trusted by leaders is beneficial to followers. Training managers in behaviors that elicit employees’ perceptions of manager trustworthiness has the potential to accrue benefits to employees, managers and the organization. Originality/value This study is the first to demonstrate that followers’ perception of leader trustworthiness resulted in leaders trusting followers. In addition, the results support a mediating role for LMX and a moderating role for empowerment in the development of leader trust in the follower. Understanding when and why leaders trust followers offers important insights about development of trust between followers and leaders. The authors discuss implications for theory and practice.
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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 (June 10, 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, we found that leaders were more likely to show interest in messages about threats from employees who they were not close to, but who had high rank. However, only employees with a strong work prevention regulatory focus and/or those of higher rank were likely to prioritize the sending of such messages. Although we also expected that employees who had a good relationship with the leader would send more information about threats, we found they were less likely to do so. This research suggests that there may be “opaque zones” in organizations, places where employees are unlikely to warn leaders about threats and where leaders will not pay attention even if they do.
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Reiter, Dan, and Scott Wolford. "Gender, sexism, and war." Journal of Theoretical Politics 34, no. 1 (December 27, 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 distribution of power, (b) sexist leaders may initiate disputes at less favorable distributions of power than non-sexist leaders, and (c) sexist leaders adopt bargaining strategies that make it difficult for women to cultivate and benefit from reputations for resolve, even in the absence of sex differences in the willingness to use force.
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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 (October 1, 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 the type of organization, the profile of the leader and the leadership style perceived by the leader. The results of the study show that organizations that promote leadership development are associated with the number of workers, the existence of a succession planning for leaders, the presence of coaching, the leader's preference as to the origin of the leaders and transformational leadership style.
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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 (August 21, 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 future conceptualization of, and research into this issue. Two empirical illustrations, based on the suggested framework for school leaders’ cognitive complexity, are described. This novel cognitive complexity framework may help school leaders develop processes, strategies, and structures that will enable them to react effectively in uncertain and dynamic environments.
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Goel, Abhishek, and Neharika Vohra. "Superstar Leaders." Asian Case Research Journal 12, no. 02 (December 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 practices. Issues on leadership, organizational culture, and people management presented in this case are relevant across industries and organizations.
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Mayseless, Ofra. "Attachment and the leader—follower relationship." Journal of Social and Personal Relationships 27, no. 2 (March 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-social and follower-empowering leadership styles, leadership effectiveness, and positive outcomes for followers. I suggest promising directions for future research (e.g., the study of attachment to political or destructive leaders) and emphasize the importance of contextual moderators (military vs. commercial organizations) and leaders’ “caregiving” behavior.
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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 (August 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 spare nonculpable leaders who do the same. Taken together, my findings underscore the need to appreciate more fully the role individual leaders play in bringing their states to war.
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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 (January 29, 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 followers’ inferred developmental intention and subsequently, perceived leader effectiveness, whereas in East Asian cultures where vertical collectivism is high, leaders’ angry feedback reduced the two variables to a lesser extent or did not have any effect. In contrast, there was a culturally convergent emotional effect: the impact of leaders’ angry feedback on followers’ negative emotions and subsequently, perceived leader effectiveness was the same, regardless of the level of vertical collectivism. Originality/value This research is the first to demonstrate that culture – in particular, the dimension of vertical collectivism – has different impacts on the two mechanisms (i.e. cognitive and affective) through which leader’s angry feedback influences followers’ perceived leader effectiveness.
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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 (October 31, 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 authenticity moderates the relationship between leader ethical influence and follower ethical behaviors. The effect is significant and substantial. Leader ethical influence has a significant, yet marginal effect on follower prosocial motivation, which, in turn, strongly relates to follower ethical behaviors. Research limitations/implications Although leader authenticity is a value in itself, it says little about the contents of leaders’ ethical values. Thus, future research should not confound authentic leadership with ethical leadership. Prosocial motivation is a comparatively stable characteristic of individuals, which is rather resilient against leader influence. Practical implications “Softer” means of leader influence are effective in the coercive context of public command-and-control organizations. By cascading down the hierarchy, ethical values disseminate throughout the organization. The study draws these conclusions within the limitations of a cross-sectional analysis. Originality/value This study is the first to investigate the moderating role of perceived leader authenticity in the relationship between leader ethical inspiration and follower ethical behaviors.
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Mortimore, Roger, Paul Baines, Ian Crawford, Robert Worcester, and Andrew Zelin. "Asymmetry in leader image effects and the implications for leadership positioning in the 2010 British general election." International Journal of Market Research 56, no. 2 (March 2014): 185–205. http://dx.doi.org/10.2501/ijmr-2013-061.
