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1
Simic, Jelena, Marija Runic Ristic, Tamara Kezic Milosevic, and Dusan Ristic. "The Relationship Between Personality Traits and Managers` Leadership Styles." European Journal of Social Sciences Education and Research 11, no. 2 (June 10, 2017): 194. http://dx.doi.org/10.26417/ejser.v11i2.p194-199.
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This research study starts with the hypothesis that the personality traits of managers influence their leadership styles. Personality traits are taken from the model Big Five (McCrae and Costa) since it is one of the most dominant models of personality in modern psychology. Management styles (leadership) were investigated within the theories of transformational and transactional leadership, including laissez-faire style (Bruce Avolio - Bernard Bass). The research was conducted with 160 lower-level, middle-level and high-level managers in Serbia, employed in private and public sectors. From the questionnaire the NEO Personality Inventory (Serbian version, Kostić, P. 2002), and with the analysis of the main components, five dimensions of personality have been extracted: extraversion, neuroticism, conscientiousness, agreeableness and openness to experience. From the shorter version of Multifactor Leadership Questionnaire, three factors of leadership have been extracted: transformational, transactional and laissez-faire. The relationship between the received factors was checked by Pearson`s correlation coefficient and by multiple regression analysis. The received information showed that there is a statistically significant relationship between personality traits and leadership styles, and the most dominant relationship is between the transformational leadership style and extraversion (in a positive sense) and neuroticism (in a negative sense).
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Maria Noureen, Dr. Nazir Haider Shah, and Dr. Ziarab Mahmood. "Impact of Leadership Traits on School Improvement of Secondary School Principals in Azad Jammu and Kashmir." sjesr 3, no. 3 (September 29, 2020): 275–82. http://dx.doi.org/10.36902/sjesr-vol3-iss3-2020(275-282).
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The major purpose of the research was to examine the effects of leadership traits of secondary school principals on school improvement. A descriptive research method was used to conduct the study. All 2270 secondary school teachers and 317 principals of division Mirpur were the population of the study. A universal sampling technique was used for the selection of samples. A questionnaire was developed which was focused on the objectives of the study. The instrument was based on the effects of leadership traits on school improvement. The instrument was validated from two experts of the field and the reliability of the questionnaire was measured through Cronbach's alpha. The reliability of the instrument was found .823 which was excellent for using the tool. The researcher used mean and linear regression tests for the analysis of data. It was found that the leadership traits of secondary school principals had a positive effect on school improvement. Therefore, it is recommended that school principals are proposed to practice different leadership traits in their school management to enhance school improvement.
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Johnson, Andrew M., Philip A. Vernon, Julie M. McCarthy, Mindy Molson, Julie A. Harris, and Kerry L. Jang. "Nature vs nurture: Are leaders born or made? A behavior genetic investigation of leadership style." Twin Research 1, no. 4 (August 1, 1998): 216–23. http://dx.doi.org/10.1375/twin.1.4.216.
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AbstractWith the recent resurgence in popularity of trait theories of leadership, it is timely to consider the genetic determination of the multiple factors comprising the leadership construct. Individual differences in personality traits have been found to be moderately to highly heritable, and so it follows that if there are reliable personality trait differences between leaders and non-leaders, then there may be a heritable component to these individual differences. Despite this connection between leadership and personality traits, however, there are no studies of the genetic basis of leadership using modern behavior genetic methodology. The present study proposes to address the lack of research in this area by examining the heritability of leadership style, as measured by self-report psychometric inventories. The Multifactor Leadership Questionnaire (MLQ), the Leadership Ability Evaluation, and the Adjective Checklist were completed by 247 adult twin pairs (183 monozygotic and 64 same-sex dizygotic). Results indicated that most of the leadership dimensions examined in this study are heritable, as are two higher level factors (resembling transactional and transformational leadership)derived from anobliquely rotated principal components factors analysis of the MLQ. Univariate analyses suggested that 48% of the variance in transactional leadership may be explained by additive heritability, and 59% of the variance in transformational leadership may be explained by non-additive (dominance) heritability. Multi-variate analyses indicatedthat most ofthe variables studiedshared substantial genetic covariance, suggesting a large overlap in the underlying genes responsible for the leadership dimensions.
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Singer, M. S., and A. E. Singer. "Relation between Transformational vs Transactional Leadership Preference and Subordinates' Personality: An Exploratory Study." Perceptual and Motor Skills 62, no. 3 (June 1986): 775–80. http://dx.doi.org/10.2466/pms.1986.62.3.775.
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The present study was designed to explore the possible links between subordinates' personality traits and their preference for transformational vs transactional leadership style. 87 undergraduate men were required to imagine an “ideal leader” in a work situation and then go through Bass' (1984) Multifactor Leadership Questionnaire, Form 4, to describe the behavior of this ideal leader. Subjects also completed the Affiliation, Achievement, and Succorance subscales of the Edwards Personal Preference Schedule as well as a conformity rating scale. Affiliation correlated significantly with charisma, individualised consideration, and the over-all transformational leadership measure. The personality trait of conformity also correlated significantly with intellectual stimulation, indicating that “nonconformers” prefer leaders who provide intellectual stimulation. There was also a tendency for high achievers to favor such leaders. None of the other ratings of subordinates' personality traits correlated significantly with ratings of ideal leadership. The results also showed that student-subjects in the present study preferred working with leaders who are more transformational than transactional.
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Babiak, Jolanta. "Polish Managers’ Leadership Styles: Developing and Validating the Managerial Styles of a Leading Questionnaire." Polish Journal of Applied Psychology 12, no. 2 (June 1, 2014): 41–63. http://dx.doi.org/10.1515/pjap-2015-0008.
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Abstract This article develops a new measure for assessing leadership styles. A six-factor solution was identified in exploratory factor analysis (n = 139) and then was verified in confirmatory factor analysis (n = 477). The final questionnaire encompasses 51 items grouped into six dimensions: structuring, autocratic, participative, Machiavellian, rewarding, and distant. The scales’ internal consistency range from.61 to.79. Internal validity was initially supported by intercorrelations among six leadership styles. External validity was verified through correlation analysis between leadership styles and personality traits of the Costa & McCrae (1995) five-factor model.
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Dukhaykh, Suad. "Personality Traits Affecting Opinion Leadership Propensity in Social Media: An Empirical Examination in Saudi Arabia." Information 12, no. 8 (August 11, 2021): 323. http://dx.doi.org/10.3390/info12080323.
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Few studies have examined the personality traits that may predict opinion leadership behavior in social media. This study aims to examine the personality traits of individuals who use social media platforms and engage in social networking in Saudi Arabia. This study investigates the extent to which innovativeness, competence in interpersonal relationships, and extraversion affect the opinion leadership propensity in social media. The data were collected via an online structured questionnaire which was completed by a sample of 321 social media users. The results of this study show that people with a high level of innovativeness and interpersonal relationship competency are more likely to be opinion leaders on social media. However, the personality trait of extraversion does not affect the propensity to be an opinion leader. The results indicate that the effect of innovativeness on opinion leadership propensity is lower for Generation Y than Generation X.
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Hajncl, Ljerka, and Dario Vučenović. "Effects of Measures of Emotional Intelligence on the Relationship between Emotional Intelligence and Transformational Leadership." Psihologijske teme 29, no. 1 (2020): 119–34. http://dx.doi.org/10.31820/pt.29.1.7.
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The major purpose of the present study was to investigate the relationships between two measures of emotional intelligence: performance-based ability test, self-reported measure of ability emotional intelligence, and transformational leadership. Base on a sample of 177 middle-level and low-level leaders, in 16 organizations, the study tries to explain the role of emotional intelligence in the variance of transformational leadership style, after controlling for cognitive ability and five factors of personality. Vocabulary Emotion Test (VET-3), representing performance-based ability test of emotional intelligence, and Emotional Skills and Competence Questionnaire (ESCQ-45), representing self-report measure of emotional intelligence, TN-10 test of fluid intelligence and BFI - inventory of personality traits were administered to all supervisors in identifying their emotional intelligence, cognitive ability and personality traits. To evaluate the transformational leadership style, the short version of a Multifactor Leadership Questionnaire (MLQ X5) was used for 177 selfratings. The results show that VET-3 as the measure of ability EI has no relationship with transformational style. The results obtained in hierarchical regression analysis of self-ratings transformational leadership show that the personality traits were significant predictors but that selfreport measure of EI incrementally explained 5% of the variance of transformational leadership.
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Yasmin, Prof Dr Ghazala. "EXPLORING THE LEADERSHIP TRAITS TO IMPROVE JOB PERFORMANCE OF EMPLOYEES AND ACHIEVE JOB SATISFACTION (CASE STUDY: PRIVATE SCHOOLS IN PESHAWAR)." Pakistan Journal of Humanities and Social Sciences Research 1, no. 2 (December 30, 2018): 33–44. http://dx.doi.org/10.37605/pjhssr.1.2.3.
