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1
Hoyt, Crystal L., Scott T. Allison, Agatha Barnowski, and Aliya Sultan. "Lay Theories of Heroism and Leadership." Social Psychology 51, no. 6 (November 2020): 381–95. http://dx.doi.org/10.1027/1864-9335/a000422.
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Abstract. Whereas leadership is generally perceived as a masculine enterprise, heroism research suggests that people view heroes as similarly masculine, but having more feminine traits. We predicted that heroes will be evaluated higher than leaders in communion but not differ in agency. In Study 1, heroes were perceived to have higher communion and similarly high agency as leaders. In Studies 2 and 3, we replicated these trait ratings focusing on perceptions of typical heroes/leaders (S2) and personal heroes/leaders (S3). In Study 4, we showed that the greater level of communion associated with heroes is independent of their gender. In Study 5, using an implicit association test, we showed there is a stronger implicit association of communion with heroes than leaders.
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Deshwal, Vivek, and Mohd Ashraf Ali. "A Systematic Review of Various Leadership Theories." Shanlax International Journal of Commerce 8, no. 1 (January 1, 2020): 38–43. http://dx.doi.org/10.34293/commerce.v8i1.916.
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Leadership is an essential element in the success of any organization. The style of leadership used has a great influence on the behavior of employees, and thus their productivity directly relates to it. There are several theories developed which defines leadership in its way, and there is continuous development in this field. The current study examines the theories that emerged in leadership literature. Various theories like trait, behavioral, contingency, and emerging theories are described briefly in a systematic way. It is found that as time passed, the way to see leadership also changed, styles like transformational, transactional, authentic, ethical, servant emerged as new dimensions which suit to the changing business environment.
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Rodriguez, Alejandro, and Alvin Brown. "Conceptualizing leadership psychosis: the Department of Veteran Affairs scandal." International Journal of Public Leadership 12, no. 1 (February 8, 2016): 14–31. http://dx.doi.org/10.1108/ijpl-10-2015-0025.
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Purpose – This paper argues that “lack of leadership” is not an accurate descriptor for dysfunctional leadership. It proposes that some leaders fall into a type of dysfunctional performance when faced with the high and often conflicting organizational demands characteristic of the interdependent and rapidly evolving challenges of the twenty-first century. It calls this dysfunction “leadership psychosis.” The purpose of this paper is to offer a four-stage conceptual definition of leadership psychosis. Design/methodology/approach – Based on a review of the literature central to leadership psychosis, namely, transformational, authentic, and transactional leadership theories, the paper discusses the conceptualization of leadership psychosis as it progresses through four increasingly dysfunctional stages. Findings – It identified four increasingly dysfunctional stages of leadership psychosis grounded on the literature review central to transformational, authentic, and transactional leadership theories. Research limitations/implications – Transformational and authentic leadership theories are a nuanced development of the discarded trait theories of leadership. So it is fair to argue that leadership psychosis falls into the same criticism given that psychopathic leaders’ behavior can be seen as rooted in some personality trait. Measuring psychopathic leaders’ behavior will be an impressive challenge. Practical implications – It suggests replacing “lack of leadership” with a better descriptor of organizational dysfunction: leadership psychosis. Social implications – It calls attention to the rise of the organizational psychopath to leadership positions in the private, public, and nonprofit sectors. Originality/value – Leadership psychosis is introduced as a new construct to explain dysfunctional leadership.
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Schyns, Birgit. "Being suspicious in the workplace: the role of suspicion and negative views of others in the workplace in the perception of abusive supervision." Leadership & Organization Development Journal 42, no. 4 (April 6, 2021): 617–29. http://dx.doi.org/10.1108/lodj-06-2020-0242.
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PurposeResearch reported in this manuscript focuses on the relationship between trait suspicion and the perception of abusive supervision. Based on previous research, the authors assume that suspicion is positively related to the perception of abusive supervision. The role implicit theories play in this relationship is examined.Design/methodology/approachTwo studies are presented to examine the relationship between trait suspicion and the perception of abusive supervision as moderated by implicit leadership theories. The first study is a survey study, and the second study is an experimental vignette study.FindingsResults of both studies indicate that suspicion is positively related to the perception of abusive supervision and that implicit leadership theories moderate the relationship between suspicion and the perception of abusive supervision.Research limitations/implicationsResults are interpreted in terms of biases in leadership perception as well as the reversing-the-lens perspective.Originality/valueWhile there is progress in taking into account follower characteristics and the resulting perceptual biases in the study of constructive leadership phenomena such as transformational leadership, less is know about the follower perception aspect of destructive leadership phenomena. With this research, the authors extend research into the influence of follower characteristics on the perception of abusive supervision and also look at boundary conditions of this relationship by including implicit leadership theories as a moderator.
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Beal, Brian. "All at sea with leadership styles." Human Resource Management International Digest 24, no. 5 (July 11, 2016): 10–12. http://dx.doi.org/10.1108/hrmid-04-2016-0052.
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Purpose The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach The research uses grounded theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesize and develop existing leadership theory strands, as well as to extend the trait-process approach to leadership. Findings The research discovers the key interaction behaviors of engagement, disengagement and levelling. The findings support recent developments in follower-centric perceptions and in interaction specifically. The authors develop engagement theory by combining it with the less well-researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Originality/value This research uniquely uses grounded theory to extend current theories (competence-based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesizes and develops engagement and levelling (resistance to leadership) theories for the first time. As such, the project suggests a full range model of follower response to leadership, including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader–follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.
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Offord, Matt, Roger Gill, and Jeremy Kendal. "Leadership between decks." Leadership & Organization Development Journal 37, no. 2 (April 4, 2016): 289–304. http://dx.doi.org/10.1108/lodj-07-2014-0119.
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Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualitative analysis. The grounded approach is used to synthesise and develop existing leadership theory strands as well as to extend the trait-process approach to leadership. Findings – The research discovers the key interaction behaviours of engagement, disengagement and levelling. Our findings support recent developments in follower-centric perceptions of leadership and in interaction specifically. The authors develop engagement theory by combining it with the less well researched area of leadership resistance. The authors then re-frame resistance as social levelling, a more comprehensive interaction mechanism. Research limitations/implications – The research is highly contextual because of its qualitative approach. Some of the detailed reactions to leadership behaviours may not found in other naval or military teams and are unlikely to be generalisable to non-military environments. However, the mechanism described, that of engagement, disengagement and levelling is considered highly generalisable if not universal. Rather than develop new theory fragments in an already confusing research environment, the authors fuse engagement and resistance theory to extend trait-process theories of leadership. The result is a coherent and integrative model of leadership dynamics which frames leadership in the mundane interaction of leaders and followers. Practical implications – Interaction as a competence is strongly supported as is the encouragement of cultures which promote interaction. Selection procedures for future leaders should include interaction skills. The use of subtle methods of resistance are highlighted. Such methods may indicate poor interaction long before more overt forms of resistance are apparent. Social implications – The continual monitoring of leaders and implied ambivalence towards leadership could be critical to our understanding of leadership. A dynamic feedback circle between leaders and followers may be a more useful paradigm for the characterising of leadership throughout society. A better understanding of the power of followers to frame and re-frame leadership would help to manage the expectations of leaders. Originality/value – This research uniquely uses Grounded Theory to extend current theories (competence based leadership and trait-process theories of leadership), explaining the complexity of leadership interaction. The research also synthesises and develops engagement and levelling (resistance to leadership) theories for the first time. As such the project suggests a full range model of follower response to leadership including subtle forms of resistance to power. The value of group-level analysis using focus groups is recommended, especially for other collective leader-follower approaches to leadership. The research is of interest to those studying leadership process theories, competencies, leader-follower traditions, engagement and power/resistance research.
