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Relevant bibliographies by topics / Substitutes for leadership

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Academic literature on the topic 'Substitutes for leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 5 February 2022

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Journal articles on the topic "Substitutes for leadership"

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Lajoie, Denis, Jean-Sébastien Boudrias, Vincent Rousseau, and Éric Brunelle. "Value congruence and tenure as moderators of transformational leadership effects." Leadership & Organization Development Journal 38, no. 2 (2017): 254–69. http://dx.doi.org/10.1108/lodj-04-2015-0091.

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Purpose Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested. Design/methodology/approach Self-reported data were collected from 1,934 employees of a large public organization. Findings Hierarchical regressions show that value congruence enha

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Childers, Terry L., Alan J. Dubinsky, and Esra Gencturk. "On the Psychometric Properties of a Scale to Measure Leadership Substitutes." Psychological Reports 59, no. 3 (1986): 1215–26. http://dx.doi.org/10.2466/pr0.1986.59.3.1215.

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Researchers in organizational behavior posit that supervisors can influence subordinates' affective and behavioral responses. Certain individual, task, and organizational characteristics, however, may serve to substitute for, neutralize, or supplement a manager's influence on employees' job responses: these characteristics are referred to as “substitutes for leadership.” This paper summarizes the results of an empirical analysis of the psychometric properties of an instrument designed to measure leadership substitutes.

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Hussain, Ghulam, Wan Khairuzzaman Wan Ismail, Muhammad Amir Rashid, and Fareeha Nisar. "Substitutes for leadership: alternative perspectives." Management Research Review 39, no. 5 (2016): 546–68. http://dx.doi.org/10.1108/mrr-03-2015-0044.

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Purpose The purpose of this study is to explore alternative models of substitutes for leadership. These alternative models are a leadership-only model, substitutes for the leadership-only model and substitutes for the leadership-mediated-effects model. Design/methodology/approach Four occupational groups were targeted, namely, PhD faculty of institutions of higher education, medical doctors who work in district headquarters’ hospitals, licensed pharmacists and certified engineers. Also, a self-administered questionnaire was used to collect data, and 523 usable responses were received. Findings

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Ma, Xifang, Wan Jiang, Linlin Wang, and Jing Xiong. "A curvilinear relationship between transformational leadership and employee creativity." Management Decision 58, no. 7 (2020): 1355–73. http://dx.doi.org/10.1108/md-07-2017-0653.

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PurposeThis study examined a curvilinear and moderated relationship between transformational leadership and employee creative performance in a real-world setting by drawing from the too-much-of-a-good-thing effect and the substitutes for leadership perspectives.Design/methodology/approachWe used multisource data collected from 232 employees and their immediate supervisors to test all hypotheses.FindingsWe found empirical support for an inverted U-shaped relationship between transformational leadership and employee creative performance. Moreover, job factor (i.e. job formalization) and individu

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Howell, Jon P., David E. Bowen, Peter W. Dorfman, Steven Kerr, and Philip M. Podsakoff. "Substitutes for leadership: Effective alternatives to ineffective leadership." Organizational Dynamics 19, no. 1 (1990): 21–38. http://dx.doi.org/10.1016/0090-2616(90)90046-r.

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Soto, Diego, Juan A. García-Herrero, and Rodrigo J. Carcedo. "Perception of Coach According to the Role of Starter or Substitute in the Final Stage of the Season." Sustainability 13, no. 12 (2021): 6960. http://dx.doi.org/10.3390/su13126960.

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This paper examines the athletes’ perception of their coaches according to the role of starter or substitute in the final phase of the season. The variables analyzed were: leadership style, perceived justice, competence, and support for basic psychological needs. A longitudinal study was developed, evaluating the participants at two different stages: the end of the season and seven weeks before. A total of 112 football and handball players participated in this study, 78 completing the questionnaire at the two waves. The final sample comprised 51 starters (80.39% males) and 27 substitutes (70.3

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Doucet, Olivier, Marie-Ève Lapalme, Gilles Simard, and Michel Tremblay. "High involvement management practices as leadership enhancers." International Journal of Manpower 36, no. 7 (2015): 1058–71. http://dx.doi.org/10.1108/ijm-10-2013-0243.