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This research explores the leadership traits that are important to improve job performance of employees in the private education sector of Peshawar Khyber Pakhtunkhwa (KP). Numerous aspects of a leader’s traits were investigated including motivational support, acknowledgement, appreciation, guidance and optimistic attitude from employees’ perspective. A self constructed questionnaire was designed and administered on teachers of reputable private schools of Peshawar, Khyber Pakhtunkhwa, Pakistan. The instrument’s validity and reliability was checked with Cronbach’s Alpha. This research uses Chi Square test in order to analyze the relationship between the multiple variables that are mentioned above and job satisfaction that in turn affects and improves the Employees’ Performance. The obtained results showed that there is a high significance between leadership traits and employees’ job satisfaction. Furthermore, the study recommends adapting an acceptable leadership style with positive traits in order to enhance the employee performance and achieve personnel job satisfaction.
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Zepp, Raymond A. "Perceptions of Good and Bad Leaders by Philippine Teachers." Journal of Management and Strategy 9, no. 1 (January 10, 2018): 66. http://dx.doi.org/10.5430/jms.v9n1p66.
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The research attempted to answer the question: “What do Philippine teachers perceive as important traits and behaviors of good and bad leaders?” Related to this were three sub questions:1. How do Philippine teachers compare with those in other countries in their perceptions on leadership?2. Do male and female Philippine teachers share similar perceptions on leadership?3. Do old and young Philippine teachers share similar perceptions on leadership?A questionnaire asked 90 Filipino teachers to rank their top three choices from among 8 traits of good leaders, then among 8 behaviors of good leaders, then 8 traits of bad leaders, and finally 8 behaviors of bad leaders. Comparisons were then drawn between the Philippine results and those in other countries, as well as between males and females within the Philippine sample, and younger and older Philippine teachers.Philippine teachers clearly valued honesty as the most important trait, and showing respect as the most important behavior of a good leader. This result is slightly different from that of some other countries, where, for example, intelligence or dependability was deemed the most important trait.Further, the study revealed several significant differences on several items between men and women, as well as between old teachers and young teachers.
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Stelmokienė, Aurelija, and Tadas Vadvilavičius. "The Impact of a Hypothetical Leader’s Dark Triad Traits in the Assessment of Transformational Leadership." Psichologija 59 (July 17, 2019): 23–36. http://dx.doi.org/10.15388/psichol.2019.2.
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For quite a long period of time, transformational leadership was related only to positive antecedents and outcomes (van Knippenberg & Sitkin, 2013). However, nowadays researchers are more invited to study the “dark side” of transformational leadership (Eisenbeiß & Boerner, 2013; Vreja, Balan, & Bosca, 2016). The model of dark triad traits (Paulhus & Williams, 2002) could be an interesting topic in this contemporary discussion. Therefore, a quasi experiment was conducted with the aim to analyze the impact of a hypothetical leader’s dark triad traits in assessing transformational leadership.
A total of 157 respondents (31 male and 126 females) participated in the quasi experiment. The average age of respondents was 24.87 (SD = 5.4) years, with the average of 4.5 (SD = 5.03) years of working experience. Most of the respondents (62.4%) had higher education. Respondents were asked to fill in the questionnaire about their dark triad traits (SD3, Jones & Paulhus, 2014), to read one of four scenarios (2 x 2 experiment design: male or female leader; a high or low expression of a leader’s dark triad traits) and to evaluate the transformational leadership of a hypothetical leader in the scenario (GTL scale, Carless, Wearing, & Mann, 2000).
The analysis revealed that the index of transformational leadership was higher when hypothetical leaders with a low expression of dark triad traits were assessed in comparison with hypothetical leaders who possessed a high expression of dark triad traits. So, the main hypothesis was confirmed. However, an additional analysis of the factors that could be also important in predicting the assessment of transformational leadership did not support the significant role of the assessor’s or the assessee’s gender or the assessing individual’s dark triad traits. Nevertheless, contextual factors in the assessment of transformational leadership deserve further attention from researchers and practitioners.
In general, the impact of a hypothetical leader’s dark triad traits in the assessment of transformational leadership is significant: the higher expression of dark triad traits, the less transformational leadership. With reference to scientific literature (Hoch, Bommer, Dulebohn, & Wu, 2018; Brymer & Gray, 2006; Jung, Chow, & Wu, 2003), transformational leadership is set as a criteria of effective leadership. Therefore, if practitioners wish to have an effective leader whom subordinates are ready to follow in their organizations, they should pay attention to how these subordinates evaluate their leaders’ dark triad traits. However, these results need confirmation in a field survey.
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Rapp, DMgt, Randy R., and Bassam Baroudi, DPM. "Leadership success within disaster restoration projects." Journal of Emergency Management 12, no. 1 (January 1, 2014): 75. http://dx.doi.org/10.5055/jem.2014.0163.
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Successful project managers draw their performance from essential leadership traits, as guided by their core values. Within disaster recovery, contractors who mitigate, repair, and reconstruct the built environment are often faced with challenges exceeding the norm. The effective leader is commonly expected to consider stakeholder motivations within distressing situations as well as other external and environmental factors when seeking to lead the project team to successful outcomes. This research is most concerned with leadership within the context of disaster restoration of the built environment. Its stimulus comes from the Restoration Industry Association (RIA)’s efforts to highlight leadership traits and core values for its Certified Restorer Body of Knowledge but would be of value to others associated with disaster recovery operations. Among organizations whose membership includes thousands of practitioners who restore and reconstruct the built environment after disasters, the RIA is the only one yet to formally and substantially research which core values and leader traits are deemed critical for the success of efforts to manage the means and methods applied on recovery job sites. Forty-six seasoned disaster restoration industry project professionals voluntarily responded to a survey questionnaire that sought their opinions about the traits and core values that they consider most important for successful disaster restoration project leadership. The most important leader traits were effective communication, professional competence, and leadership by example. The most important restoration industry values were integrity, compassion, and trustworthiness. The recognized imperative of compassion was unexpected in light of stereotypes often associated with construction-related contractors. This and other findings permit disaster response and recovery stakeholders to better understand qualities they should wish to see in leaders of contractor organizations, which they hire to restore and reconstruct the built environment after catastrophic events
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Nisar, Qasim Ali, Komal Habib, and Zalaf Arshad. "Does Ethical Leadership Influence The Organizational Outcomes? Mediating Role of Emotional Labor and Moderating Role of Followers’ Personality Traits." Journal of Management Info 5, no. 2 (July 31, 2018): 1–6. http://dx.doi.org/10.31580/jmi.v5i2.60.
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Ethical leadership is become fundamental part for the developing businesses. Due to need of caring and ethical leaders the study consider the ethical leadership aspects by considering follower’s personality traits and inadvertent effects of emotional labor on follower’s job performance and follower’s perceived stress. This implies that when leaders have high and low level of ethical leadership they show an increase in followers’ management of emotions. Study also examined that how ethical leadership influences the organizational outcomes by considering the mediating role of emotional labor and moderating role of personality traits. Questionnaire survey was used to collect the data by different banks of Gujranwala city. 200 responses were collected within one month. Result divulged that ethical leadership has negative effect on follower’s perceived stress and positive impact on follower’ job performance. After applying different statistical tools results indicated that in high ethical leadership employees not show their regulated emotions then followers stress level will increase and their performance of the job will decrease. Findings show that in moderate level ethical leadership employees showed their genuine emotions which increases their job performance and decreases their stress. Results revealed that employees management of emotions (surface acting and deep acting ) increases the employees job performance and decreases the followers perceived stress when followers personality traits are moderated. In the last of article research limitations, implications and directions for further research also included
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Zeb, Ali, Fazal ur Rehman, Muhammad Imran, Muazam Ali, and Rawdha Ghareeb Almansoori. "Authentic leadership traits, high-performance human resource practices and job performance in Pakistan." International Journal of Public Leadership 16, no. 3 (July 21, 2020): 299–317. http://dx.doi.org/10.1108/ijpl-02-2020-0011.
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PurposeThis empirical study aims to explore the linkage among authentic leadership traits and job performance via the mediating role of high-performance human resource practices (HPHRPs) in a developing country context. Social exchange theory and trait theory are widely employed in many disciplines but seldom applied to job performance among Pakistan Telecommunication Company Limited (PTCL) employees.Design/methodology/approachThe sample of the study is PTCL's employees. A cross-sectional design was employed and data was collected from 377 employees via questionnaire. This is an exploratory study; therefore, partial least square–structural equation modeling (PLS-SEM) was employed to answer the research questions.FindingsThe findings of this study revealed that relational transparency, directly and indirectly, influenced job performance with the partial mediating role of selective staffing and extensive training. Furthermore, balance processing, directly and indirectly, influenced job performance with the partial mediating role of incentive reward, while self-awareness, internalized moral perspective, employment security and result-oriented appraisal were insignificant influences on job performance.Practical implicationsThe results of the study delineated practical applications for both the researchers and policymakers. The results of this study would also augment the body of knowledge on human resource practices in both developed and developing countries.Originality/valueThis study found and reported authentic leadership traits and HPHR as the main sources of job performance in PTCL. This study empirically examined the influence of authentic leadership traits on job performance with the mediating role of a bundle of HPHRPs in a developing context.
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Flemming, Paul Llwellyn. "Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment." International Journal of Business and Social Research 7, no. 01 (March 19, 2017): 44. http://dx.doi.org/10.18533/ijbsr.v7i01.1033.