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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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Meuser, Jeremy D., William L. Gardner, Jessica E. Dinh, Jinyu Hu, Robert C. Liden, and Robert G. Lord. "A Network Analysis of Leadership Theory." Journal of Management 42, no. 5 (May 19, 2016): 1374–403. http://dx.doi.org/10.1177/0149206316647099.
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We investigated the status of leadership theory integration by reviewing 14 years of published research (2000 through 2013) in 10 top journals (864 articles). The authors of these articles examined 49 leadership approaches/theories, and in 293 articles, 3 or more of these leadership approaches were included in their investigations. Focusing on these articles that reflected relatively extensive integration, we applied an inductive approach and used graphic network analysis as a guide for drawing conclusions about the status of leadership theory integration. All 293 articles included in the analysis identified 1 focal theory that was integrated with 2 or more supporting leadership theories. The 6 leadership approaches most often appearing as the focal theory were transformational leadership, charismatic leadership, strategic leadership, leadership and diversity, participative/shared leadership, and the trait approach to leadership. On the basis of inductive reflections on our analysis, we make two key observations. First, the 49 focal leadership theories qualify as middle-range theories that are ripe for integration. Second, drawing from social network theory, we introduce the term “ theoretical neighborhood” to describe the focal theoretical networks. Our graphical inductive analyses reveal potential connections among neighboring middle-range leadership theories that merit investigation and, hence, identify promising future directions for achieving greater theoretical integration. We provide an online supplement with 10 additional leadership theory graphs and analyses: leadership in teams and decision groups, ethical leadership, leader and follower cognitions, leadership emergence, leadership development, emotions and leadership, implicit leadership, leader-member exchange, authentic leadership, and identity and identification process theories of leadership.
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Kollenscher, Eldad, Micha Popper, and Boaz Ronen. "Value-creating organizational leadership." Journal of Management & Organization 24, no. 1 (September 27, 2016): 19–39. http://dx.doi.org/10.1017/jmo.2016.33.
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AbstractDespite their many contributions, each of the most prevalent approaches to leadership – the micro interpersonal leadership models such as transformational theory, trait theory and charismatic leadership, and the macro strategic management – has notable ‘blind spots’ and relies on biased or partial assumptions. Furthermore, the macro–micro polarization of major leadership theories overlooks important meso perspective processes, such as structuring, which leaders can use to attain a more compounded and sustained effect on organizational outcomes. The goal of this paper is to propose an integrative theoretical framework – value-creating leadership – which provides what is missing from the theory of organizational leadership. Value-creating leadership combines micro and macro perspectives regarding management and leadership along with a meso perspective to create a unified model of corporate leadership.
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Lumban Gaol, Nasib Tua. "Teori Kepemimpinan: Kajian dari Genetika sampai Skill." Benefit: Jurnal Manajemen dan Bisnis 5, no. 2 (December 26, 2020): 158–73. http://dx.doi.org/10.23917/benefit.v5i2.11810.
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Leadership has been appeared since human to begin establishing a community in the world and it continuously grows further because of its usefulness. Particularly, the leadership is a pivotal aspect to increase the management process in any organization. However, it still needs to investigate deeply so that it can be understood comprehensively by practitioners and scholars. Consequently, the study is aimed to explore the history, theories, and basic concepts of leadership. Based on the literature review, it was revealed that leadership history can be traced based on its etymology and philosophy even though the topic of leadership had been known from the ancient age. Moreover, some leadership theories that influence its existence are genetic, great man, trait, behaviour, path-goal, contingency, transformational, and skill. Furthermore, leadership can be conceptualized as the leader’s personal ability to influence others (followers) through relationships, interactions, behaviours and credibility to attain the defined goals. Therefore, this study contributes to advance the leadership literature and emphasize its connection to the field of management. Further studies are recommended to investigate how leadership practices can improve the management process in the organization.
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Shen, Winny. "Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design." Journal of Leadership & Organizational Studies 26, no. 2 (June 25, 2018): 204–16. http://dx.doi.org/10.1177/1548051818784001.
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Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, whereas there was some limited evidence that organizational culture, a situational factor, only predicted ILTs within a given job context. Furthermore, the relationship between independent identity and ILTs differed when examining workers’ typical versus ideal leadership conceptualizations. Implications for future research on ILTs are also discussed.
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DERUE, D. SCOTT, JENNIFER D. NAHRGANG, NED WELLMAN, and STEPHEN E. HUMPHREY. "TRAIT AND BEHAVIORAL THEORIES OF LEADERSHIP: AN INTEGRATION AND META-ANALYTIC TEST OF THEIR RELATIVE VALIDITY." Personnel Psychology 64, no. 1 (February 17, 2011): 7–52. http://dx.doi.org/10.1111/j.1744-6570.2010.01201.x.
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Todăriţă, Elida-Tomița. "Leadership Style Determination according to Robert Blake and Jane Mouton’s Managerial Grid." International conference KNOWLEDGE-BASED ORGANIZATION 27, no. 1 (June 1, 2021): 241–46. http://dx.doi.org/10.2478/kbo-2021-0037.
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Abstract The organizational development assume the unconditional support of the leadership. Over time, the researchers have developed four major behavioural theories of leadership: the trait theory, behavioural theory of leadership, situational leadership theory and integrative leadership theory. These focus on the work of leaders, what they do, what they say and what they communicate across organizational boundaries. Over time, these theories have been adapted, developed and improved according to the main objectives of the organization and each leader. The researchers in the field were those who tried to find and identify the best style of leadership, regardless of the situation they might encounter in the course of their activities. Robert Blake and Jane Mouton are among those who built the management grid. They have published more than forty articles and books that describe their theory. This management network helps to think about a manager’s leadership style and its effects on the productivity and motivation of his team. The position of a leader can be anywhere in the network, depending on the relative importance gives to the people and to the results. On the one hand, this paper analyzes the organizational development from the perspective of management, and on the other hand, after presenting the necessary explanations related to the theoretical part of the grid exemplified above, a concrete example of this grid with application in a private organization will be presented. So, the study pursued the managerial grid application and analysis on a general manager in a certified vocational training entity (AS Financial Markets Sibiu), whose managerial style could be established after a test in which he answered at 20 questions.
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Chavez, Carolyn I., Claudia Gomez, Marcus Valenzuela, and Yasanthi B. Perera. "Teaching Leaders to Lead Themselves." Management Teaching Review 2, no. 1 (November 15, 2016): 80–91. http://dx.doi.org/10.1177/2379298116678202.
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This article describes an exercise that allows students to experience and understand the importance of perception in leader emergence. Based on implicit leadership theories, this exercise asks students to provide one another with anonymous feedback about what extent they exhibit various trait-based leader behaviors. This exercise, which can be implemented either over the course of a semester or in two sessions, facilitates students’ understanding of perceptions and from where they stem. It allows students to become aware of how they are perceived by their peers and the implications of these perceptions on leader emergence. Thus, the exercise invites students to move beyond their comfort zones through developing self-awareness, it challenges various perception biases that influence their own views of leadership, and it creates awareness regarding their ability to change behaviors in order to obtain desired responses from others. The exercise is appropriate for use in leadership and organizational behavior courses for students near graduation or graduate-level courses.
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Kapasi, Isla, Katherine J. C. Sang, and Rafal Sitko. "Gender, authentic leadership and identity: analysis of women leaders’ autobiographies." Gender in Management: An International Journal 31, no. 5/6 (July 4, 2016): 339–58. http://dx.doi.org/10.1108/gm-06-2015-0058.
