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Michel, John W., Brian D. Lyons i Jeewon Cho. "Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior?" Journal of Leadership & Organizational Studies 18, nr 4 (10.08.2010): 493–507. http://dx.doi.org/10.1177/1548051810377764.
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A field study was conducted to compare the three meta-categories assessed in the Managerial Practices Survey (MPS) with the “full-range” taxonomy assessed in the Multifactor Leadership Questionnaire (MLQ). Dyadic and group-level analyses found that subordinate job attitudes and boss-rated managerial effectiveness were predicted better by the MPS meta-categories than by the MLQ meta-categories. Results also suggested that at least one of the three meta-categories from the MPS was more important in predicting each effectiveness outcome than any of the meta-categories from the MLQ. Implications germane to leadership theory and research are further discussed.
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Mathieu, Cynthia, Craig Neumann, Paul Babiak i Robert D. Hare. "Corporate Psychopathy and the Full-Range Leadership Model". Assessment 22, nr 3 (4.08.2014): 267–78. http://dx.doi.org/10.1177/1073191114545490.
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Itzkovich, Yariv, Sibylle Heilbrunn i Ana Aleksic. "Full range indeed? The forgotten dark side of leadership". Journal of Management Development 39, nr 7/8 (2.06.2020): 851–68. http://dx.doi.org/10.1108/jmd-09-2019-0401.
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PurposeThe full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.Design/methodology/approachBased on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.FindingsFirst, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.Originality/valueOur suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.
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Barbuto, John E., Joana S. Story, Susan M. Fritz i Jack L. Schinstock. "Reconceptualizing Academic Advising Using The Full Range Leadership Model". Journal of Leadership Education 7, nr 3 (1.12.2009): 60–68. http://dx.doi.org/10.12806/v7/i3/tf2.
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Ryan, James C., i Syed A. A. Tipu. "Leadership effects on innovation propensity: A two-factor full range leadership model". Journal of Business Research 66, nr 10 (październik 2013): 2116–29. http://dx.doi.org/10.1016/j.jbusres.2013.02.038.
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Cho, Jeewon, Jung Hyun Lee, Yoonjung Baek, Rajnandini Pillai i Se Hyung OH. "Ethical Leadership and Performance Controlling for the Full-Range Model and Authentic Leadership". Academy of Management Proceedings 2018, nr 1 (sierpień 2018): 11895. http://dx.doi.org/10.5465/ambpp.2018.142.
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Westerlaken, Kristie M., i Peter R. Woods. "The relationship between psychopathy and the Full Range Leadership Model". Personality and Individual Differences 54, nr 1 (styczeń 2013): 41–46. http://dx.doi.org/10.1016/j.paid.2012.08.026.
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Kirkbride, Paul. "Developing transformational leaders: the full range leadership model in action". Industrial and Commercial Training 38, nr 1 (styczeń 2006): 23–32. http://dx.doi.org/10.1108/00197850610646016.
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Bass, Bernard M. "Is there universality in the full range model of leadership?" International Journal of Public Administration 19, nr 6 (styczeń 1996): 731–61. http://dx.doi.org/10.1080/01900699608525119.
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ROMASCANU, Marius Constantin, Virgil GHEORGHE i Dan Florin STANESCU. "An Exploratory Study of Full Range Leadership Model and Nonverbal Sensitivity". Logos Universality Mentality Education Novelty: Social Sciences 6, nr 1 (30.06.2017): 83–94. http://dx.doi.org/10.18662/lumenss.2017.0601.08.
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Toor, Shamas-ur-Rehman, i George Ofori. "Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture". Journal of Business Ethics 90, nr 4 (26.03.2009): 533–47. http://dx.doi.org/10.1007/s10551-009-0059-3.
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Poethke, Ute, i Jens Rowold. "A Cross-cultural Investigation of the Extended Full-Range of Leadership Model". Academy of Management Proceedings 2018, nr 1 (sierpień 2018): 11474. http://dx.doi.org/10.5465/ambpp.2018.11474abstract.
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Goussak, Gregory W., Jon K. Webber i Elliot Ser. "APPLYING THE FULL RANGE LEADERSHIP MODEL TO MANAGING EMPLOYEES IN THE LAS VEGAS CASINO-GAMING INDUSTRY". Journal of Gambling Business and Economics 5, nr 1 (2.01.2013): 46–66. http://dx.doi.org/10.5750/jgbe.v5i1.564.
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Early researchers concluded that leaders exhibit certain qualities not found among the common man (Bass, 1990; Burns, 1978; Hernez-Broome & Hughes, 2004; Moser & vander Nat, 2003; Northouse, 2010; and Stodgill, 1948). As researchers started looking at these phenomena, they realized that leadership is an evolving process that changes from paradigm-to-paradigm; shifting as environmental values change within society (Bass, 1990). The significant growth of the casino-gaming industry over the past two decades necessitates management understanding of how leading in the 21st century could affect operational productivity and organizational performance. The purpose of this research study was to investigate and analyze employee perceptions about managerial leadership styles in the Las Vegas casino-gaming industry. This study focused on the leadership styles in the Full Range Leadership Model (FRLM) and the relationship between employee perceptions and revenue growth. Participants completed the Multifactor Leadership Questionnaire Form 5X (MLQ) to communicate their perceptions about managerial leadership styles. The study discovered that employees in Las Vegas casino-gaming operations perceived their managers as following the contingent rewards transactional leadership style and that revenue growth was not a determining factor in their perceptions.
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Steinle, Claus, Timm Eichenberg i Max Stolberg. "„Full Range Leadership“-Modell: Kritische Würdigung und Anregungen zur Weiterentwicklung". Zeitschrift für Management 3, nr 2 (czerwiec 2008): 101–24. http://dx.doi.org/10.1007/s12354-008-0007-7.