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Purpose – Based on the high-involvement management model and the Substitutes for Leadership theory, the purpose of this paper is to evaluate the moderating role of high-involvement management practices on the relation between managers’ transformational leadership and employees’ affective organizational commitment. Design/methodology/approach – Data were collected from employees of a large Canadian financial firm. Questionnaires were sent out and 219 received, representing a response rate of 63.3 percent. The hypotheses were tested using multiple regressions analysis with moderation effects. Fi

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Tosi, Henry L., and Scott Kiker. "Commentary on “Substitutes for leadership”." Leadership Quarterly 8, no. 2 (1997): 109–12. http://dx.doi.org/10.1016/s1048-9843(97)90010-2.

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Huusko, Liisa. "Teams as substitutes for leadership." Team Performance Management: An International Journal 13, no. 7/8 (2007): 244–58. http://dx.doi.org/10.1108/13527590710842556.

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Dionne, Shelley D., Francis J. Yammarino, Jon P. Howell, and Jennifer Villa. "Substitutes for leadership, or not." Leadership Quarterly 16, no. 1 (2005): 169–93. http://dx.doi.org/10.1016/j.leaqua.2004.09.012.

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Dissertations / Theses on the topic "Substitutes for leadership"

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Lyon, Julie Stella. "Does distant leadership make a difference? exploring the effects of leadership and substitutes for leadership on virtual worker performance and satisfaction /." College Park, Md. : University of Maryland, 2003. http://hdl.handle.net/1903/315.

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Thesis (M.A.) -- University of Maryland, College Park, 2003.<br>Thesis research directed by: Dept. of Psychology. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.

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Gahlin, Alfonz, and Emil Mårtensson. "Kontexten i fokus : En kvalitativ studie om den inre organisatoriska kontextens påverkan på förstalinjechefers ledarskapsbeteende och ledarskapseffektivitet." Thesis, Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-26122.

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Studiens syfte är att få kunskap om hur den inre organisatoriska kontexten kan påverka förstalinjechefers ledarskapsbeteende gentemot underställda och hur den inre kontexten kan påverka ledarskapseffektiviteten. Studien har genomförts med en kvalitativ forskningsansats där tre stycken avdelningschefer samt en HR-chef i en organisation har intervjuats. Studien fokuserar på hur kontexten påverkar, begränsar, förstärker eller styr en organisations avdelningschefer till att använda en viss form av ledarstil eller beteende. De ledarstilar vi har utgått från är ett uppgiftsorienterat- samt relations

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Lamoureux, André. "Une étude des substituts au leadership hiérarchique en milieu de rééducation /." Thesis, McGill University, 1988. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=75769.

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The purpose of the study was to examine factors related to identification with organizational goals in two Centres of re-education in Quebec. The personnel of these Centres are semiprofessionals with specialized training related to re-education. In a pretest it was found that identification of educators with the organizational goals was similar in both Centres in spite of a greater number of role conflicts in one Centre. This result was contrary to what could be expected. Therefore the question raised was what additional factors enter into the relationship between the organizational goals and

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Bekingalar, Lodoumgoto. "Examining Opinions and Perceptions Regarding Substitute Teachers and Their Impact on Student Learning." Thesis, NSUWorks, 2015. https://nsuworks.nova.edu/fse_etd/13.

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This applied study was designed to explore the opinions and perceptions of classroom teachers and school administrators toward substitute teachers in an urban religious school located in the mid-Atlantic United States. The researcher also investigated how these opinions and perceptions impacted the school’s culture and students’ learning abilities. The theoretical framework of the study was based on the social cognitive theory, which is based on the reciprocal causality that a strong sense of collective efficacy enhances teachers’ selfefficacy beliefs, whereas weak collective efficacy beliefs

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Chung, Anyi, and 鍾安宜. "The impact of substitutes for leadership on the need for leadership and job outcomes." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/09646093969323953623.