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Purpose Leadership theories have moved from viewing leadership as an innate trait, towards models that recognise leadership as a social construction. Alongside this theorisation, gender and leadership remain of considerable interest, particularly given the under-representation of women in leadership positions. Methodological approaches to understanding leadership have begun to embrace innovative methods, such as historical analyses. This paper aims to understand how high profile women leaders construct a gendered leadership identity, with particular reference to authentic leadership. Design/methodology/approach Thematic analysis of autobiographies, a form of identity work, of four women leaders from business and politics: Sheryl Sandberg, Karren Brady, Hillary Clinton and Julia Gillard. Findings Analyses reveal that these women construct gender and leadership along familiar normative lines; for example, the emphasis on personal and familial values. However, their stories differ in that the normative extends to include close examination of the body and a sense of responsibility to other women. Overall, media representations of these “authentic” leaders conform to social constructions of gender. Thus, in the case of authentic leadership, a theory presented as gender neutral, the authenticity of leadership has to some extent been crafted by the media rather than the leader. Originality/value The study reveals that despite attempts to “craft” and control the image of the authentic self for consumption by followers, gendered media representations of individuals and leadership remain. Thus, alternative approaches to crafting an authentic leadership self which extend beyond (mainstream) media is suggested.
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Sharkawi, Sharizan, Syed Jamal Abdul Nasir Syed Mohamad, and Rosmimah Roslin. "Exploring the Leadership Preference of Malaysian Generation Y Employees: A Conceptual Paper." International Journal of Business and Management 11, no. 8 (July 20, 2016): 152. http://dx.doi.org/10.5539/ijbm.v11n8p152.
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<p>Generation Y, individuals age 34 years and below are dominating the workforce in Malaysia today with nearly half of the labour force comprised of this generational cohort. They will be playing a vital role in the Malaysian labour market and will have unprecedented impact to the country’s future economic growth. However, a dilemma confronting leaders today is the limited understanding when leading the Gen Y. This paper is not empirically based but merely conceptual in nature. It is aimed at presenting the preliminary work for a study. The concepts of leadership and the many theories that have evolved are examined. Review of past literature concerning the Gen Y and their leaders are deliberated. From the literature review, many missing parameters were discovered. Firstly, studies in Gen Y mostly covers motivation, values, behaviours, job satisfaction and organisational commitment but not on leadership preferences per se. In addition to that many of the studies conducted are in the Western perspectives and to accept the results entirely will be an over-generalisation. Lastly, the field of leadership is continuously evolving inspired by the current wants and needs. Thus this brings light to the intention of this study which is to explore the leadership preferences of Gen Y employees specifically looking at the local context. The conceptual framework proposed as the foundation of this study consists of the different leadership theories from early days of trait theory to the more contemporary transformational leadership theory. This conceptual framework will guide in the data collection process whereby a basic qualitative method is proposed as the most suitable approach for this study. It will be based on the interpretive or constructivist perspective where multiple realities and lived experiences of Gen Y concerning their leadership preferences will be uncovered through in depth interviews with the participants involved.</p>
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Nik Muhammad, Nik Maheran. "Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality." European Journal of Interdisciplinary Studies 1, no. 3 (December 30, 2015): 93. http://dx.doi.org/10.26417/ejis.v1i3.p93-106.
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This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.
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Nik Muhammad, Nik Maheran. "Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality." European Journal of Interdisciplinary Studies 3, no. 1 (December 30, 2015): 93. http://dx.doi.org/10.26417/ejis.v3i1.p93-106.
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This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.
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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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Syros, Vasileios. "The Safavid Machiavelli: Shāh ʿAbbās I and the “Great Man” Theory Revisited." Comparative Political Theory 1, no. 1 (June 16, 2021): 57–79. http://dx.doi.org/10.1163/26669773-01010005.
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Abstract Political discourse in various countries around the world has been characterized by disillusionment with governments’ failure to address pressing concerns of today’s societies. It is also possible to discern a kind of nostalgia about strong, charismatic political leaders, which has lent poignancy to the question of whether great rulers are born or are the product of a specific historical milieu and the confluence of social or cultural factors. The focus of this article will be the accession to power of Shāh ʿAbbās I (1571–1629; r. 1588–1629) and the policies the emperor implemented to redesign and reorganize the Safavid state, as depicted by the court historian Iskandar Beg Munshī (ca. 1560–ca. 1632). I argue that Iskandar Beg’s World-Adorning History of ʿAbbās speaks to modern leadership trait theories about the existence of certain qualities that define a good leader and set him/her apart from other people. At the same time, Iskandar Beg formulates in embryonic form the notion that possessing the fundamental traits and properties associated with an optimal leadership style is never a panacea or absolute guarantee for political success nor does it suffice to yield desirable results. The methods and techniques required for a long reign are the second salient aspect of Iskandar Beg’s portrayal of Shāh ʿAbbās. Iskandar Beg engages with some of the key themes that inform the political theory of Niccolò Machiavelli (1469–1527) as well. Iskandar Beg’s narrative invites comparison with The Prince, published more than one century before the completion of the History. Iskandar Beg was unlikely to have had access or have been exposed to the Florentine author’s ideas. But his description of Shāh ʿAbbās’ leadership practices bears uncanny resemblance to Machiavelli’s works, particularly the portions in The Prince that discuss the cases of rulers who acquired power thanks to their own virtue or fortune.
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Ariffin, Mohd Hisham, Abdul Rahman Abdul Rahim, Ruslan Affendy Arshad, and Ruzaini Zahari. "BOURDIEU CAPITALS AND LEADERSHIP: THE CASE OF DESIGN CONSULTANT FIRMS’ MANAGERS IN THE MALAYSIAN CONSTRUCTION INDUSTRY." MATEC Web of Conferences 266 (2019): 03005. http://dx.doi.org/10.1051/matecconf/201926603005.
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The creative products of Malaysian design firms are critical for sustained competitiveness in the increasing globalised and local construction market. These products are derived from the collaborative efforts of the design leaders and their subordinates. Owner-managers of design firms are aware of the role of their leadership in increasing the productivity of their creativity workers. Knowledge of effective leadership traits has initially guided leadership development and sustainability. Later theories such as charismatic theories and leader-member exchange theories have a common theoretical paradigm of leader-follower relations. A novel approach to this leadership theoretical paradigm is replacing relevant leaders’ traits with Bourdieu capitals that effectively influence their followers. This paper reports the findings of interviews with subordinates in Malaysian architecture, civil engineering and landscape architecture consultant firms regarding the influence of the superior’s Bourdieu capitals upon their creativity. Qualitative thematic coding analysis of the interview transcripts generated the relevant Bourdieu capital categories and theme. The leader’s human, emotional, leadership, cultural and social capitals were found to influence the subordinate’s creativity motivation. The data indicate a common theme of followers’ creativity motivation through learning from leader’s superior human capital. The learning is aided by the leader’s emotional capital. Thus, Bourdieu capitals offer an innovative perspective in studying and possibly quantifying leaders’ influence upon their followers.
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Gautsch, Douglas, and David Mathias Setley. "Leadership and the Church: The Impact of Shifting Leadership Constructs." International Journal of Business and Social Research 5, no. 12 (January 1, 2016): 15. http://dx.doi.org/10.18533/ijbsr.v5i12.887.
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<p>The idea of leadership has been examined for millennia. Examples of leadership in action go back to Moses from the Bible and Xenophón from Greek history. One of the key theories in early leadership is that of charismatic leadership. Although most scholars agree that a key concept of charismatic leadership is that of follower attribution, defining boundaries for charismatic is as difficult as defining leadership itself. This difficulty is accentuated in this work because of the shifting organizational structures and follower perceptions. The case details follower attributed charismatic leadership traits, and then provides a robust discussion on the impact of shifting organizational constructs.</p>
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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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Lorber, Mateja, Sonja Treven, and Damijan Mumel. "The Examination of Factors Relating to the Leadership Style of Nursing Leaders in Hospitals." Naše gospodarstvo/Our economy 62, no. 1 (March 1, 2016): 27–36. http://dx.doi.org/10.1515/ngoe-2016-0003.