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Using national survey data on voters’ perceptions of party leaders during the 2010 British general election campaign, we use logistic regression analysis to explore the association between specific image attributes and overall satisfaction for each leader. We find attribute-satisfaction relationships differ in some respects between the three main party leaders, demonstrating that leader image effects are not symmetrical across leaders. We find evidence that negative perceptions have more powerful effects on satisfaction than positive ones, implying that parties should seek to determine a leader's image attribute perceptions measured against the public's expectations of them on the same dimensions. The positions that campaigners ought then to choose are those that will have the most beneficial effect in encouraging voting behaviour for each particular leader or discouraging voting behaviour for an opponent.
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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 (April 22, 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 competent leaders are more likely to be perceived as embodying prototypical leadership qualities, such as generativity (the motivation to support employees’ growth and development), reducing in turn negative employee reactions such as employee conflict involvement with the leader. Design/methodology/approach To test these hypotheses, three studies were conducted: Study 1 was a dyadic field study (n = 121 dyads) among employees and their direct supervisors. Study 2 was a time-lagged study among employees (n = 227) and Study 3 was a scenario experiment (n = 372). Findings In line with the hypotheses, Study 1 showed that leader age strengthens the negative relationship between perceived leader competence and employee conflict involvement with the leader. Study 2 and Study 3 showed that the leader’s perceived generativity mediates the age-conditional relationship between perceived leader competence and employee conflict involvement with leaders. Originality/value These findings underscore the importance of employee ILTs regarding prototypical leadership characteristics in shaping leader-employee conflict and highlight the moderating role of leader age in this relationship.
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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 (June 26, 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 of LMX in transmitting the effect of the leader’s trust on members’ task performance. Analyses of the data collected from soldiers and platoon leaders in the South Korean army support these hypotheses.
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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 (August 2018): 15047. http://dx.doi.org/10.5465/ambpp.2018.15047abstract.
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Drain, Nicholas P., Christopher D. Murawski, Benjamin B. Rothrauff, Stephanie A. Boden, Nyaluma N. Wagala, Emily A. Whicker, Bryson P. Lesniak, and Volker Musahl. "Freddie Fu: A Leader of Leaders." Knee Surgery, Sports Traumatology, Arthroscopy 30, no. 1 (January 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 (June 14, 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 (August 13, 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 leaders with four years of tenure. Moreover, such conflicts are more likely to result in higher fatality levels. These results further indicate that leader tenure is a useful proxy for uncertainty.
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DiLorenzo, Matthew. "Leader Survival, Sources of Political Insecurity, and International Conflict." Political Research Quarterly 72, no. 3 (September 14, 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 disasters not only affect the risk that all types of leaders lose office but that they do so by creating threats that operate through different mechanisms in different domestic institutional contexts. I find that deaths from disasters are positively associated with conflict initiation among large-coalition leaders throughout the period of 1950 to 2007. I also find that neither disaster deaths nor events are related to conflict behavior for small-coalition leaders. In arguing that not all threats to leader survival matter for international conflict, the paper offers an important qualification to theories of leader survival and international conflict.
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Drescher, Gesche. "Delegation outcomes: perceptions of leaders and follower’s satisfaction." Journal of Managerial Psychology 32, no. 1 (February 13, 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 results. Mediation analyses revealed that leader likeability mediates the relationship between delegation and employee’s job satisfaction. Practical implications The study emphasizes the meaning of delegation for leaders and organizations. By transferring responsibilities and decision-making responsibilities, leaders can improve their image among their employees and enhance job satisfaction. Originality/value This study investigated employees’ perceptions of leaders with regard to performance-related and affective responses to delegation. The results are combined with findings on employee job satisfaction. The study fills an important gap in leadership research. Experimental data combined with field survey data show that the delegation of responsibilities is associated with positive impressions of leaders.
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Caves, Lonzo. "Lifelong Learners Influencing Organizational Change." Studies in Business and Economics 13, no. 1 (April 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. Psychological contracts motivate employees intrinsically, and in ways that go beyond the confines of the physical contract signed between employees and management. Organizational leaders honor psychological contracts to take advantage of the talented employees that can benefit the organization. Psychological contracts assist leaders guiding their organization through changes by creating intrinsic motivators to develop an understanding of expectations. Changes that need to occur should be well communicated and implemented at a time that offers the organization and advantage rather than a setback. Leadership differs from management by requiring an alternative approach when dealing with employees and how to direct change at the individual, group, or larger system level. Organizational leaders create an environment for change that must be nurtured for the employees to commit to following the leader. Organizational change develops throughout the life cycle of an organization and is dependent on the organizational leader’s willingness to continue to learn.