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碩士<br>國立中山大學<br>人力資源管理研究所<br>89<br>"Substitutes for leadership" is a new emerging leadership model of organizations within turbulent environments. Employee might minimize the "need for leadership" by "shared values", "self-managed work teams" and "cynicism". These substitutes would have further direct impacts on job outcomes as well. This study suggests that the higher the extent of shared values, self-managed work teams or cynicism, the lower the extent of the need for leadership. Also except cynicism, the higher the extent of shared values or self-managed work teams, the higher the extent

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Yang, Jih-Hua, and 楊濟華. "The Effects of Leadership System on Organizational Citizenship Behavior: The Moderating Effects of Substitutes for Leadership, Organizational Citizenship Behavior of Supervisor, and Organizational Citizenship Behavior of Coworker." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/46086183471996550576.

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碩士<br>國立屏東科技大學<br>企業管理系所<br>97<br>In this study, we examined the links between leadership and organization citizen behavior of subordinates. Beyond this, we also investigated the moderating effects of substitutes for leadership, organization citizen behavior of supervisor, and organization citizen behavior of coworker in the relationships between leadership and organization citizen behavior. In order to avoid common method variance, data was collected from superior and subordinate by the questionnaires. Total data were 274 pairs and 198 pairs of them were valid retrievals. The probability of t

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Fa, Ji-Jin, and 紀振發. "An Empirical Study on the Relationships among Leader’s Power Bases Organizational Citizenship Behavior under the Moderating Effects of Substitutes for Leadership." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/44528419879984212708.

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碩士<br>立德管理學院<br>國際企業管理研究所<br>94<br>This research understands the relation among leader's power and organizational citizenship behavior from the angle subordinate to a ministry mainly, it is can learn subordinate to a ministry to go in term of substituting the leader because which factor can neutralization or substitute behavior of leading of superior, make its result wanted to reach invalid. In addition, and organize to leader's power in different organization characteristics and have any influence in various degree between citizen's behavior; From the angle of Substitutes for leadership, to u

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Tsai, Yu-Sheng, and 蔡有盛. "The Study of Relationship Between the Mentoring Function , Job Outcome , and Self-Management Behavior on the Perspective of Substitutes for Leadership Theory." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/99492571254723214940.

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碩士<br>嶺東科技大學<br>經營管理研究所<br>97<br>This study aimed at investigating the correlations of mentoring function, self-management behavior, and job outcome in Taiwanese graduate students’ dissertation research in terms of the substitutes for leadership theory. The mentoring function in this study indicated all of an adviser’s behavior when s/he advised a graduate student with the dissertation, in which when the adviser provided higher mentoring function, the graduate student’s self-management behavior and the job outcome of dissertation would be improved. In addition, referring to the research in the

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WAN, Gaw CHI, and 高啟文. "A Research on the Relations among Job Satisfaction，Leadership Style and Job Performance of Yilan County Substitute Military." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/76135738449594185683.

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碩士<br>佛光大學<br>公共事務學系<br>95<br>Abstract The subjects of this study were substitute military in Yilan County. This study aims to explore the effects of the job satisfaction of the substitute military and leadership styles of the leaders of their service units on the job performance of the draftees, and to analyze the differences and correlations between job satisfaction, leadership styles, and work performance of the draftees with different background variables. Based on the research results, we also propose suggestions for institutional and management improvements. According to the research ob

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PAO, MING-CHANG, and 包明章. "The Research of the Perceptions of the Transformational Leadership on the Rising Morale of the Substitute Serviceman ofMobile Security Police －A Case of Study of the Special Police FirstHeadquarters National Police Agency." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/47725948902314579498.

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Books on the topic "Substitutes for leadership"

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Kinni, Theodore B. No Substitute for Victory. Financial Times - Domestic (Paula), 2007.

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Donna, Kinni, ed. No substitute for victory: Lessons in strategy and leadership from General Douglas MacArthur. FT/Prentice Hall, 2005.