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Abstract Theories often describe leadership with different classifications, based on personality and behaviour, and have been used to establish the traits and behaviours that determine an effective leadership style. We used the quantitative methodology to investigate the determinants of the leadership style among nursing leaders in Slovene hospitals. Based on the results, we determined that demographic characteristics such as gender, age, length of employment, and level of education do not affect the choice of the leadership style. Internal organizational characteristics such as job position, emotional intelligence, communication, personal characteristics, and the decision-making process are positively associated with the leadership style. Personal characteristics are considered important when it comes to using specific leadership styles, regardless of the choice of the leadership style, which also depends on the situation and external influences.
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Ahmad Nur Kholik. "KONSEP DASAR DAN KARAKTERISTIK KEPEMIMPINAN KEPALA MADRASAH ALIYAH NURUL UMMAH KOTAGEDE YOGYAKRTA." As-Salam: Jurnal Studi Hukum Islam & Pendidikan 9, no. 1 (May 5, 2020): 17–40. http://dx.doi.org/10.51226/assalam.v9i1.121.
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This article aimsto examine the basic concepts and characteristics of Madrasah principals in private schools in Yogyakarta. The Data in this research was obtained from observation, interviews, and documentation. Research resultshows that the basic concept of leadership consists of functions, traits, tasks, and the theory of the emergence of leadership and leadership characteristics. Not everyone has a leadership spirit (in the world of education), this is often found in educational institutions in Indonesia. Some theories say that leadership is hereditary, others say that leadership must go through experience and teaching first. This shows that the criteria for leadership are not based on intelligence and intelligence, but rather on the individual factors themselves. The contribution of this research to education in Indonesia is to give a new color to become an ideal leader.
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Knoll, Michael, Birgit Schyns, and Lars-Eric Petersen. "How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories." Journal of Leadership & Organizational Studies 24, no. 4 (April 29, 2017): 450–65. http://dx.doi.org/10.1177/1548051817705296.
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Our research examines the role of followers in unethical leadership. Drawing on a social–cognitive approach to leadership and recent research in the field of behavioral ethics, we focus on how leader behavior and follower information processing interact to produce unethical outcomes. In two experimental studies simulating a personnel selection context, we examine to what extent individual implicit assumptions regarding the follower role (i.e., implicit followership theories, IFTs) relate to employees’ tendency to comply with leader unethical suggestions. In Study 1, controlling for possible alternative explanations such as personal need for structure, romance of leadership, and moral disengagement, we found that the IFT Good Citizen increased and the IFT Insubordination decreased followers’ tendencies to contribute to unethical leadership. In Study 2, we varied the leader’s unethical suggestions to further investigate the conditions under which these effects occur and included authoritarianism as an additional control variable. Overall, our findings suggest that IFTs make a unique contribution to our understanding of the role of followers in unethical leadership, and that this contribution depends on the way leaders frame their unethical request. Interaction effects suggest that follower characteristics need to be considered as they are embedded in specific situational settings rather than as isolated traits.
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Akers, Katie Lynn. "Leading after the boom: developing future leaders from a future leader’s perspective." Journal of Management Development 37, no. 1 (February 12, 2018): 2–5. http://dx.doi.org/10.1108/jmd-03-2016-0042.
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Purpose This paper aims for an open discussion of new traits which are important to the success of future leaders. By understanding what is important to the new generations coming into leadership roles and how that differs from previous generations, a new set of leadership traits can be developed to help future leaders find success. The purpose of this paper is to challenge the current practices of leadership traits that are being developed and defined for making successful leaders. Design/methodology/approach This paper was designed to raise questions regarding what traits are being developed in current leaders to make them successful and provide two suggestions for new traits to be developed in future leaders. The bulk of the research was from books that analyzed leadership characteristics and the generational needs of the previous and current generations. The information was accompanied with personal experience working as and with the new generation of potential leaders. Findings This paper initiates the need for a discussion on why it is important to start discussing the development of the future generation of leaders. It suggests that the traits of curiosity and belief will be beneficial to the success and fulfillment of future leaders. Research limitations/implications Because of the newness of this concept in regards to curiosity and belief being leadership traits, the research comes from theories and a real life, relevant understanding of leadership development. Therefore, it is encouraged to continue to build upon the thoughts and ideas presented in the paper. Practical implications This paper includes implications that there is a need for leadership development and that through the development of future leader traits, based on what they want from the workforce, will help to make them successful and sustainable future leaders. Originality/value This paper fulfills a need to understand what areas future leaders will need to be developed to create a new generation of effective and successful leaders.
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Miner, Maureen, and Grant Bickerton. "A New Model of Christian Leadership: Insights from the Job Demands–Resources Model and Trinitarian Theology." Journal of Psychology and Theology 48, no. 4 (February 25, 2020): 276–91. http://dx.doi.org/10.1177/0091647120908010.
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Much secular research into leadership examines the traits and behaviors of leaders towards valued organizational goals. Similarly, biblical approaches to Christian leadership examine the traits and activities of biblical figures towards God’s kingdom ends. However, these and relational theories of Christian leadership such as the incarnational approach of servant leadership and the motivational approach of transformational leadership have been criticized. In this article we review research findings based on the Job Demands–Resources model of organizational behavior, in which personal resources of the leader interact with job characteristics in order to increase valued outcomes of work engagement, reduced turnover, and other indicators of healthy functioning. Spiritual resources, such as a secure attachment relationship with God, are examined as a subcategory of personal resources. We consider the results in terms of a trinitarian approach to relational leadership and propose a Trinitarian Resources Model of leadership. We suggest that questions such as “How do I best express my faith in my leadership?” (orthopraxy) can be partly answered in terms of trinitarian theology (orthodoxy) that highlights the relational nature of God, God’s creation of a relational universe, the centrality of kenosis, and the work of the Holy Spirit to embrace and empower humans at work for God’s kingdom ends.
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Germain, Marie-Line. "Traits and skills theories as the nexus between leadership and expertise: Reality or fallacy?" Performance Improvement 51, no. 5 (May 2012): 32–39. http://dx.doi.org/10.1002/pfi.21265.
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Pratiwi, Mira, Sandra Dewi, and Hasyim. "The Role of Competency and Succession Program to Retain Millennial Healthcare Workers (Case Study in Indonesian Small Scale Maternity Hospital)." European Journal of Business and Management Research 6, no. 1 (February 20, 2021): 198–205. http://dx.doi.org/10.24018/ejbmr.2021.6.1.742.
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The turnover rates among millennial employees have become serious issue for many industries including healthcare industry. The negative economically outcome due to high turnover rate can vary from direct and indirect, tangible and intangible cost to the organization.
The cause of high turnover rate has been explained in many literatures, which includes leadership as one of the factors. Many studies have been underlining the importance of leadership style in lowering the number of turnover. Albeit some of leadership style may be proven to be effective in certain organization, the shift of millennial characteristic pressed other scholars to analyze if current theories of leadership style may sufficient and fitting to millennial. Therefore, there has been a gap in the literature between leadership style and leadership traits.
The purpose of this research is to study the relation between effective leadership traits for managing millennial and its’ impact to lower millennial healthcare workers turnover intention. Teamwork is an important aspect in millennial setting; therefore, it is used as moderator to imply if teamwork may strengthen the relation between the two previous variables.
The study was held in a small-scale maternity hospital in Malang, Indonesia, with the population of 57 millennial employees. The results of this research effort may help to fill the gap in the literature about the relationship between leadership traits, teamwork, and employee’s turnover for millennial in the workplace; and will hopefully help the organization to understand better the millennial motives to stay, and to bridge understanding between employer and employees.
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Maliarenko, V. V., A. S. Lukashеv, A. S. Golikov, and O. V. Кhyzhniak. "The image of ideal political leader in the perception of the electorate in Kharkiv (by the results of a focus-group interview)." Ukrainian Society 29, no. 2 (July 10, 2009): 132–40. http://dx.doi.org/10.15407/socium2009.02.132.