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<p>Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X), and the Organizational Culture Assessment Instrument (OCAI) to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.</p>
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Erdel, Didem, and Mehmet Takkaç. "INSTRUCTOR LEADERSHIP IN EFL CLASSROOMS AND THE OUTCOMES: THE EFFECTS OF TRANSFORMATIONAL AND TRANSACTIONAL LEADERSHIP STYLES." TEFLIN Journal - A publication on the teaching and learning of English 31, no. 1 (June 12, 2020): 70. http://dx.doi.org/10.15639/teflinjournal.v31i1/70-87.
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In this study, classroom leadership styles of English language instructors were investigated within the Full Range Leadership (FRL) framework with the purpose of determining the relationship between instructors’ leadership styles and the outcomes of leader (the instructor in the classroom context) effectiveness, students’ extra effort and student satisfaction. Classroom Leadership Instrument, a modified version of Multifactor Leadership Questionnaire, was administered to 300 students from English Language Teaching and English Language and Literature Departments at a Turkish state university. Research data were analyzed through inferential statistical tests and the results revealed that transformational leadership and active traits of transactional leadership significantly correlated with all three leadership outcomes. Consequently, the instructors with such leader characteristics appeared to be more effective teachers, whose students felt more satisfied with their teaching and displayed extra effort at a higher extent in the courses.
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Goldring, Ellen, Xiu Cravens, Andrew Porter, Joseph Murphy, and Steve Elliott. "The convergent and divergent validity of the Vanderbilt Assessment of Leadership in Education (VAL-ED)." Journal of Educational Administration 53, no. 2 (April 13, 2015): 177–96. http://dx.doi.org/10.1108/jea-06-2013-0067.
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Purpose – The purpose of this paper is to contribute to the ongoing dialog of whether and how instructional leadership is distinguished conceptually from general leadership notions, such as charisma, and to continue the ongoing psychometric research on the The Vanderbilt Assessment of Leadership in Education (VAL-ED) by examining its convergent and divergent validity. The authors hypothesize that the VAL-ED will be highly correlated with another measure of instructional leadership, but will be weakly correlated with more general measures of leadership that are rooted in personality theories. To test the convergent validity the authors implement the Hallinger and Murphy (1985) Instructional Management Behavior of Principals (IMBP) inventory, (Hallinger and Murphy, 1985; Hallinger, 2011). The authors use an instrument for emotional intelligence, Trait Emotional Intelligence Questionnaire (TEIQue) as the divergent measure (Petrides et al., 2007). Results indicate that principals and teachers have different perceptions of leadership concepts. Design/methodology/approach – The sample of schools in this study included 63 schools, 47 elementary, seven middle, and nine high schools from eight districts in six states in the US correlational analyses and regression are implemented. Findings – The three sets of correlations from teacher responses about their principals among the three measures of the VAL-ED, TEIQue, and PIMRS (0.715, 0.686, and 0.642) are similar in size and all quite high. The picture is different for principals’ self-ratings, however. The VAL-ED is more strongly correlated (0.492) with PIMRS than with TEIQue (0.119), providing some evidence for convergent validity between learning-centered leadership and instructional management, and divergent validity when compared with emotional intelligence traits. The correlation between teachers and principals on the VAL-ED is only 0.17. Research limitations/implications – An interesting finding of this study is that principals can discriminate between instructional leadership measures and emotional traits when self rating, while teachers rate their principals similarly, and do not seem to discriminate between instructional leadership practices, as measured by the VAL-ED or PRIMS, and general traits associated with leadership effectiveness, as measured by the TEIQue. This paper discusses the theoretical and practical implications of these findings for both understanding the limitations of rating scales measuring instructional leadership, and their uses for evaluation purposes. Furthermore, teachers seem to perceive and understand these leadership traits differently than principals suggesting the need for training in how to use and interpret the results. Originality/value – Educator accountability has placed principal evaluation and assessment at the forefront of reform debates. There is limited research on 360 degree evaluation systems. Rating scales of principals’ instructional leadership, are being used for assessing principals’ strengths and weaknesses in making decisions about tenure, merit pay, and ongoing professional development. Given the significance of these decisions it is important to ensure that principal evaluation instruments are valid.
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Almutairi, Mohammad A. O. J., Abdullah A. O. J. Almutairi, Ali S. S. Almarri, and Bader Ali KH M. Almutairi. "Ethical Leadership Impact on the Turnover of Islamic Banks in Kuwait." International Journal of Business and Management 15, no. 1 (December 12, 2019): 77. http://dx.doi.org/10.5539/ijbm.v15n1p77.
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This study aimed at identifying the impact of ethical leadership on work turnover in Islamic banks in Kuwait. The study population consisted of 5685 administrators working in Islamic banks in Kuwait. A random stratified sample amounting 360 administrators was selected for the purpose of questionnaire distribution. 302 questionnaires were recollected valid for analysis representing 83.9% of the total sample.
The researcher concluded several results, most notably that there is a statistically significant impact at (α≤0.05) level of ethical leadership with its dimensions (personal traits, behaviors and human relations, administrative qualities and decision-taking) in work turnover in Kuwaiti Islamic banks.
The recommendations focused on paying attention of Islamic banks managers of in Kuwait practicing ethical leadership in all fields, and studied have to provide appropriate organizational climate to maintain the continuity of competent staff in the bank and adopting training programs for Islamic banks managers that contribute in developing knowledge levels for ethical leadership practicing requirements and its role in reducing the work turnover.
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Benavides, Cristóbal, Francisco Javier Pérez-Latre, Alfonso Sánchez-Tabernero, and María José Bosch. "How editors and publishers perceive their leadership behavior in Chilean and Spanish newsrooms. An approach from transformational leadership." Revista de Comunicación 18, no. 2 (August 23, 2019): 51–71. http://dx.doi.org/10.26441/rc18.2-2019-a3.
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In the media industry, fast innovations and increasing competition require a high degree of corporate leadership (Koryak, Mole, Lockett, et al., 2015). The study of leadership appears to be an increasingly relevant issue. This research aims to find out to what extent leaders (editors and publishers) behave and understand their roles in Chilean and Spanish newsrooms. A questionnaire was applied to measure and identify leadership traits that are considered crucial, thus making possible to acknowledge transformational leaders and differentiate efficient leaders from ineffective. The results show that editors believe they have the ability to inspire, share goals and understand what is important, in contrast with the working experiences of their employees, that often have a low opinion of media companies as places to work.
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García Carreño, Ingrid Del Valle, Luis Vicente Amador Rodriguez, and Macarena Esteban Ibañez. "Principals Profiles about Distributed Leadership: A Descriptive Study through Analysis of Multiple Correspondences of the Elementary Schools from Madrid, Spain." International Journal of Education 10, no. 2 (May 7, 2018): 1. http://dx.doi.org/10.5296/ije.v10i2.12619.
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Within the emerging leaderships there is no doubt that distributed leadership (DL) is a relevant concept for culture of the educational sector. DL is understood as a form of shared leadership that is based on a more collective and inclusive philosophy of traditional leadership theory that focuses on the skills, traits and behaviours of the leading individuals. The objective of this communication is to determine the DL profiles of the directors of some primary schools in Madrid. Method. Descriptive study through analysis of multiple correspondences and SPAD, with the questionnaire validated ad hoc practices of distributed leadership. The exhibition comprises a total of 23 schools (16 Public schools and 7 colleges) and 13 principals and 10 directors. In the community of Madrid Capital, Spain. Results. The profiles of the leaders found are eight, product of factors 1 and 2 (formal leader, innovator, Bureaucrat, organizational poietic) and factors 2 and 3 (instructional, training, empowerment, collaborative). Discussion. The profiles in this case can generate the self-knowledge of directives strengths and weaknesses, which arise as key conditions to initiate the practice of DL. It goes towards the assertive distribution of power, from the organization of the centre, from the traditional to the bureaucratic.
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Li, Wenjing, Tahseen Ahmed Bhutto, Ali Reza Nasiri, Hamid Ali Shaikh, and Fayaz Ali Samo. "Organizational innovation: the role of leadership and organizational culture." International Journal of Public Leadership 14, no. 1 (February 12, 2018): 33–47. http://dx.doi.org/10.1108/ijpl-06-2017-0026.