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Kamau, Joyce. "Credible–Authentic Leadership Principles." European Journal of Business and Management Research 7, no. 5 (October 7, 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 come in handy to restore hope, confidence and optimism in leadership. It’s very clear from the available literature that credible and authentic leadership has a significant effect on a leader’s effectiveness as well as that of his/her followers. This paper seeks to explicate various principles that enable leaders to develop credibility and authenticity. The paper has also analyzed various discussions on leadership credibility & authenticity and concluded that developing and strengthening leadership credibility and authenticity is an ongoing process.
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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 (August 17, 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 policy recommendations about a public health issue when those recommendations are made by a female leader rather than a male leader. Using a survey experiment with American citizens, we compare individuals’ willingness to comply with policy along three dimensions: social distancing, face covering, and contact tracing. Our findings show that a leader's gender has little impact on policy compliance in general during the pandemic. These findings carry important implications for successful crisis management as well as understanding how a crisis in a nonmasculine issue context influences the effectiveness of a leader's ability to implement measures to mitigate the crisis.
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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 (October 31, 2023): 3419–21. http://dx.doi.org/10.55248/gengpi.4.1023.102905.
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Singer, Ming S. "Transformational vs Transactional Leadership: A Study of New Zealand Company Managers." Psychological Reports 57, no. 1 (August 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 addition, the ratings of ideal leader showed that managers in this study preferred working with leaders who are more transformational than transactional.
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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 (August 1, 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 authority through two classes of exceptional management activities: “emergency rescue” and “promotion activities”. The successful realization of exceptional management activities benefits from a leader’s management experience accumulation and relationship maintenance with the government. In the “design” path of authority formation, leaders consolidate and improve their authority by exercising their position of power. Leaders’ legitimacy is reflected by making strategic decision and demonstrating discretion of position power. Additionally, passing on an inspiring leader’s thoughts and ideas to an organization’s members is accomplished through the construction of organization culture, institutionalization and convention. Research limitations/implications First, the findings are based on only Liu Chuan-zhi’s case. The authors still need more cases to compare and develop the findings and seek theoretical saturation in a broader sense. Second, the qualitative analysis is based on secondary data and future research could consider the introduction of interviews, video and other types of research data. Originality/value Under the parallel paths which are “evolution” and “design”, the dynamic leader authority formation model in China is founded.
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Clifton, Jonathan. "The in situ construction of leader identity in a leader’s life story during an alumni talk to MBA students." Leadership 14, no. 6 (May 5, 2017): 622–43. http://dx.doi.org/10.1177/1742715017706644.
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Analysis of leaders’ life stories is widely regarded as a way of getting to the “just whatness” of leader identity. However, most research that makes use of leaders’ life stories considers the story to be a resource for investigating leader identity. Little, if any, research considers leaders’ life stories as a topic for research and investigates the in situ, context sensitive, interactional accomplishment of such stories. Using a video-recorded extract of an alumni talk to MBA students at an American business school, taking a social constructionist approach to identity, and using positioning theory as a methodology, the purpose of this paper is to reveal the “nitty gritty” of talking oneself into being as a “leader” through the in situ telling of a life story as a “leader’s” life story. Findings indicate that such a leader identity is constructed from a complex interplay of (1) characters in the storyworld, (2) the here-and-now interaction of the participants during the storytelling, and (3) wider societal Discourses of what is, and is not, an acceptable leader identity.
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DeWitt, Dionnie. "Adaption and Memory: The Reckless Leader and The Effects of the First Family." European Journal of Behavioral Sciences 3, no. 3 (December 30, 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 filtering it through adaption and memory, with memory being a significant part of this paper. The overall platform is looking at (reckless) leadership through the lens of religion (Christianity) with a philosophical undertone using personal reflections. The results for this research, under the assumption, of using the qualitative method and using two qualitative designs, helped with data collection. The narrative approach and the phenomenological approach show the leader's evolving behavior and the first family's behavior through personal observation with testimonies to expose the effects of their memory. Scriptures are used to expose or reveal the split leadership dynamic and how memory dictates leaders' response and behavior. Two individual stories were rendered, which more participants are needed to develop a consensus of adaption and memory in leadership and how it affects the first family. Understanding that some things are caught, and some things are taught, this study's outcome, by looking at leadership and the effects of the first family, concluding with the suggestion of furthering this research to explore a more in-depth understanding of reckless leadership in the scope of adaptation to memory.