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The authors discuss the main approaches to the determination of the ideal image of Ukraine’s political leader from the viewpoint of the theories of leader’s traits and the situative and personal-situative theories. The main types, species, and forms of the leadership are considered, and the basic trends in the political consciousness of Kharkiv’s citizens (such as the instrumentalism, economization of approaches, increase in indifference to the political process, totalization of the consciousness, etc.) are demonstrated by the results of a series of focus-group interviews.
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Anadol, Yaprak, and Mohamed Behery. "Humanistic leadership in the UAE context." Cross Cultural & Strategic Management 27, no. 4 (October 1, 2020): 645–64. http://dx.doi.org/10.1108/ccsm-01-2020-0023.
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PurposeThe main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a prominent humanistic leader of a well-known private university in Dubai as an example, analyzing his leadership approach from a humanistic lens and demonstrating humanistic leadership characteristics linked to the cultural roots.Design/methodology/approachThis paper is designed as a single case to examine how humanistic leadership behaviors and practices are applied in an organization and how they are connected to the UAE culture. The leader and his seven followers are interviewed by using semi-structured forms, and inductive conventional content analysis was utilized to identify common themes and concepts related to humanistic leadership traits in the UAE.FindingsThe paper highlights ten themes named humility, respect, care, fairness, transparency, well-being orientation, generosity, family focus and will with humanistic determination. These themes coincide with the various well-accepted humanistic literature theories and are also aligned with salient Islamic values and the existing humanistic leadership theories. A humanistic leadership description is provided to show the implications to the UAE context.Research limitations/implicationsThis study only focuses on a single higher education institution, and further studies need to be conducted to reach a generalization.Practical implicationsThe paper offers an alternative humanistic leadership for government departments, semi private and private companies to create an organizational culture where those values are flourished and creating an awareness in youth leadership programs to include humanistic leadership principles that will eventually increase social welfare.Originality/valueThis study provides an insight into humanistic leadership phenomenon by giving a contextual example from the UAE. As there has been no attempt to link humanistic leadership to the UAE culture, the findings of this paper will contribute to cross-cultural leadership research.
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Harris, Todd C. "George Washington: a revolutionary approach to leadership." Leadership & Organization Development Journal 39, no. 8 (November 5, 2018): 995–1009. http://dx.doi.org/10.1108/lodj-11-2017-0367.
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PurposeThe purpose of this paper is twofold: first, to examine George Washington’s approach to leadership through the lens of contemporary leadership theory and practice; and second, to help modern managers further reflect upon and develop their own leadership capabilities through a historiographic examination of Washington’s leadership traits and skills.Design/methodology/approachCombining three different academic disciplines, management, psychology and history, the author utilized a historiographic and interdisciplinary research methodology, conducting a detailed exploration of the life of George Washington through an examination of a wide range of original archival materials, books, journal articles and other sources.FindingsThe present analysis reveals that Washington demonstrated a variety of well-validated leadership competencies (e.g. emotional intelligence, resilience, integrity, etc.) that are largely consistent with leader-centered theoretical conceptions of leadership.Originality/valueThis is the first historiographic study of George Washington’s approach to leadership within the management literature. Additionally, through the development of a competency model, the study demonstrates how Washington employed tools and techniques from a host of modern leadership theories to achieve critically important results.
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Wray, Christopher. "A proposed new psychological model for judgement and decision-making." Leadership & Organization Development Journal 38, no. 4 (June 5, 2017): 549–63. http://dx.doi.org/10.1108/lodj-06-2015-0120.
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Purpose The purpose of this paper is to consider the implications for leadership development of a proposed new psychological model based on the integration of two distinct fields of research in cognitive science and neuroscience, namely, judgement and decision-making in the heuristics and biases tradition, and in particular the dual-process theory of cognition and its development into a tri-partite model; and the differences between the distinct modes of attention supported by left and right cerebral hemispheres. Design/methodology/approach The distinct fields of research are critically reviewed, the proposed new integrated conceptual framework is presented and compared with other relevant theory, and finally the implications for practice and the connection with contemporary leadership development theory are explored. Findings It is suggested that decision-makers’ performance in volatile or complex environments could be enhanced through the appropriate engagement of each among the expanded set of cognitive faculties identified in the proposed model, and that a decision-making methodology incorporating prompts to engage each of these aspects of cognition could be adopted by individuals or embedded in organisational processes. Research limitations/implications Potential connections for future research are suggested between the proposed new conceptual framework and existing theories concerning shared leadership in teams and reframing processes in a relational leadership context, and more comprehensive psychological theories of leadership incorporating relevant personality traits. Testable claims for future research are proposed, as the model is yet to be validated empirically. Originality/value This paper proposes a novel, integrated psychological model with potential relevance both as a conceptual framework for future research in contemporary leadership theory and as the basis for a decision-making methodology with practical application in leadership development.
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Matos, Lorraine, and Karina Kasztelnik. "Transformational Educational Leadership and the Innovative Strategies Engaging Online Faculty for the Excellent Teaching Performance in the United States." Business Ethics and Leadership 5, no. 1 (2021): 6–21. http://dx.doi.org/10.21272/bel.5(1).6-21.2021.
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This research paper summarizes the arguments and counterarguments within the scientific discussion on the transformational educational leadership and the innovative strategies engaging online faculty for the excellent teaching performance in the United States. There are various leadership traits of academic leadership to assess engagement amongst online adjunct faculty in the online platform of higher education. This research study focuses on the lived experiences of academic leaders to aid online adjunct faculty in trying to increase the sense of inclusion, engagement, and support. Applying the lived experiences of academic leader could retrieve elements within online adjunct faculty so they can have a positive contribution towards the institution. Support is needed to improve engagement, to assist adequate academic leadership. Systematization of the literary sources and approaches for solving the problem the academic leadership indicates that incorporate individualized strategies when the leader recognizes the value online adjunct faculty bring to their institutions. The relevance of this scientific problem decision is that the themes within this article breakdown the vital impact leaders have with their online adjunct faculty. The wide-ranging factors discussed in this article were categorized to demonstrate the critical components that leadership strategies if implemented effectively, could aid in an engagement component and inclusion for online adjunct faculty. Factors that are vital for academic leadership could be the use of leadership strategies to promote engagement and inclusion within the online environment outlined in this scientific article. The research paper presents the results of an empirical analysis all strategies incorporated in finding the material, history of online education, remote learning environment, leadership traits, leadership support for remote, adjunct faculty, leadership characteristic inactive online adjunct faculty engagement, leadership challenges, authentic relationship, benefits of engagement, communication obstacles on the virtual platforms, and theories within leadership presented a more in-depth understanding on the topic of online adjunct faculty engagement and inclusion. The results of the research can be useful by all academic leaders from all undergraduate, graduate, post-graduate level around the world.
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Ford, Jackie, Nancy Helen Harding, Sarah Gilmore, and Sue Richardson. "Becoming the Leader: Leadership as Material Presence." Organization Studies 38, no. 11 (January 28, 2017): 1553–71. http://dx.doi.org/10.1177/0170840616677633.
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This paper seeks to understand leaders as material presences. Leadership theory has traditionally explored leaders as sites of disembodied traits, characteristics and abilities. Our qualitative, mixed method study suggests that managers charged with the tasks of leadership operate within a very different understanding. Their endogenous or lay theory understands leadership as physical, corporeal and visible, and as something made manifest through leaders’ material presence. This theory-in-practice holds that leadership qualities are signified by the leader’s physical appearance: the good leader must look the part. Actors consequently work on their own appearance to present an image of themselves as leader. They thus offer a fundamental challenge to dominant exogenous, or academic, theories of leadership. To understand the unspoken assumptions that underpin the lay theory of leadership as material presence, we interrogate it using the new materialist theory of Karen Barad and the object relations theory of Christopher Bollas. This illuminates the lay theory’s complexities and sophisticated insights. In academic terms it offers a theory of how sentient and non-sentient actors intra-act and performatively constitute leadership through complex entanglements that enact and circulate organizational and leadership norms. The paper’s contribution is thus a theory of leadership micro-dynamics in which the leader is materialized through practices of working on a corporeal self for presentation to both self and others.