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Purpose The purpose of this paper is to approach the issue of how organizational innovation can be accelerated with the support of leadership structures and the organizational climate, specifically taking into account the top innovative universities of the world, which has not been found in previous empirical studies. Design/methodology/approach A survey, based on a deductive approach, is adopted since the questionnaire for organizational innovation is designed for organizations in order to measure organizational innovation, widely used by experienced employees from senior managers to all kind of employees (Caird et al., 2013) facilitating the European Commission work, whereas for transformational leadership, a Multifactor Leadership Questionnaire (Bass and Avolio, 1994) is utilized. A complete online questionnaire was developed for collecting data, and the PLS-SEM statistical technique is used for analysis and results. Findings Top innovative universities of the world mostly have a transformational leadership style directly triggering organizational innovation which is consistent with the previous studies, while transactional leadership is having a positive relationship with organizational culture and innovation, but the results were statistically insignificant. Research limitations/implications Based on this research and other previous studies, it is suggested that universities across the world ought to imply transformational leadership traits and style which have fostered organizational innovation in the top-ranked innovative universities in developed nations, whereas more factors needed to be studied so that comprehensive guidelines should be provided to universities and research institutes where innovation is stagnant and passive. Practical implications The finding has practical implications, suggesting that universities and research institutes should draft and implement guidelines where leaders with certain traits and norms can play a role to nourish an environment where stakeholders think outside the box, with learning and knowledge creation, and proactive contribution beyond responsibilities, obligations, and compulsion. Social implications This study has suggested that less innovative universities should draft and design leadership and cultural enriching plans so that society, organizations, and commercial firms could foster innovation, ultimately benefiting general public and society. Originality/value Very few of the scholars have investigated from the perspective of innovative universities, where knowledge is created and flows into organizations, either governmental or private, and society in general. As a result, this study aims to investigate how leadership has impacted the culture of knowledge creation and innovativeness in the top 100 innovative universities. So, this is among rare studies where universities are suggested to adopt innovation supporting culture and leadership.
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Ab Majid, Md Noh, Shazalina Mohamed Shuhidan, Emiza Tahar, Sarimah Abdul Latiff, and Nurafida Abdul Talib. "The leadership performance of departmental heads in an institution of higher learning in Malaysia." Social and Management Research Journal 7, no. 2 (December 1, 2010): 59. http://dx.doi.org/10.24191/smrj.v7i2.5192.
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Higher learning institutions in Malaysia recently became a subject of scrutiny by stakeholders and the public at large. Its managerial and leadership performance were being assessed through various perspectives. A pilot study was conducted to measure the performance of the heads of department leadership, with an objective to identify factors that drive their leadership performance. One hundredand twenty twofull-time managerial/professional and supervisory staff in Universiti Teknologi MARA (UiTM) Terengganu, Malaysia, participated in this survey. The questionnaire was adopted from an international management survey to measure the effectiveness of the management capability of Malaysian organizations. The results from the survey showed that there were different perceptions between the academic and non-academic staff in UiTM of the ability of the heads of department leadership performance in developing the organization's capability. The survey also concluded that visionary & strategic leadership; and leadership skills & personality traits of these department heads were pivotal in shaping their leadership performance in UiTM Terengganu.
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Cook, Karen Frances. "Self-Percieved Traits of Servant Leadership in AmeriCorps Volunteers: A Mixed-Method Concurrent Explanatory Study." Creighton Journal of Interdisciplinary Leadership 1, no. 1 (May 15, 2015): 24. http://dx.doi.org/10.17062/cjil.v1i1.21.
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<p>Although the tenets of modern servant leadership originated by Greenleaf (1970) have long been applied to service enterprise, no known research has applied the principles to the self-perception of AmeriCorps volunteers who commit to one year of service. The purpose of this mixed-method study was to determine whether volunteers who commit to one year of national service identify with characteristics and behaviors of modern servant leadership in order to operationalize the volunteer leadership experience for both the volunteer and the sponsoring agency, and to provide volunteers with personal awareness of their experiences. The quantitative portion of the study employed the results of 51 self/leader reports of Barbuto and Wheeler’s (2006) Servant Leadership Questionnaire (SLQ) to discover that some significance existed between their original study and this study. The qualitative portion involved gathering information from 10 semi-structured, individual interviews. Analysis revealed two major themes: personal awareness responses and direct action responses. These themes supported favorable responses to the research questions. Empirical and narrative responses allow directors and leaders of AmeriCorps and long-term service programs to consider alternatives by which to discern incoming applications, reinforce candidate self-awareness, and provide a foundation for future research.</p>
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Sibongiseni Ngcamu, Bethuel. "Transformation through the lens of leadership capabilities in South African universities." Problems and Perspectives in Management 18, no. 3 (August 14, 2020): 67–80. http://dx.doi.org/10.21511/ppm.18(3).2020.06.
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The university leaders of the 21st century have failed to expose the transformation needs and demands of their institutions and have only implemented transformational strategies and measures that suit their career endeavors. This has been compounded by their lack of personal, interpersonal, and cognitive capabilities, which are essential in driving, shaping, and achieving the transformation agenda of their respective institutions. Against this backdrop, this article ascertains university leaders’ knowledgeability of factors and their understanding of change initiatives that could drive and achieve universities’ transformation agenda. The leadership traits, cognitive abilities, and qualities that can also influence transforming universities are assessed in this empirical study. A quantitative research approach was adopted in this comparative study, where a structured questionnaire was distributed to 191 respondents. A 70% response rate was obtained at the Durban University of Technology (DUT), while 59% was achieved at the Cape Peninsula University of Technology (CPUT). The Statistical Package for the Social Sciences (SPSS) version 12 was used to capture and analyze the data. This study has the potential to influence university leaders in totality in their nomenclature on transformation and the traits needed for effective transformation. The current research study revealed fascinating results that leaders from both the universities believed that transformation refers to restructuring rather than the widely shared narrative of addressing the racial imbalances of the apartheid era. Furthermore, the results suggest that the university leaders understand their institutional transformation agendas although the freedom of speech and open debates are not promoted and that leaders are not good listeners.
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Witton, Frederick, Eziaku Onyeizu Rasheed, and James Olabode Bamidele Rotimi. "Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand." Buildings 9, no. 9 (August 28, 2019): 195. http://dx.doi.org/10.3390/buildings9090195.
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Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.
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Stelmokiene, Aurelija, and Aukse Endriulaitiene. "Transformational leadership in perception of subordinates." Baltic Journal of Management 10, no. 3 (July 6, 2015): 331–44. http://dx.doi.org/10.1108/bjm-05-2014-0084.
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Purpose – The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the interactive predictive value of perceivers’ personality traits and social identification. Design/methodology/approach – The self-administered questionnaires that consisted of global transformational leadership scale, social identification questionnaire and NEO-FFI from 505 employees provided data for this study. Cross-sectional methodology, group comparison, correlational and linear regression analyses, structural equation modeling were used to answer the main research questions. Findings – Results of this study suggest that integrative model in which social identification and neuroticism are predictors of perceived transformational leadership and extraversion and agreeableness have links with social identification explains how subordinates perceive transformational leadership. More extraverted and agreeable subordinates tend to report higher levels of social identification with work-unit that together with less emotional stability are related to seeing leader as more transformational. Research limitations/implications – Self-report data may bias the results due to social desirability. Future research should include group’s and individual’s prototypes as important variables in the model that explains perceived transformational leadership. Practical implications – Data of the study revealed that social characteristics of subordinates are important factors in a process of meaning making about a leader. Moreover, human resource managers should be aware that different team building interventions are recommended to employees with different personality profiles. Originality/value – This study is based on a leading transformational leadership theory from under-estimated follower-centric perspective. In addition, it specifically examines interactive predictive value of individual and social subordinates’ characteristics to perceived transformational leadership.
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Faheem, Muhammad Asim, Ishfaq Ahmed, Insya Ain, and Zanaira Iqbal. "Authentic leadership and follower’s role ethnicality: the role of leader’s ethical voice and ethical culture." International Journal of Ethics and Systems 37, no. 3 (May 19, 2021): 422–41. http://dx.doi.org/10.1108/ijoes-09-2020-0150.
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Purpose The ethical issues arising at work demand the role of both leader and employees, but how both the levels are linked in determining the ethical responses is an area that has not gained due attention in the past. Against this backdrop, this study aims to address the influence of a leader’s authenticity and ethical voice on ethical culture and the role ethicality of followers. Design/methodology/approach Survey design has been used, and a questionnaire is used to elicit the responses. In total, 381 filled questionnaires were used for data analysis. Findings The findings of this study highlight the role of authentic leadership in predicting the role ethicality of followers both directly and through the mediation of ethical culture. Furthermore, a leader’s ethical voice strengthens the authentic leadership and outcome relationships (with ethical culture and followers’ role ethicality). The moderated-mediation mechanism has proved as the leaders’ voice foster the indirect mechanism. Originality/value There is a dearth of literature that has focused on leadership traits (authenticity) and behavior (ethical voice) in predicting the followers’ outcomes (perceptions – ethical culture and behaviors – role ethicality). The moderated-mediation mechanism has been unattended in the past.
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Flemming, Paul L., and Barbara E. Flemming. "The Link between Transformational Leadership Traits and Corporate Culture Types: The Prerequisites for Sustainable Performance in Public and Private Sectors Organizations." Business and Management Studies 3, no. 3 (March 1, 2017): 55. http://dx.doi.org/10.11114/bms.v3i1.2255.
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This study has investigated the link between transformational leadership styles, corporate organizational culture types and performance in four public sector organizations. The objective of this research was to examine the effect of individual leadership traits, and culture types on performance in public organizations there by validating the arguments made by scholars and practitioners that organizational performance is more evident in private sector corporations. The behavior elements examined in this study were idealized influence behavior, inspirational motivation, intellectual stimulation, individualized consideration, idealized influence and effectiveness. The cultural variables used were clan culture, adhocracy culture, market culture, and hierarchal culture. This study utilized a survey designed and implemented a quantitative methodology. The analysis used primary data produced by the Multifactor Leadership Questionnaire (MLQ) to administer on 200 respondents from four of the largest public sector organizations in the United State Virgin Islands to examine the relationship of transformational leadership, organizational performance and corporate organizational culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and innovation in mature public and private sector organizations.