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Olson, Thelma Ruth Esquivel. Head nurse leadership impact: A study of head nurse self-perceptions of leadership, environmental substitutes for leadership, and selected indices of head nurse effectiveness in teaching hospitals. 1990.

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Olson, Thelma Ruth Esquivel. HEAD NURSE LEADERSHIP IMPACT: A STUDY OF HEAD NURSE SELF-PERCEPTIONS OF LEADERSHIP, ENVIRONMENTAL SUBSTITUTES FOR LEADERSHIP, AND SELECTED INDICES OF HEAD NURSE EFFECTIVENESS IN TEACHING HOSPITALS. 1986.

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Kinni, Theodore, and Donna Kinni. No Substitute for Victory. Pearson Education, Limited, 2005.

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Brian, Levy, and Lawule Shumane. Case Studies of School-Level Governance Dynamics in the Eastern Cape. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198824053.003.0009.

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This chapter explores some micro-level governance and political economy determinants of performance over time in four schools in low-income communities in the Butterworth district of the Eastern Cape. Using process tracing methodologies, the chapter explores the interactions over time between school-level leadership, the bureaucracy, school governing bodies, and the broader community—and how they impact school-level performance. There was no evidence of effective support by the bureaucracy for the educational mission of the schools. But there was striking evidence in three of the four case stu

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Book chapters on the topic "Substitutes for leadership"

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Fleming, Robert S. "There’s No Substitute for an Alarm Clock." In Teaching Leadership and Organizational Behavior through Humor. Palgrave Macmillan US, 2012. http://dx.doi.org/10.1057/9781137024893_15.

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Kılıç, Elife Doğan, and Nayil Kılıç. "The Views of Trainee Substitute Teachers on Organizational Socialization (İstanbul Sample)." In Chaos, Complexity and Leadership 2017. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-89875-9_5.

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Steele, Danny, and Todd Whitaker. "Management by Walking Around (MBWA) Is a Real Thing. There Is No Substitute for Visibility … and It Actually Facilitates More Effective Leadership." In Essential Truths for Principals. Routledge, 2019. http://dx.doi.org/10.4324/9780429028649-17.

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Howell, Jon P., David E. Bowen, Peter W. Dorfman, Steven Kerr, and Philip M. Podsakoff. "Substitutes for Leadership:." In Leadership. University of Notre Dame Press, 2007. http://dx.doi.org/10.2307/j.ctvpg85tk.33.

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"Substitutes for Transformational Leadership and Teams as Substitutes." In Transformational Leadership. Psychology Press, 2006. http://dx.doi.org/10.4324/9781410617095-19.

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"Substitutes for Leadership Theory." In Organizational Behavior 6. Routledge, 2011. http://dx.doi.org/10.4324/9781315701967-30.

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Lee Whittington, J., Victoria McKee, Vicki L. Goodwin, and R. Greg Bell. "Chapter 12 Applying Fuzzy Set Methodology to Evaluate Substitutes for Leadership." In Research in the Sociology of Organizations. Emerald Group Publishing Limited, 2013. http://dx.doi.org/10.1108/s0733-558x(2013)0000038016.

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Eadens, Danielle M., and Daniel W. Eadens. "Case Study 7: Substitute Solutions." In Educational Leadership in Action. Routledge, 2015. http://dx.doi.org/10.4324/9781315778112-7.

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Polirstok, Susan. "Case Study 7: Substitute Solutions: Response 1." In Educational Leadership in Action. Routledge, 2015. http://dx.doi.org/10.4324/9781315778112-49.

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Smith, Clinton. "Case Study 7: Substitute Solutions: Response 2." In Educational Leadership in Action. Routledge, 2015. http://dx.doi.org/10.4324/9781315778112-50.

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Conference papers on the topic "Substitutes for leadership"

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Şimşek Demirbağ, Kübra. "Can Technology Substitute Its Creator? Impact Of Industry 4.0 on Engineering Work." In 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.02.13.

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