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Dai, Shengli, Yingchun Li, and Wei Zhang. "Personality traits of entrepreneurial top management team members and new venture performance." Social Behavior and Personality: an international journal 47, no. 7 (July 18, 2019): 1–15. http://dx.doi.org/10.2224/sbp.8107.
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Management practitioners and leadership experts regard personality traits as important attributes of individual, team, and organizational performance. However, few scholars have studied the inner workings of the performance of a new venture as regards the personality traits of the entrepreneurial top management team (TMT). We investigated 156 entrepreneurial TMTs of new ventures in China's Optical Valley, and found that: (a) the entrepreneurial TMT's extraversion, agreeableness, conscientiousness, and openness to experience all have a positive impact on a new venture's performance, but neuroticism did not; (b) Knowledge integration had a partial mediating effect on the relationship between the TMT's extraversion, agreeableness, conscientiousness, and openness to experience and the performance of the venture; (c) A transformational leadership style of entrepreneurial TMT leaders was found to significantly moderate the relationship between the TMT's extraversion, conscientiousness, and openness to experience and the new venture's performance. The findings not only contribute to theories of entrepreneurial TMT, team personality composition, and knowledge management, but also have practical significance for improving the performance of new ventures.
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Honavar, Chandan R., Krishna Bhargav K L, and Theresa Nithila Vincent. "APPLICATION OF FRAMING IN LEADERSHIP COMMUNICATION: A SYSTEMATIC REVIEW AND RESEARCH AGENDA." International Journal of Engineering Technologies and Management Research 7, no. 11 (November 24, 2020): 39–49. http://dx.doi.org/10.29121/ijetmr.v7.i11.2020.817.
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Under various fields of research, framing is a concept beautifully constructed by the diverse set of theories and notions. Framing is all about how an individual, a group, an organization or the society communicates and perceives a particular issue. Fields such as Media and communication, Health, Politics and law saw the advent of applications of framing. Due to increased burnout among employees and conflicts between leaders and employees, the need and importance of framing have raised in the area of Leadership communication. In any organization, leaders should be aware of the importance of framing for effective communication. This paper reflects the comprehensive review of the 'framing' concept and also the methodological procedures used in empirical studies of framing, leading to a discussion of how framing could be used in Leadership Communication. Researchers and Academicians can use this literature review to develop a model or frame policies to train individuals involved in leadership roles to use framing as a skill.
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Natt och Dag, Kristina. "A Scholar-Practitioner Perspective on a Leadership Development Program in Health Care: Integrating Connectivism Theory." Advances in Developing Human Resources 19, no. 3 (June 9, 2017): 295–313. http://dx.doi.org/10.1177/1523422317712671.
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The Problem The U.S. health care system is currently undergoing reform, shifting from a volume to a value-based model. This transformation calls for strong leadership among physicians; however, they are often not prepared for leading changes for multiple reasons. Furthermore, physicians can be a challenging group to train when it comes to nonmedical disciplines. Therefore, identifying what will engage physicians in learning nonclinical topics is crucial for effective leadership development. The Solution I attempt to discuss this aspect by utilizing a year-long leadership development program, which yielded great response from physicians in terms of perceived value of learning. Exploring a more recent learning theory (connectivism) that considers the role of building personal learning networks (PLNs), I describe how the program unfolded and how the slow but steady emergence of PLNs became the basis for the learning. I also illustrate how theory has been used to guide program development, leading to successful outcomes. The Stakeholders Scholar-practitioners within human resource development (HRD), and leadership development professionals can be inspired to apply connectivism as a lens to further understand adult learning theories in the era of information and technology as well as apply to the development of leadership programs aimed at highly skilled professional groups.
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Imam, Hassan, Muhammad Baqar Naqvi, Sajid Ali Naqvi, and Maria José Chambel. "Authentic leadership: unleashing employee creativity through empowerment and commitment to the supervisor." Leadership & Organization Development Journal 41, no. 6 (July 14, 2020): 847–64. http://dx.doi.org/10.1108/lodj-05-2019-0203.
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PurposeThe increasing interest of organizations to innovate and survive in the market, combined with a decreasing level of trust in their leaders, has now led thinkers and researchers to begin exploring beyond traditional leadership theories. The literature indicates that, due to the lack of a strong and explicit moral dimension, positive leadership may be incomplete. The purpose of this study is to understand the creativity mechanism that is fostered by authentic leadership through empowerment and commitment to the supervisor.Design/methodology/approachThe data of 214 employees were collected from the strategic units (product generation, customer services, marketing and sales) of all five telecoms which are currently operating in Pakistan. The parallel mediation model was used to analyze the hypothesized model.FindingsResults confirmed that authentic leadership leverages creativity. Mediation results further confirmed that creativity increases when employees feel empowered and are committed to an authentic leader. However, contrast analysis indicated that empowerment has a stronger role in increasing creativity.Research limitations/implicationsNot limited to theoretical debate, the present study emphasized that organizations improve creativity by adopting a management model which delivers moral values along with an efficient, transparent system and empowered culture. Managers should be trained to develop authentic traits so that they can then identify and address critical areas which will serve to nurture creative and innovative behavior in their followers.Originality/valueAuthentic leadership is an emerging concept, yet debate on authentic leadership and creativity is in the establishment phase. The present study highlights that authentic leadership is not simply a consequence of success or the development of a pool of loyal subordinates; rather, empowered leadership at all levels is at the heart of a successful organization.
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Widodo, Wibawanto Nugroho. "LESSONS LEARNT FOR THE INDONESIAN MILITARY LEADERS FROM GENERAL PERICLES’ STRATEGIC-TRANSFORMATIVE LEADERSHIP." Jurnal Pertahanan: Media Informasi ttg Kajian & Strategi Pertahanan yang Mengedepankan Identity, Nasionalism & Integrity 6, no. 1 (April 4, 2020): 28. http://dx.doi.org/10.33172/jp.v6i1.702.
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<p>For a nation to be great, such a nation shall have great and professional military leaders which are contextual to the time and social context of their nation. That is why Indonesian military leaders need to take some lesson-learned from historical records of great military leaders, one of them is the strategic and transformative leadership of General Pericles, an Athenian General. Therefore, this article analyzes about Pericles’ great leadership, especially in what ways and how to measure it. The data corpus of this study is “The Landmark Thucydides: A Comprehensive Guide to the Peloponnesian War” by Thucydides<em>.</em> The research uses qualitative study and critical review on related archival documentation. All data collected is validated by cross-checking with other credible open sources about the life and leadership records of General Pericles. The qualitative analysis uses to examine three main variables that are critical to his strategic-transformative leadership: his grand strategy (strategic mindset); his dedication to the highest level of life for Athenian citizens (altruistic mindset and heart); and his statesmanship, generalship, leadership (his leadership traits). The main International Relations theories used for examining General Pericles’s leadership are the theory of realism and institutionalism coupled with personality analysis of General Pericles himself. This article lays out the answer to the two thesis questions. This article proves that as a realist and visionary leader, Pericles’s leadership was central to the Athenian greatness in terms of its political, social, demographic, and military affairs, that successfully brought his nation to the global height. Putting in the current Indonesian context, this strategic-transformative leadership is important for any Indonesian military leaders to possess since any great nations shall have great and professional military leaders which are contextual to the time and social context of their nation.</p>
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Dimitrov, Danielle. "Leadership in a humane organization." European Journal of Training and Development 39, no. 2 (February 16, 2015): 122–42. http://dx.doi.org/10.1108/ejtd-07-2014-0051.