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Katasanovas, Vytautas, Vidmantas Katasanovas, and Žilvinas Stankevičius. "INNOVATIVE LEADER IN HIGHER EDUCATION." Laisvalaikio tyrimai 1, no. 9 (2017): 1–10. http://dx.doi.org/10.33607/elt.v1i9.236.
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Research background.Changing higher education environment, global competition of universitiesand colleges, need to react to the changes in labour market created new challengesfor highereducationinstitutions, that must implement innovations that help to keep their activityeffective and improve it.One ofthe traits of effective leadership is innovative leadership in higher educationinstitutionthat is especiallyoriented towards implementing changes in universities and colleges. Challenges for higher educationinstitutionin the context of innovations are widely determined in scientific literature. It is important to identifywhat are the roles of innovative leader in higher education, and to research the level of innovative leadershipin Lithuanian higher educationinstitutions.The object of the research is the innovative leader in highereducation.Goal of researchisidentify main roles of innovative leader in higher education and to determine howthey manifest at higher education organization “Kauno kolegija”.Methods of research.Methods of analysis and systemising were used performing theoreticalliterature analysis. Method of questionnaire survey was used to perform an empirical research, that is, toevaluate how roles of innovative leader manifest at higher educationinstitution“Kauno kolegija”(n= 49).Questionnaire was prepared,Cronbach’s Alpha= 0.76.Results and findings.Analysis of theoretical literature revelsthat working with people is an importantpart of innovative leader’s agenda. Such a leader should use style of transformational leadership (idealizedinfluence, inspirational motivation; intellectual stimulation, individualized consideration). On the other hand,innovative leader should take part in innovation process. He should initiate important innovations that wouldimprove higher education environment (help a university or college to correspond to challenges of our times;implement new methods of activity and education; stimulate meaningful researches; implement innovationsthat prepare students for international and internal labour market), and also take part in planning and executinginnovations.Results of empirical research performed in higher educationinstitution“Kauno kolegija” reveal thatinnovative leadership is yet not fully implemented in this organization. Abilities of formal leaders to act asinnovative leader and work with people as a transformational leader are not sufficient. Leadersin thisorganization do not take an adequate role starting innovations that would help organization to cope withchallenges of our times, management innovation,or innovationshelping students to become prepared forinternational labour market is rather weak.Main conclusions:1.Innovative leader should play two main roles in higher education organization: working with peopleusing the style of transformation leadership; and working with innovation process, stimulated right innovationscorrespondingtothe challenges in higher educationinstitution’s environment.2.Abilities of formal leadersin higher educationinstitution“Kauno kolegija”to act as innovativeleader and work with people as a transformational leader are not sufficient; role of innovative leaders inimplementing innovations that helpinstitutionto cope with challengesin the environmentis rather weak.
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Firman, Firman. "THE EFFECT OF WORK CLIMATE AND LEADER TRAITS ON TEACHER JOB SATISFACTION JAMBI CITY STATE HIGH SCHOOL." Journal of Accounting and Finance Management 1, no. 1 (June 15, 2020): 9–23. http://dx.doi.org/10.38035/jafm.v1i1.7.
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The purpose of this study is to examine the direct influence of the work climate and the characteristics of leaders on job satisfaction of teachers in Jambi City Public High School. This study uses a quantitative approach with the research subjects of SMA Negeri 1 Jambi City, SMA Negeri 3, SMAN Negeri 4, and SMA Negeri 5 Jambi City with a sample of 63 students. The instrument used for data collection in the form of a list of questions or questionnaire. Data collected from respondents were then processed using path analysis. Before carrying out statistical analysis, the data must meet the requirements of the analysis prerequisite tests that will be used. The tests were the normality test, linearity test, homogeneity test. The results showed that the work climate had a significant effect on job satisfaction in the amount of 12.2% with a significance level of 0.005. The nature of leadership has a significant effect on job satisfaction in the amount of 10.3% with a significance level of 0.009. If teacher job satisfaction reaches a percentage level of 100%, then 10.3% is contributed by the nature of leadership. Work climate and leadership characteristics have a significant effect on job satisfaction in the amount of 14.4% with a significance level of 0.009. If teacher job satisfaction reaches a percentage level of 100%, then 14.4% is contributed by the work climate and the nature of leadership.
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Al-Mansoori, Reem S., and Muammer Koç. "Transformational Leadership, Systems, and Intrinsic Motivation Impacts on Innovation in Higher Education Institutes: Faculty Perspectives in Engineering Colleges." Sustainability 11, no. 15 (July 28, 2019): 4072. http://dx.doi.org/10.3390/su11154072.
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Learning institutes are unique places for innovation, technical transformations, and social changes, which are the main pillars for sustainable development. The purpose of this study was to examine the innovation capacity building through the impact of transformational leadership on followers’ satisfaction and output in two engineering colleges: one in a public university in the United States and the other in an International Branch Campus in Qatar. The Multifactor Leadership Questionnaire was used to assess leadership style, and three output indicators were chosen to represent innovative outputs. Innovation-driven systems and Intrinsic motivation were other innovation drivers assessed through the designed survey. The Statistical Package of Social Science was used to identify the correlated constructs of leadership styles and outcomes. The explanatory sequential mixed method helped explain the underlying reasons for the quantitative results through interviews with faculty. The study showed that leaders (deans) exhibited different ranges of transformational leadership styles, yet were lower than the norm. Moreover, transformational leadership traits, in addition to contingent rewards from transactional leadership, were highly correlated with followers’ satisfaction with the leader and the system. As this was a cross-cultural study, context affected the participation rate and response results, as hesitation to evaluate the dean was common in a high power–distance context.
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OLABODE, Segun Oluwaseun, Akeem Abayomi BAKARE, and Wowo IHEONUNEKWU. "LEADERSHIP STYLE AND EMPLOYEE PERFORMANCE IN NIGERIAN OIL AND GAS SECTOR." LASU Journal of Employment Relations & Human Resource Management 1, no. 1 (December 1, 2018): 195–209. http://dx.doi.org/10.36108/ljerhrm/8102.01.0112.
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This study examined the relationship between transactional and transformational leadership styles and employee performance in the Nigerian oil and gas sector using Lubcon Oil and Orientry Ltd as study area. Survey design was adopted:, a sample size of 100 was used representing the total population of the study, convenient sampling used to select the study firms while stratified sampling was used to samples from all departments in the firms. Copies of questionnaire were administered to members of staff of Lubcon oil using purposive sampling. The data collected were analysed using descriptive statistics and correlation analysis. The analysis has shown that each of charisma, inspirational motivation and intellectual stimulation/individual consideration traits of transformational leadership style exerts positive and significant effect on both commitment and attitude of followers in the firm that adopts it most of the time, and a negative but insignificant effect on the commitment and also a positive but insignificant effect on their attitude in the firm that adopts it less of the time. On the other hand, each trait of transactional leadership style considered in this study, constructive/contingent reward and corrective and management by exception has strong positive and significant positive effect on attitude of employees, and a weak positive and insignificant effect of their commitment in the firm that adopts it most of the time, it also exerts weak positive but insignificant effect on both commitment and attitude of followers in the firm that adopts it little of the time. The study concludes that transformational leadership style is more appropriate in inducing employee performance in oil and gas firms than transactional leadership style. Consequently, the study recommends that oil and gas firms should adopt transformational leadership style but strategize to migrate to transactional leadership style during crisis and emergency situations.
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Kantanen, Kati, Marja Kaunonen, Mika Helminen, and Tarja Suominen. "Leadership and management competencies of head nurses and directors of nursing in Finnish social and health care." Journal of Research in Nursing 22, no. 3 (May 2017): 228–44. http://dx.doi.org/10.1177/1744987117702692.
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This paper describes the leadership and management competencies of head nurses and directors of nursing in social and health care. In the nursing profession, studies have tended to describe the role of the nurse manager, or to provide lists of competencies, talents and traits which can be found in successful managers. However, nursing managers’ leadership and management competencies lack any depth of research knowledge. Data were gathered by electronic questionnaire. Respondents ( n = 1025) were head nurses and directors of nursing. The data were statistically analysed. Both groups evaluated their leadership and management competencies to be quite good and their general competence to be better than their special competence. Overall, directors of nursing rated their general competence and special competence better than head nurses. However, the head nurses had a stronger expertise in general competence areas, professional competence and credibility, and also in the special competence areas of substance knowledge than the directors of nursing. While the overall leadership and management competencies were good for both groups, each has identified areas which can be further developed.
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Dapra, Richard A., Deirdre L. Zarrillo, Thomas K. Carlson, and Richard C. Teevan. "Fear of Failure and Indices of Leadership Utilized in the Training of ROTC Cadets." Psychological Reports 56, no. 1 (February 1985): 27–30. http://dx.doi.org/10.2466/pr0.1985.56.1.27.