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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 (October 17, 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 communication skills of leaders, individual competence of leaders and motivation have a positive impact on employee performance. Simultaneously the impact of the leader's communication skills and individual competence of the leader has a positive impact on employee performance.
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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 (March 22, 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 believe they possess the necessary abilities and skills to handle a task, their cognitive skills improve, leading to efficient task completion. Conversely, when leaders perceive a task as complex, they may exhibit avoidance behaviour and refrain from attempting to complete the task. These findings are useful in assessing leaders' performance under different levels of task complexity, particularly in a demanding work environment. Policymakers can also benefit from this research in understanding what triggers leader behaviour when task complexity increases. The results of this study align with previous research, indicating that a leader's State of Core Self-Evaluation and task complexity are crucial considerations in the field of management.
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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 includes two rarely investigated factors – the “length of leader-follower cooperation” and the “frequency of leader-follower interaction”. Both show an effect on the perceived VOL level; the theorized positive correlation with the frequency of leader-follower interaction is confirmed, nevertheless, somewhat surprisingly, results imply that the length of leader-follower cooperation affects negatively leader’s perceived ethicality at work. This study proves also differences in VOL based on regional company location and company size, with leaders in small companies rated significantly lower in VOL than leaders in large companies. The difference in VOL between leaders in Slovak-owned and foreign-owned companies is not established. Yet, compared to the private sector, this study confirms significantly lower VOL in the state-owned companies.
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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 (December 26, 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, although in a counterintuitive way: Drawing on the fairness heuristic and collective action research, we propose that perceiving the leader as unjust makes it less likely that followers use their leader as a role model and can motivate followers to overcome fear and resignation, eventually resulting in followers’ speaking up in cases when leaders fail to do so. Results from two studies in organizations support our assumption that jointly considering leader and follower silence can reveal surprising effects and thus inspire new research complementing current approaches to overcome silence and its detrimental effects for organizations and their stakeholders. Additionally, we discuss theoretical and practical implications regarding the role of leaders, followers, and context as antecedents of silence.
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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 paradigm of leader-follower relations. A novel approach to this leadership theoretical paradigm is replacing relevant leaders’ traits with Bourdieu capitals that effectively influence their followers. This paper reports the findings of interviews with subordinates in Malaysian architecture, civil engineering and landscape architecture consultant firms regarding the influence of the superior’s Bourdieu capitals upon their creativity. Qualitative thematic coding analysis of the interview transcripts generated the relevant Bourdieu capital categories and theme. The leader’s human, emotional, leadership, cultural and social capitals were found to influence the subordinate’s creativity motivation. The data indicate a common theme of followers’ creativity motivation through learning from leader’s superior human capital. The learning is aided by the leader’s emotional capital. Thus, Bourdieu capitals offer an innovative perspective in studying and possibly quantifying leaders’ influence upon their followers.
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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 (February 1, 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 the states of the leaders, i.e. the multi-agent systems achieve formation containment. Furthermore, an explicit expression of the formation position function is derived for each leader. An algorithm is provided to design the gain parameters in the protocols. Finally, a numerical example is given to illustrate the effectiveness of the obtained theoretical results.
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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 (February 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 checks. Egalitarian norms make recruiting costlier in oligarchies, which become weaker than monarchies. The ruler's power and limitations on entry of new leaders are derived from focal-point effects in games with multiple equilibria. The relationships of trust between leaders and their supporters are personal constitutions which underlie all other political constitutions.