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Purpose – The purpose of this paper is to explore the way leadership influences an organization to become humane through its features and behaviors; as well as the organizational circumstances in which humane leadership can be nurtured. The first empirical case study, in the fields of Human Resource Development (HRD) and hospitality management, to explore the way employees from different national cultures (as measured by their individualistic/collectivistic values), in a US-based hotel, perceive their workplace to be a humane organization (HO), as defined by Chalofsky (2008), was the one made by Dimitrov (2009, 2010). More specifically, the example set by leadership in the studied hospitality organization is the focus of the present descriptive manuscript. The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace. Design/methodology/approach – The exploratory research mentioned above used a single embedded case study with 17 participants, selected via purposeful convenience sampling, who represented management, supervisory and professional line-level employees from a culturally diverse full-service hotel in a major metropolitan area. The instrument of Singelis et al. (1995) for horizontal and vertical individualism (I) and collectivism (C), as well as the instrument of Triandis and Singelis (1998) for I and C, was applied to every respondent to determine their cultural belonging. One-on-one interviews, written reflections and documentary analysis, as well as observations of the social and physical aspects of the participants’ workplace, were conducted. Findings – Five leadership sub-themes were observed to the general theme “Setting the Example” of the study’s findings: company values for leadership styles and employee treatment; the legacy of one charismatic leader (the previous general manager); leader–follower communication; how the workplace feels intrinsically; and how the work environment becomes negative. The study led to the formation of two new characteristics of the HO (Dimitrov, 2009), of which one could be recommended as the main focus of leadership in an HO: being cognizant and understanding of individuals as human beings, not just as employees. The traits and behaviors of some modern leadership theories such as authentic leadership, transformational leadership and charismatic leadership were combined under the concept – humane leadership. Research limitations/implications – The research of more culturally diverse organizations in different counties, brand cultures and economic sectors, under various research methodologies, and in the context of classical and recent leadership theories, was recommended to establish further weather I and C employees’ expectations of their leadership would make a difference for the sustenance of an HO. Practical implications – Furthermore, organizations and HRD practitioners are encouraged to invest more time, efforts and resources into leadership development programs that create such humane leadership skills and prepare quality leaders who are well-perceived and trusted by their culturally diverse workforce. Originality/value – The importance of HRD concepts such as the HO for the academic study and practical development of leadership in organizations is significant, through the effects leadership has on employee satisfaction and engagement at the workplace. Humane leaders can be nurtured in a humane organizational culture.
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Manning, Tony, and Bob Robertson. "Explorations into sex, gender and leadership in the UK Civil Service Part 1. Introduction, background and theoretical considerations." Industrial and Commercial Training 47, no. 5 (July 6, 2015): 244–52. http://dx.doi.org/10.1108/ict-01-2015-0007.
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Purpose – This is the first of a three-part paper exploring the intersection between sex, gender and leadership in the UK Civil Service. The purpose of this paper is to introduce research by the authors into differences in the behaviour of men and women managers in the UK Civil Service, differences in 360 degree assessments of these behaviours and variations in the behaviours and assessments in different organisational contexts. This part of the paper sets the scene, and provides a literature review and a series of conjectures, derived from this review. Design/methodology/approach – This part of the paper outlines the training and development activities carried out by the authors and explains the target populations, the context in which managers operated and the part played by psychometric assessments in such activities. It then provides a literature review on the intersection of sex, gender and leadership. This looks at: the glass ceiling; leader preferences; gender stereotypes; gender stereotypes and leaders; attitudes towards women as leaders; leadership theories and gender stereotypes; sex differences in psychological traits; sex differences in leader behaviour and effectiveness. Finally, it presents a series of conjectures, derived from the literature review. Findings – The literature review shows that the playing field that constitutes managerial ranks continues to be tilted in favour of men and behaviours associated with the male stereotype, despite what leadership theories and field evidence would suggest. Research limitations/implications – The research was also a by-product of the authors’ training and development work, not a purpose-built research programme to explain the “glass ceiling”. It relates to the UK Civil Service and may not be relevant in other contexts. Practical implications – Later parts of the paper present prescriptions for minimising the impact of gender stereotypes, along with an evidence-based leadership framework. Training and development implications are presented. Findings are relevant to leaders, would be leaders and human resource professionals, including training and development specialists. Social implications – The vast majority of top leadership positions across the world are held by males rather than females. This prevents women from moving up the corporate ladder. This literature review describes the “glass ceiling” and explores what lies behind it. Originality/value – Research on sex differences in behaviour, gender stereotypes and situational differences in both, in the UK Civil Service, are all original. Of particular importance is the new evidence-based framework of leadership competences.
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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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Pounder, Paul, and Damian Eisenghower Greaves. "Impassioned leadership effectiveness: an assessment of leadership styles of top leaders in Caribbean healthcare systems." International Journal of Public Leadership 16, no. 2 (April 16, 2020): 125–44. http://dx.doi.org/10.1108/ijpl-01-2019-0001.
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PurposeThe purpose of this paper is to explore effective leadership based on information collected from leaders in the healthcare delivery system within the Caribbean. It assesses leadership challenges and the ability to perform based on balancing limited resources.Design/methodology/approachThe authors used grounded theories as the basis for data gathering and formulating a strategy for thematic analysis. The researchers analyzed the data through identifying, synthesizing and evaluating codes. The sample comprised 20 senior officials from 7 ministries of health, 7 permanent secretaries and 6 chief medical officers across the 12 island states in the Caribbean region.FindingsThe findings are broken down into two main areas: first of these is the competency areas and the second part is the personal characteristics. The first part highlighted the Leader's ability to lead others or projects. The second part assessed the leaders' personality traits and distinguishing qualities that are embodied in the individual leaders.Research limitations/implicationsThe study is exploratory; given that this is the first time that such research has been done within the healthcare sector of the Caribbean region. Because of the chosen research approach, interviewees' comments within the paper may be biased based on their specific situation and exposure.Practical implicationsThe study highlights that there is a need for more training in leadership and other management competencies to assist in the decision-making process within the healthcare section of the public sector.Social implicationsThe study highlights that there is a need for better understanding of the inter-connectivity of the public service culture, global health governance and healthcare delivery. This paper provides a basis to help academics and practitioners think through leadership styles and strategies; plus, identify suitable best practices to lead more effectively in a social care field.Originality/valueThe study assesses the effectiveness of the leadership styles in the healthcare sector within the context of the Caribbean and it contributes by adapting and extending the literature on leadership in the study. Further, the paper contributes to the discourse on the demands on leadership for developing countries.
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Rodriguez, Alejandro, and Yolanda Rodriguez. "Metaphors for today’s leadership: VUCA world, millennial and “Cloud Leaders”." Journal of Management Development 34, no. 7 (July 13, 2015): 854–66. http://dx.doi.org/10.1108/jmd-09-2013-0110.
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Purpose – The purpose of this paper is to evidence the scenarios any leader is currently facing in front of three specific situations: a volatile, uncertain, complex and ambiguous world (VUCA); a generation that is changing the way to form relationships, work and knowledge transfer;and the possibility for a “Cloud Leadership” to overcome today’s reality of constant change, redirection, new frontiers and formatting. Design/methodology/approach – This paper seeks one theoretical entailment, so that the world today presented by Johansen (2012) from four perspectives needs to be considered from the perspective of leadership. Findings – The paper views leadership as “a Cloud.” It brings new insights to a social and organizational analysis of leaders today. The metaphorical language is creative in the formative accompaniment of the Millennials, it provides and clarifies the orientation in all areas where they interact. Research limitations/implications – Leaders leading Millennials face challenges with specific textures: convergence of traits, processes and outcomes with a leadership enriched by schools and theories immersed in a VUCA world where resiliency is a scarce commodity. Raising, building, taking advantage of the dynamism that each individual possesses, educating from the positive and toward the positive, is a benefit of a “Cloud Leader” in a VUCA world where Millennials have a strong presence. Practical implications – This paper offers a kind of vignette of leadership to illustrate the theories, skills, abilities and different approaches converging within leaders for these coming years: the immersion in a VUCA world, leading a workforce with more Millennial copartners present each day and the metaphors that can help us better understand them, and being a “Cloud Leader.” Social implications – Leadership is going to be a matter of discovering the positive energy in each person, to stimulate the best in every individual and develop the potential of everybody because this “energy” is a small assurance of the future. A leader who attempts to “bring out” the positive in each person, in every context in which he or she is immersed, a leader who seeks the best interventions possible according to his or her capabilities and resources, this is a leader we can call “a leader for the coming future: a Cloud Leader.” Originality/value – In this paper the author uses metaphors as an interesting method to say something with multimodal meanings under the “umbrella concepts” of Millennial generation, and leadership style. It is argued that scientific reasoning does not solely exist in the individual’s head, but emerges in conjunction with the expressed representations.