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Subjects were 43 male college seniors enrolled in the Army ROTC program. A modified version of the Thematic Apperception Test (TAT) was administered and scored for fear of failure motivation by means of the Hostile Press system of Birney, Burdick, and Teevan. Scores from the Leadership Opinion Questionnaire of Fleishman, and subjects' leadership evaluations from ROTC cadet summer camp were utilized as indices of various leadership traits. Significant negative correlations were found between fear of failure, as measured by the Hostile Press system, and both Initiative and Structure. Individuals who feared failure tended to structure neither their own roles nor the roles of their subordinates toward goal attainment. They did not show the ability to take necessary and appropriate actions on their own during summer training. These findings are discussed in terms of the individuals who fear failure, concern with the opinions of others, and their need to submit to gain approval.
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Lakshman, C., Kubilay Gok, and Linh Chi Vo. "Managerial assignments of credit and blame: a five-country study of leadership desirability." Cross Cultural & Strategic Management 25, no. 4 (October 1, 2018): 741–62. http://dx.doi.org/10.1108/ccsm-04-2017-0046.
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Purpose Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature. Design/methodology/approach The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services. Findings Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions. Originality/value Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.
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Shah, Sayyed Rashid. "Teachers as Leaders: Equipping English Language Teachers with Leadership Knowledge and Skills in TESOL." Journal of Education in Black Sea Region 4, no. 2 (May 26, 2019): 172–90. http://dx.doi.org/10.31578/jebs.v4i2.177.
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As part of a larger qualitative case study, this article explores the perceptions of EFL teacher leaders with regards to leadership knowledge and skills they consider important for their leadership roles in the Saudi EFL context. Twelve EFL teacher leaders were interviewed to identity various types of knowledge and skills for teacher leadership practices in the EFL context. Qualitative data were collected through semi-structured interviews and open-ended questionnaire, and analysed using the Nvivo 10 software. Analysis led to 18 main categories and four overarching themes; however, four major categories and one key theme are part of this article that reflect the participants’ perceptions of leadership knowledge and skills. The findings reveal that TESOL background and pedagogical knowledge helped the participants to establish their identity as EFL teacher leaders. Likewise, knowledge about the people and context supported their roles and their acute awareness of the culture, people and the context contributed to their self-efficacy. There is an emphasis on improved pedagogical skills for teacher leadership roles; however, those with operational duties, such as academic coordinators have not considered teaching skills important for their jobs. The findings have highlighted the significance of role-related skills, basic management skills and personality traits for effective EFL teacher leadership.
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McKeown, Anthony, and Jessica Bates. "Emotional intelligent leadership." Library Management 34, no. 6/7 (August 9, 2013): 462–85. http://dx.doi.org/10.1108/lm-10-2012-0072.
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PurposeThe purpose of this paper is to report on a study concerning what emotional intelligence (EI) leadership attributes branch managers in the public library service in Northern Ireland (Libraries NI) consider to be most important.Design/methodology/approachThe methodology in the study involved a survey of all branch managers in Libraries NI – an online questionnaire containing quantitative and qualitative questions was sent to 104 branch managers. Goleman's Emotional Competence Inventory (ECI) was used to examine what attributes and skills were considered to be more important.FindingsThe study found that while EI was a new concept to the majority of respondents, they were valuing and demonstrating EI attributes and traits in their work. The top five leadership attributes were: communication; teamwork and collaboration; adaptability; integrity/trustworthiness; and organisational awareness. Likert‐scale questions showed that being able to empathise with staff was considered to be important, and open‐ended questions demonstrated that the branch managers recognised the importance of self‐awareness and that recognising emotions in staff was an important management trait.Research limitations/implicationsThis study provides insight into the perceptions and practices of EI leadership within a public library setting and contributes to the research literature on the relevance of EI leadership for library management. It provides valuable comparative data for similar research undertaken elsewhere. Specific recommendations for further research into EI leadership and public libraries are also made.Practical implicationsThe paper shows how the findings can be used to improve practice. Three specific frameworks are proposed which can be applied in the workplace: an Emotional Intelligence Leadership Skills Competency Framework for Branch Managers, which lists the personal and social competencies for branch managers in public libraries; suggestions for applying EI to leadership/management and staff development; and suggestions for applying EI to customer relations.Originality/valueThis study analyses for the first time EI leadership in a public library setting in Northern Ireland, and contributes to the emergent literature on EI and library leadership. The EI Leadership Skills Competency Framework for Branch Managers that is developed from this study can be applied, tested and used within and beyond the Northern Ireland public library setting in which it was conceived.
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Centeno, Jennifer, Claire Lapointe, and Lyse Langlois. "Le leadership1 des femmes et des hommes : plutôt violet que rose ou bleu." Articles 26, no. 1 (July 9, 2013): 69–87. http://dx.doi.org/10.7202/1016897ar.
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Une représentation idéale-type et stéréotypée des traits masculins et féminins demeure observable au sein des théories et des modèles dominants de leadership. Malgré la dénonciation par des chercheuses féministes, au début des années 70, de ces stéréotypes sexistes qui marquent le genre, force est de constater que ces derniers stéréotypes persistent, voire qu'ils teintent les cheminements de carrière des femmes. À la suite d'une analyse critique des théories dominantes du leadership, les auteures se sont interrogées quant au leadership éthique des femmes et des hommes. L'analyse de données recueillies à l'aide du Questionnaire sur le leadership éthique (QLE) auprès de 398 administratrices et administrateurs scolaires du Québec et de l'Ontario leur a permis plus précisément de prêter attention aux dimensions éthiques ainsi qu'à la sensibilité éthique de ces leaders. Les résultats obtenus confirment que les trois dimensions éthiques, soit l'éthique de la critique, l'éthique de la justice et l'éthique de la sollicitude, sont observables tant chez les femmes que chez les hommes. La présence de la sensibilité éthique – caractéristique importante dans la mise en évidence de problématiques éthiques – est toutefois plus marquée chez les femmes, ce qui confirme, de ce fait, l'existence d'une différence significative selon le genre.
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Hollinger, Constance L. "Understanding the Female Adolescent's Self Perceptions of Ability." Journal for the Education of the Gifted 9, no. 1 (October 1985): 59–80. http://dx.doi.org/10.1177/016235328500900106.
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The self perceptions of math ability and four social abilities reported by 284 gifted and talented female adolescents on the Self Directed Search (SDS) were examined to test two set of hypotheses. One set of hypotheses, derived from Bern's (1981) gender schema theory, rests upon the assumption that the Personal Attributes Questionnaire (PAQ) measures global constructs of masculinity and femininity. The second set of hypotheses was derived from Spence and Helmreich's (1978, 1981) interpretation of the PAQ M and F scales as measures of socioaffective instrumental and expressive traits. The results of both typological and regression analyses provided consistent support for the hypotheses derived from the socioaffective trait interpretation of the PAQ. Parallel regression analyses testing for interaction effects failed to support an hypothesized interaction between these two scales, which, even after partialling out the contribution of demonstrated leadership ability, contributed significantly to an understanding of observed differences in self perceptions of social abilities reported by gifted and talented young women.
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Sánchez, Manuel Marín, Eduardo Infante Rejano, and Yolanda Troyano Rodríguez. "PERSONALITY AND ACADEMIC PRODUCTIVITY IN THE UNIVERSITY STUDENT." Social Behavior and Personality: an international journal 29, no. 3 (January 1, 2001): 299–305. http://dx.doi.org/10.2224/sbp.2001.29.3.299.
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This study describes the personality characteristics of the failing university student at the University of Seville. One hundred and three students with a mean age of 21 years were evaluated using the 16 PF questionnaire. The personality profile was completed by application of the Survey of Interpersonal Values (SIV), including an intelligence evaluation using the WAIS scale of intelligence. The results support the majority of previous studies which relate certain personality traits to academic failure (Lathey, 1991; Weiss, Lotan, Kedar & Ben-Shakhar, 1988). Students who are failing in their courses scored significantly higher in neurosis and extraversion than did their population group. The data encourage consideration of the existence of other personality traits which limit academic success; among these are psychoticism, poor leadership, strong nonconformity and low generosity. The final discussion points up the need to introduce more precise lines of investigation and the formulation of new working hypotheses.
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Yahaya, Yakubu, Rejoice Zachariah, and Sule Bello. "The Effect of Self Leadership on Entrepreneurship Development in Bauchi State, Nigeria." Journal Dimensie Management and Public Sector 2, no. 3 (June 22, 2021): 30–41. http://dx.doi.org/10.48173/jdmps.v2i3.114.
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Transformational leaders create a strategic vision, communicate that vision through enclosing and use of symbol, model the vision by “walking the talk” and acting consistently, and build commitment towards the vision. Entrepreneurial leadership is still essential in SMEs because the development of micro-entrepreneurs’ businesses would not be successful without demonstrating leadership traits that are effect This could perhaps be the reason as to why themes on micro-enterprises are successfully developed widely amid business developers and researchers, particularly for those keenly interested in determining a formula that defines successful micro-entrepreneurship. The study’s specific objective is to determine the effect of self-leadership on entrepreneuship development. The primary data was collected from direct responses from listed SMEs by using structured questionnaire with 412 respondents as a sample size for the study. The collected data was analyzed through Statistical Package for Social Sciences version 22. Descriptive and inferential statistics was used to analyze and interpret the data in this research. Specifically, descriptive statistics related to means, frequencies, percentages and trend analysis were used in this study. The findings show that self-leadership has a significant impact on SMEs development. This study can improve the performance and sustainability of Nigerian SMEs, thus increasing their capacity to create employment. Subsequently, the study recommends that management of SMEs should adopt good strategy in order to overcome leadership challenges.