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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 (January 10, 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 Kacang Kecamatan X Koto Singkarak Kabupaten Solok are: The head part is Saluak. The body part is baju hitam lapang, baju tidak bersaku, siba batanti/leher tidak berbuah, langan gadang, taburan banang emas, lilitan benang makau, cukia/ragi benang emas, motif pucuak rabuang. The trousers part is sarawa hitam gadang kaki. The accecories is Salempang, sisampiang, cawek, keris dan tungkek. The foot part is tarompa. Each name has a meaning leaders of the outfit, saluak symbolizes Minangkabau society is always consulted. Clothes and parts embodies the word leader is the result of collective consensus, the leaders are honest, patient, intelligent, and wise. Salempang implies sufficient in providing any prince in line with indigenous knowledge. Si sampiang and parts embodies the leaders knowledgeable and always helpful for others. Cawek meaning the leaders are patient and must protect its nephew. Keris symbolizes the tongue or speech of a leader. Tungkek/Stick meaning the elder person in a country and is obliged to maintain the prosperity of the country. Sarawa hitam gadang kaki implies that the prince always be on the right path and straight, and tarompa embodies a prince covered with kindness and all actions leaders must be resized. keywords: name, meaning, custom, Minangkabau
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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) (December 18, 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; and as students grow older, they are more focused on professional traits of their leader. Participants: students (N = 332) of Saratov universities aged between 18 and 25 (M = 20.4; SD = 1.9), 60.2% of young women. Methods (tools): questionnaire for the analysis of behavior and personal characteristics of youth leaders (I. V. Arendachuk, M. A. Klenova, N. V. Usova), which is based on the constructs of the “I am a leader” test (E. S. Fedorov, O. V. Eremin, in the modification of T. A. Mironova), as well as the results of the research on the personal qualities of youth leaders (I. M. Filippov). Results. Regardless of their gender, students put most value on behavioral activity of their leader. For young women, the leader’s focus on self-development is important, young men attach importance to professional qualities. As young women grow older, these same qualities of a leader increase in importance; and with age, young men put less value on professional qualities of their leader. The main conclusions. Students are more focused on the behavioral activity of their leaders than on personal qualities, however, young women are more demanding of the personality of the leader than young men. Practical significance. The results of the study can be used in psychological and pedagogical work with students to develop their leadership qualities that would allow them to be socially active and create positive changes in society.
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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 (March 29, 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 leaders differentiate LMX among followers depending on which followers provide them with access to the most social resources. In this conceptual paper, we posit that as leaders gain information about their followers’ social networks, they attribute status to each follower depending on their perception of that follower’s social capital. We then propose that key contingencies, such as a team’s psychological safety climate or a leader’s ambition, influence the relationship between social network characteristics and LMXD. Overall, our model provides a unique multilevel perspective of LMXD and provides important insights for both researchers and practitioners alike.
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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 (April 24, 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 various types of capital: by managing this capital, they climb the social ladder and exercise their power on the group. Youth organizations and movements act as a training platform for young leaders: they accumulate the required qualities and develop a certain specialization. As a result, they develop potentials that depend on the activity of the youth organization, which, in turn, diversifies the leader’s position in the organization. In general, youth organization leaders herald the interests and needs of their group, while pursuing their own goals.
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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 (August 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: goals, leader and follower motives, rate of success, and relation to dominant elites. In communal movements, the leader had more autonomy in setting goals, and followers were more loyal to him. Such movements were more idealistic. In associational movements, leadere and followers emphasized individualistic and material goals and motives. Elites attempted to coopt communal leaders more, because of the leaders’ more arbitrary power. Communal leaders reisted that if they had strong internalized values. Values penetrate movements through leaders. Communal social fabrics support new social movements in Japan, contrary to the Western experience, where such movements arise in more associational, middleclase fabrics.
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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 (May 5, 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 options with regional capacity characteristics. The study compared eleven variables with positive and negative features, either directly or through local leaders' Regional House of Representatives elections. Democracy is implemented according to regional capability indicators in both models. Comparing the electoral systems for local leaders in Indonesia and India shows that an asymmetric model that accounts for geographical, sociological, and cultural factors can uncover clustering in direct and indirect elections. Regional capacities and disparities prevent standardizing the regional election model. The local leader's electoral options should be revised according to geographical heterogeneity</p>
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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 (January 4, 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 with burnout among nurse leaders. MATERIALS AND METHOD: An integrative review of transformational leadership in nursing and nurse leader’s burnout was conducted using Whittemore and Knafl’s (2005) methodology. PubMed and Google Scholar were used in the literature search. Multiple combinations of the keywords and phrases “transformation leadership,” “nursing leadership,” “transformational leadership and burnout,” or “burnout among nurse leaders” were used for the literature search. To capture all articles relevant to this review, the inclusion criteria were set to peer reviewed and English articles published between 2002 and 2020 that reported on transformational leadership and nurse leader’s burnout. RESULTS: Taking into consideration the main findings, their common meanings were organized and integrated as themes including transformational leadership in nursing, burnout of nurse leaders, and burnout of transformational leaders. CONCLUSION: This integrative review explored how transformational leadership might be associated with burnout amongst nurse leaders. Overall, transformational leadership style was established as an effective leadership style at the organizational and employee levels in terms of, for example, job satisfaction. Literature showed that transformational leadership style has an association with burnout among leaders from contexts other than nursing. For nurse leaders, how this leadership style has an association with burnout needs to be investigated.
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Kaye, Beverly. "The leader's role in growing new leaders." Leader to Leader 2004, no. 32 (2004): 16–19. http://dx.doi.org/10.1002/ltl.71.
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