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Fulop, Liz, and Gary E. Day. "From leader to leadership: clinician managers and where to next?" Australian Health Review 34, no. 3 (2010): 344. http://dx.doi.org/10.1071/ah09763.
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Individual clinician leadership is at the forefront of health reforms in Australia as well as overseas with many programs run by health departments (and hospitals) generally focus on the development of individual leaders. This paper argues, along with others, that leadership in the clinician management context cannot be understood from an individualistic approach alone. Clinician managers, especially in the ranks of doctors, are usually described as ‘hybrid-professional managers’ as well as reluctant leaders for whom most leadership theories do not easily apply. Their experiences of leadership development programs run by health departments both in Australia and internationally are likely to be based on an individual leader-focussed approach that is driving health care reforms. These approaches work from three key assumptions: (1) study and fix the person; (2) give them a position or title; and (3) make them responsible for results. Some would argue that the combination of these three approaches equates to heroic and transformational leadership. Several alternative approaches to leadership development are presented to illustrate how reforms in healthcare, and notably in hospitals, must incorporate alternative approaches, such as those based on collective and relational forms of leadership. This does not mean eschewing individual approaches to leadership but rather, thinking of them differently and making them more relevant to the daily experiences of clinician managers. We conclude by highlighting several significant challenges facing leadership development for clinician managers that arise from these considerations. What is known about the topic?The professional development of clinical managers is topical in Australia at this time. Several professional development approaches emphasise the individual development of the clinician manager. The main emphasis of current programs is developing behaviours and traits in individual managers to make them better leaders. There is little empirical evidence of programs that are designed to strengthen a more distributed model of leadership in Australia. What does this paper add?At the very least a distributed leadership approach that emphasises relationship-based models should be considered as an alternative to professional development programs that concentrate on developing stronger skills in the individual clinical manager. Other relational-based approaches need to be explored to add to leadership development programs. What are the implications for practice?Consideration needs to be given to increasing leadership capacity through professional development models that cultivate a shared or distributed leadership approach amongst its clinical leaders and in which the notion of relationship-based or relational-focussed approaches are incorporated.
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Băeşu, Camelia, and Ruxandra Bejinaru. "Knowledge management strategies for leadership in the digital business environment." Proceedings of the International Conference on Business Excellence 14, no. 1 (July 1, 2020): 646–56. http://dx.doi.org/10.2478/picbe-2020-0061.
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AbstractThroughout this paper we try to propose several updated theories about leadership strategies considering the new framework and coordinates imposed by the digital age. By operating a literature review, firstly we will define the intriguing concepts of: digital age, digital leader and digital leadership. Nowadays leaders must understand the global technological revolution and integrate with it in their daily business routine. Within the sections of the paper we will analyze the different features of the digital knowledge age, considering issues like the work environment, the new type of employees or the new skills. We believe that by mapping all these novel aspects we will emphasize which are the gaps between the current state and the potential one. Acknowledging the opportunities of the digital age is empowering both for managers and employees in terms of achieving their success. We will provide an analysis of the most important traits of a digital leader and their necessity in the present environment. Even if great theorists consider that a leader’s essential characteristics are timeless we will argue which are the substantial changes generated by digitalization. Furthermore, we will discuss the potential knowledge strategies to be applied for effective leadership in the digital business environment. Throughout this paper we want to bring to attention which are the major impactful connections between the trends of digitalization and leadership concepts. In the final section of the paper we will present our conclusions and propose for discussion further challenges of the digital age, mainly from managerial perspective.
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Zigarmi, Drea, and Taylor Peyton Roberts. "A test of three basic assumptions of Situational Leadership® II Model and their implications for HRD practitioners." European Journal of Training and Development 41, no. 3 (April 3, 2017): 241–60. http://dx.doi.org/10.1108/ejtd-05-2016-0035.
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Purpose This study aims to test the following three assertions underlying the Situational Leadership® II (SLII) Model: all four leadership styles are received by followers; all four leadership styles are needed by followers; and if there is a fit between the leadership style a follower receives and needs, that follower will demonstrate favorable scores on outcome variables. Design/methodology/approach For the first and second assertions, a proportional breakdown of the four leadership styles observed within a sample of working professionals is presented and discussed. Regarding the third assertion, for ten outcome variables, multiple one-way analyses of variance tested mean differences between followers who experienced leadership style fit (i.e. a fit between received and needed style) and followers who did not experience fit (n = 573). Subscale scores from the Leader Action Profile, the Work Intention Inventory, the Positive and Negative Affect Scale and an adapted form of the Affective/Cognitive trust scale (McAllister, 1995) were used as study measures. Findings Three of the four leadership styles of the SLII framework were reported as frequently received. All four of the leadership styles were reported as needed. This study also found that follower-reported fit between one’s needed and received leadership style at work resulted in more favorable scores on nine of the ten employee outcomes, as compared to follower-reported misfit. Practical implications As human resource development practitioners seek to educate and train their leaders on how to be more effective with their direct reports, this research provides evidence that all four styles are needed and received, although there were lower instances of reporting the S1 style to be needed or received. Also, the findings demonstrated that when followers view a fit exists between the leadership behaviors they need and the leadership behaviors they receive, greater positive job affect, lower negative job affect, increased cognitive and affective trust in the leader and higher levels of favorable employee work intentions were evident. Originality/value This paper builds on the resurgence of studies examining initiating structure and consideration as leader behaviors. This is one of very few recent studies that, by combining initiating structure and consideration, reinvestigates the four leadership styles established by past contingency theories. Specifically, the authors used the SLII framework as a foundation for analysis. Overall, the study supports three of the major assumptions of the SLII framework.
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Kaguhangire-Barifaijo, Maria, James Nkata, and Elizabeth Lwanga. "Establishing the viability of an institution ethnography inquiry to diagnose university culture." Journal of Educational Research and Reviews 9, no. 5 (May 13, 2021): 118–27. http://dx.doi.org/10.33495/jerr_v9i5.21.111.
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This article proposes an ‘institution ethnography inquiry’ to establish dominant university culture to unravel hidden censures which have led to a divisive, deceptive and uncivil culture that has disrupted the normative flow of common sense. An integrative synthesis and review summaries were adopted to guide the discussion. To discern the type of culture that exists in these universities, two objectives were adopted; (i) analyze emerging university culture and its implications, and (ii) assess the significance of an institutional ethnography inquiry in extricating emerging university culture. Attributes of governance, leadership and personal traits were found to be fundamental pointers to both existing and emerging university culture. As a requisite for the adoption of this inquiry, four (4) theories were identified, reviewed and synthesized. All the theories revealed that the proposed inquiry had potential benefits to expose new-fangled and unique culture that blemished the academia, as well as the intricacies that surround institutional politics, that have infiltrated academia. Hence, an ethnography inquiry should be embraced and promoted as a mode of inquiry for its latency to unravel dysfunctional culture and tackle such contentious topics. Nonetheless, ethnographers must undergo intensive training in ethnography subtleties to gain superior competencies. Keywords: Academia, university culture, institution ethnography inquiry.