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Navia, Christian Rodil, Rushikesh Ulhas Khire, and Maurice Lyver. "Investigating the impacts of personality traits on collaborative consumption intention of luxury fashion products among middle-aged women." Independent Journal of Management & Production 12, no. 2 (April 1, 2021): 506–25. http://dx.doi.org/10.14807/ijmp.v12i2.1313.
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Collaborative consumption (CC) refers to the shared use of products or services in order to save costs and redistribute resources in a more sustainable way among the different agents participating in sharing economies. With the rapid popularity of CC in recent years, more and more academic research has been carried out on CC, but research exploring the impact of personality traits on consumer behavior is largely limited. To our best knowledge, existing research fails to explore CC applied to the luxury apparel context. Consequently, this study aims to investigate the impact of consumer personality traits on their attitudes and intention toward CC of luxury fashion products. This study draws a framework based on the theory of planned behavior (TPB) model introducing key personality traits, particularly, materialism, fashion leadership, and need for uniqueness as CC attitude and CC intention predictors. This research uses PLS-SEM technique to analyze the data collected through a questionnaire administered to middle-aged Spanish women. The results indicate that fashion leadership had a positive influence on attitude toward CC and CC intention. Secondly, we found that consumer need for uniqueness significantly influenced attitude but had no significant impact on intention. Materialism on the other hand did not display a significant relationship with either CC attitude or intention. By contrast, attitude towards CC was determined to have a strong positive influence on CC intention. We believe that the findings as well as the proposed research model can be helpful to managers when developing CC based business models and valuable to academics in developing related theories.
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Haromszeki, Łukasz, and Piotr Jarco. "Educational Leaders and Their Qualities from the Followers’ Perspective." Journal of Intercultural Management 9, no. 4 (December 1, 2017): 77–96. http://dx.doi.org/10.1515/joim-2017-0022.
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AbstractObjective: The article deals with the question of educational leadership and the understanding of that notion. That problem is relevant in the discussions on contemporary education, which is demonstrated by numerous publications concerning such areas as pedagogy, sociology of education or management. The attributes ascribed to an educational leader (personality traits, attitudes, values, etc.) are varied and arise from different experience of the authors and the applied research perspectives. The article presents the results of studies describing the characteristics of an ideal educational leader.Methodology: The aim of the presented studies was to attempt to identify the set of traits ascribed to a contemporary educational leader and determine to what extent the respondents identify those traits as the ones they themselves possess. The studies have been based on the opinions and experience of the participants in the education system in Poland – graduates of senior secondary schools (2017). As the analysis of relevant literature on the subject does not allow one to present a uniform set of qualities of an ideal educational leader, the authors of the presented studies have selected 34 traits that are most frequently mentioned in scientific papers. Subsequently, during the first stage of the studies, a group of 22 experts was asked to select 17 descriptive categories (half of the presented set) that, in their view, most accurately describe an ideal educational leader. Afterwards, a sample of 108 respondents (graduates) was provided with a survey questionnaire where, using a five-point Likert scale, the participants evaluated the occurrence of a given trait/quality in the following contexts: A pedagogue – an ideal leader; A pedagogue – a leader from the past; Self-assessment with respect to a degree of possession of the listed qualities. The studies were conducted in Google Forms technology with the randomisation of all the studied qualities of a leader for each of the questions and each of the respondents. The constructed non-random purposive sample consisted of the graduates of general education, technical and vocational senior secondary schools from cities with population exceeding 500,000 inhabitants. Men constituted 27.8% of the sample.Findings: According to the respondents, the key traits in this case (a pedagogue – an ideal leader) included the ability to motivate others, psychological and pedagogical sensitivity and being a moral authority. The results relating to the educational leader from the past show a slightly different order of the key qualities resulting from the respondents’ own experience. The first place was taken by high intellectual capabilities. It was followed by the ability to motivate others and being a moral authority. When conducting self-assessment with respect to the listed leadership qualities, the participants indicated that the qualities they possessed to the greatest degree included psychological and pedagogical sensitivity, the ability to interpret other people’s expectations and the ability to plan the necessary changes. The achieved results also show that the averaged ( ) self-assessment regarding the degree of possession of all the leadership qualities in comparison to the qualities ascribed to an ideal leader is lower by 21.97%. At the stage of designing the studies, it may have been expected that more significant differences would be revealed between the imagined ideal type of a leader and the self-assessment of the graduates with respect to leadership predisposition/qualities.Value Added: In summary, the applied quantitative method of measurement allows one to confirm the accuracy of the set of leadership qualities determined on the basis of the relevant literature on the subject. According to the opinions of the graduates taking part in the study (former participants of leadership relationships), it correctly describes an educational leader. That knowledge may have practical application, especially in the conscious building of leadership in the educational environment. This is because it may be assumed that the stronger the correspondence of the set of qualities of an educational leader with the expectations of the followers, the better the chance for the creation of an effective leadership relationship.Recommendations: The perspective of the “followers” who have their own individual experience with respect to relationships with “educational leaders” seems to be worth exploring further. The analysis of available publications on the subject in question gives grounds for posing a question to what extent the postulated image of the educational leader has any empirical foundations and to what degree it is rather a speculation or intuition of numerous authors.
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Peterson, Christopher, and Martin E. P. Seligman. "Character Strengths Before and After September 11." Psychological Science 14, no. 4 (July 2003): 381–84. http://dx.doi.org/10.1111/1467-9280.24482.
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Did Americans change following the September 11 terrorist attacks? We provide a tentative answer with respect to the positive traits included in the Values in Action Classification of Strengths and measured with a self-report questionnaire available on-line and completed by 4,817 respondents. When scores for individuals completing the survey in the 2 months immediately after September 11 were compared with scores for those individuals who completed the survey before September 11, seven character strengths showed increases: gratitude, hope, kindness, leadership, love, spirituality, and teamwork. Ten months after September 11, these character strengths were still elevated, although to a somewhat lesser degree than immediately following the attacks.
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Cabarkapa, Milanko, Vesna Korica, and Sanja Rodjenkov. "Personal traits and a sense of job-related stress in a military aviation crew." Vojnosanitetski pregled 68, no. 2 (2011): 143–49. http://dx.doi.org/10.2298/vsp1102143c.
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Background/Aim. Accelerated technological and organizational changes in numerous professions lead to increase in jobrelated stress. Since these changes are particularly common in military aviation, this study examined the way military aviation crew experiences job-related stress during a regular aviation drill, depending on particular social-demographic factors and personal traits. Methods. The modified Cooper questionnaire was used to examine the stress related factors at work. The questionnaire was adapted for the aviation crew in the army environment. Personal characteristics were examined using the NEO-PI-R personality inventory. The study included 50 examinees (37 pilots and 13 other crew members) employed in the Serbian Army. The studies were performed during routine physical examinations at the Institute for Aviation Medicine during the year 2007. Statistical analysis of the study results contained descriptive analysis, one-way analysis of variance and correlation analysis. Results. It was shown that army aviation crew works under high stress. The highest stress value had the intrinsic factor (AS = 40.94) and role in organisation (AS = 39.92), while the lowest one had the interpersonal relationship factor (AS = 29.98). The results also showed that some social-demographic variables (such as younger examinees, shorter working experience ) and neuroticism as a personality trait, were in correlation with job-related stress. Conclusion. Stress evaluation and certain personality characteristics examination can be used for the devalopment of the basic anti-stress programs and measures in order to achieve better psychological selection, adaptation career leadership and organization of military pilots and other crew members.
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Srivastava, Pallavi, and Shilpi Jain. "A leadership framework for distributed self-organized scrum teams." Team Performance Management: An International Journal 23, no. 5/6 (August 15, 2017): 293–314. http://dx.doi.org/10.1108/tpm-06-2016-0033.
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Purpose Scrum, an agile software development method, has gained major interest among software development organizations. The scrum master should be well equipped with specific leadership traits and exhibit leadership behavior to effectively manage his/her team. However, in a distributed team, which is spread across geographies, having scrum master to lead the project team at each location is not viable. Therefore, every member in the team is expected to have the capability to become one. This paper aims to explore the leadership mechanisms desired for effective functioning of distributed self-organized scrum team members, leading to project success and overall customer satisfaction. Design/methodology/approach A qualitative research methodology with an open-ended questionnaire is followed by semi-structured in-depth interviews. The unit of analysis is a scrum master. Findings The qualitative findings unearth the kind of leadership mechanisms required for scrum masters and the team members in a self-organizing scrum team, leading to their project success and customer satisfaction. It includes a set of leadership approaches and behaviors explicitly related to the role of scrum masters. Both inductive and deductive approaches are used to develop a leadership framework applicable for distributed self-organized scrum teams. Research limitations/implications The proposed framework can be empirically tested with a large number of teams and more software organizations. Practical implications Organizations can use these identified specific leadership approaches and behaviors as parameters for identifying and selecting the potential scrum masters. They can be further trained on them to be an effective scrum master. Originality/value There is scant literature on the leadership mechanisms necessary for distributed scrum teams and their impact on project performance. This paper addresses this gap.
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Et al., Abdullah Ibrahim. "The Influence in Principal Leadership Styles and Its Role in the Academic Achievement of Secondary School Students in Malaysia." Psychology and Education Journal 58, no. 1 (January 15, 2021): 5120–25. http://dx.doi.org/10.17762/pae.v58i1.2067.
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Developing academic goals amongst students is a key aspect for achieving excellence across schools in Malaysia. It is meant to act as a benchmark to determine the effectiveness of a principal’s leadership. The leadership of a principal, and the school’s climate are the main issues which drive the achievement of students across national secondary schools (SMK) in Malaysia. This quantitative study aims to examine the influence and role of a principal’s leadership on the school climate, as well as its impact on the student’s academic achievement in domestic national secondary schools nationals on the East Coast of Malaysia. A total of 348 teachers were selected across vocational schools in the states of Kelantan, Terengganu and Pahang, through the use of simple random sampling, for the purpose of quantitative reviews. The researchers used the Multifactor Leadership Questionnaire (MLQ) to measure the leadership aspects of the principals, and the Organizational Health Inventory (OHI-M) to measure the climate of the school, as well as the achievement of academic students, which was measured using the CGPA of the schools in the examination areas over the last three years. The analysis of descriptive traits, for example, the number, percentage, scoring average, and the standard deviation was used to describe the demographics of the respondents, and analyse the data using regression, Pearson t-test correlations, and ANOVA. This helped to understand several key leadership factors, i.e., the International Transform Leadership, Tran Witness Leadership, Laissez-Faire Leadership, School Climate , and the Academic Achievement of the hypothesis testing, which was built according to the obtained statistics . The findings showed that the principal’s leadership influenced the climate across the school, and the achievement of the students. Therefore, it was proposed that the principal’s leadership needs to adopt the Transformational leadership, Transactional leadership, and Laissez-faire leadership as a guide in managing the school’s climate, especially in ensuring the teacher’s commitments, and the Student Academic Achievements, which can be further enhanced in line with the Malaysian
Education Quality Standards 2010 (SKPM), and the Malaysian Education Development Plan 2013 -2025.
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Hsu, Ya-Ti, and Kuo-Chien Chang. "A study on top managers from a resource-based perspective." Measuring Business Excellence 25, no. 1 (February 1, 2021): 58–77. http://dx.doi.org/10.1108/mbe-02-2020-0038.
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Purpose This study aims to apply the resource-based and upper-echelons perspectives to integrate concepts of strategic decision-making (i.e. speed and quality) and transformational leadership behavior (i.e. inspirational motivation, intellectual stimulation, individualized consideration and idealized influence) to examine how these resources are influenced by the characteristics of top managers (i.e. demographic backgrounds and entrepreneurial orientation) to affect firm performance. Design/methodology/approach Using evidence from a sample of 111 top managers from different firms in Taiwan, this research examined the relationships among the selected variables using two versions of the designed questionnaire: one for the leader, and the other for the followers. Confirmatory factor analysis and structural equation modeling were used to analyze the data. Findings The findings reveal the following: the entrepreneurial orientation of top managers does affect their leadership style, which affects firm performance; if top managers display traits of transformational leadership, then firm performance will be higher, likely because transformational leaders tend to make high-quality decisions and strategic decision-making speed was influenced by the experience of top managers and the inspirational motivation provided by transformational leadership. Originality/value This study makes three specific contributions: improving the limitations of demographics-based top-management studies by investigating both demographics and psychological characteristics; advancing research on the relationships between entrepreneurial orientation and performance by integrating transformational leadership behaviors and examining the proposed research model from a resource-based perspective.
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Moon, Jayet. "Effect of Emotional Intelligence and Leadership Styles on Risk Intelligent Decision Making and Risk Management." Journal of Engineering, Project, and Production Management 11, no. 1 (January 1, 2021): 71–81. http://dx.doi.org/10.2478/jeppm-2021-0008.
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AbstractIn today’s world, uncertainty abounds. It is therefore incumbent on managers to take decisions using unbiased considerations in dealing with organizational risks. Often, risk decisions are replete with assumptions and biases, leading to incorrect decisions. Leaders who apply emotional intelligence (EI) skills are better poised to challenge internal biases and assumptions to improve decision-making, but limited empirical evidence exists that accounts for the nexus between EI, leadership styles and risk perceptions of managers. The purpose of the paper was to explore the relevance of the theory of EI in risk-based decision-making, while comparing various leadership styles. The research adopted a questionnaire survey administered to 173 employed individuals. The research hypotheses analyzed the mediating roles of EI and leadership styles in risk perceptions using ‘t’ statistic and where applicable, Chi-square testing. The results of the analysis confirmed the role of EI in filtering deleterious internal biases and confirmed EI’s presence as a success factor in leadership and decision-making. Transformational leaders are, however, more emotionally intelligent and less biased. These attributes allow for the generation of a suitable risk attitude and enhance risk-intelligent decisions as compared to transactional leaders. This study, while being descriptive, is exploratory in nature and opens pathways for further targeted research based on specific EI abilities or traits and various situational risk attitudes.
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Afsar, Bilal, and Waheed Ali Umrani. "Transformational leadership and innovative work behavior." European Journal of Innovation Management 23, no. 3 (June 24, 2019): 402–28. http://dx.doi.org/10.1108/ejim-12-2018-0257.
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Purpose The purpose of this paper is to investigate the effect of transformational leadership on employee’s innovative work behavior, and the mediating role of motivation to learn, and the moderating role of task complexity and innovation climate on the link between transformational leadership and innovative work behavior. Design/methodology/approach A questionnaire, designed as a self-reported survey, was distributed to full-time employees and their respective supervisors working in 35 firms (services and manufacturing sectors) in Pakistan. Data were collected from 338 employee–supervisor dyads. The hypotheses were tested using structural equation modeling. Findings Results showed that transformational leadership had a positive impact on employees’ innovative work behavior and motivation to learn mediated transformational leadership–innovative work behavior link. The study further showed that task complexity and innovation climate moderated the relationship between transformational leadership and employees’ innovative work behavior. Research limitations/implications Based on the premises of interactionist perspectives on individual innovation, this study integrated multi-level variables to investigate leaders’ influences on followers’ innovative work behavior. This study contributed to the existing literature by providing empirical evidence on influence of transformational leadership on employees’ innovative work behavior as well as the impact of both individual and organizational level variables. Practical implications The close connection among transformational leadership, motivation to learn and innovative work behavior suggests that transformational leadership traits among managers are important to enhance employees’ innovative work behavior. Organizations should pay attention to creating a climate that is supportive of innovation and encourage individuals to learn new knowledge and skills, and provide employees with opportunities to use their acquired knowledge and skills. Originality/value This paper contributed to leadership and innovation literatures and provided insights into how the practitioners could use an appropriate leadership style to enhance innovative work behavior among employees. The study adopted a distinct model comprising five variables to investigate innovative work behavior from a multi-level perspective, i.e., motivation to learn and innovative work behavior at the individual level, task complexity at the unit level and innovation climate and leadership at the organizational level. This integrated model of using predictors from multiple levels supported the theoretical assumptions that innovative work behavior resulted from the interaction of individual, group and organizational level factors.
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D’Souza, Márcia Figueredo, Gerlando Augusto Sampaio Franco de Lima, Daniel N. Jones, and Jessica R. Carré. "Do I win, does the company win, or do we both win? Moderate traits of the Dark Triad and profit maximization." Revista Contabilidade & Finanças 30, no. 79 (March 2019): 123–38. http://dx.doi.org/10.1590/1808-057x201806020.
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ABSTRACT This article analyzes the relationship between the maximization of personal and company gains and the moderate traits of the Dark Triad. The relevance of choosing this topic lies in investigating the attitude of executives who exhibit characteristics of a moderate intensity between the strong and weak traits. It is proven that the vision and charisma of narcissistic individuals, the strategy and tactics of Machiavellian individuals, and the creativity and good strategic thinking of psychopathic individuals are differentiating characteristics that enhance successful and integrative leadership and that are far from the more accentuated and opportunistic attitudes related to the strong traits, whose practices involve dishonest actions for personal gain. This evidence creates the possibility for strengthening the research in the accounting area, especially on the behavioral approach, in order to promote its interface with psychology and clarify how personality, values, and experiences influence managers’ choices when conducting business and how workers and companies are impacted by these decisions. The study is empirical-theoretical and involves 263 managers, adopting a survey as its data collection strategy and applying a self-reporting type questionnaire. The data analysis approaches included descriptive statistics, correlations, tests of means, and logistic regressions. In this study, managers with moderate psychopathic traits showed a lower tendency to maximize profit by manipulating results. An opposite tendency was revealed for those with moderate Machiavellian traits. The combined effect of the three Dark Triad traits was significant and positive, revealing opportunistic profit maximization. These findings contribute to future studies that aim to systematically analyze moderate levels of the triad and corroborate the findings that have revealed the common characteristics of manipulation, callousness, and dishonesty when investigating the interactive effect between the traits in question.