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Lee, Junghyun (Jessie), Jeewon Cho, Yoonjung Baek, Rajnandini Pillai i Se Hyung Oh. "Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?: An organizational commitment perspective". Asia Pacific Journal of Management 36, nr 3 (14.06.2019): 821–47. http://dx.doi.org/10.1007/s10490-018-9596-6.
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Okanga, B., i A. Drotskie. "A transformational leadership model for managing change and transformation linked to diversification investments". Southern African Business Review 20, nr 1 (27.03.2019): 414–45. http://dx.doi.org/10.25159/1998-8125/6058.
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Owing to its relationship with change and transformation, transformational leadership theory should be relevant to managing change and transformation linked to diversification investments. However, the question of what model of transformational leadership would be appropriate for managing change and transformation linked to diversification investments has not been addressed. The purpose of this research was to explore managers’ perceptions of the links between transformational leadership and diversification strategies. Using a qualitative research method, this study provides a critical analysis of the transformational leadership theories and triangulation with the behaviours of 30 purposively sampled managers from ten firms involved in different diversification activities. The aim of this was to determine the most appropriate transformational leadership model for managing change and transformation linked to diversification investments. Besides the degree of industry predictability and certainty, the findings echoed the reasoning in the full-range transformational leadership theory that a continuum of transformational-transactional leadership behaviours enhances effective management of diversification-related changes and transformation. However, no similar transformational leadership model was found to have been adopted by prior studies or enterprises engaged in different diversification activities. The study should fi ll this gap by identifying a new transformational leadership theory that links the full-range transformational leadership theory to Ansoff’s model for diversification and growth improvement strategies.
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Maizan, C, Florianna, L. M. i Hamidi, H. "Preferred Leadership Traits by Employees: A case study in Telecommunication Organization". Journal of Cognitive Sciences and Human Development 5, nr 2 (30.09.2019): 53–65. http://dx.doi.org/10.33736/jcshd.1919.2019.
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Leaders affect employees’ performance in the organization by their leadership style, which is dependent to the degree of favor by their followers. It is vital for the organization to identify the most effective leadership styles which will boost performance in the organization. This research studied the type of leadership trait most preferred in the telecommunication sector. This qualitative study used the Full Range Leadership Model to identify and suggest the preferred traits of a leader. The sampling method used was purposive. Interview guides were used as the research tool. A total of six (6) informants were interviewed. The results showed transformational leadership style is the most preferred by all the informants as the employees found that the traits of the transformational leader bring more positive impacts on their work performance.
Keywords: Leadership traits; Transformational leadership; Telecommunication sector; Full-range Leadership Model; Employees performance.
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Eliophotou Menon, Maria. "The relationship between transformational leadership, perceived leader effectiveness and teachers’ job satisfaction". Journal of Educational Administration 52, nr 4 (1.07.2014): 509–28. http://dx.doi.org/10.1108/jea-01-2013-0014.
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Purpose – The purpose of this paper is to investigate the link between transformational/transactional/passive-avoidant leadership behaviors, teachers’ perceptions of leader effectiveness and teachers’ job satisfaction. In this context, the paper also examines the conceptual model underlying the scales of the most widely used instrument in research on transformational leadership, the Multifactor Leadership Questionnaire (MLQ). The theoretical framework for this investigation is that of the full range model of leadership. Design/methodology/approach – An adapted version of the MLQ was administered to a sample of 438 secondary school teachers in the Republic of Cyprus. Confirmatory factor analysis and structural equation modeling were used in the analysis of the data. Findings – The results provide support for a three-factor structure model consisting of transformational, transactional and passive-avoidant forms of leadership, representing three distinct components of leadership behavior. Teachers’ perceptions of leader effectiveness and teachers’ overall job satisfaction were found to be significantly linked to the leadership behaviors included in the full range model of leadership. Research limitations/implications – The findings are cross-sectional and based on the subjective perceptions of teachers. The analysis of the data suggests that transformational leadership may not be a sufficient condition for (perceived) headteacher effectiveness. Originality/value – The link between transformational leadership, perceived leader effectiveness and teachers’ overall job satisfaction has not been investigated in many studies. The present study attempts to address this gap.
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Coleman, Jeff Coleman, i Gershon Tenenbaum Tenenbaum. "A Functional Model of Team Leadership for Sport". Studies in Sport Humanities 21 (28.12.2017): 7–18. http://dx.doi.org/10.5604/01.3001.0011.7036.
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The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifi cally, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes infl uence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fi t the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables infl uencing perceptions of cohesion. Transformational leadership had a signifi cant positive path to cohesion, which in turn had a signifi cant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the fi rst step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion. Keywords: transformational, cohesion, shared leadership, baseball, softball
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Peus, Claudia, Susanne Braun i Dieter Frey. "Situation-based measurement of the full range of leadership model — Development and validation of a situational judgment test". Leadership Quarterly 24, nr 5 (październik 2013): 777–95. http://dx.doi.org/10.1016/j.leaqua.2013.07.006.
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Philpot, Allison, Rob Devitt i Jane Parr. "Competency-Based Leadership Selection Case Study: Peterborough Regional Health Centre". Healthcare Management Forum 15, nr 4 (grudzień 2002): 55–58. http://dx.doi.org/10.1016/s0840-4704(10)60042-7.
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In response to the healthcare industry's growing emphasis on accountability and leadership competencies, the Peterborough Regional Health Centre (PRHC) has adopted a Human Resource Strategy that uses a competency-based model to guide the full range of Human Resource activities for its leaders. This article outlines the model that has allowed for the strategic placement of Directors and Managers into positions in the corporation with an effective, measurable and core business oriented approach to the delivery of healthcare.
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Ahlfinger, Noni Richardson, i James K. Esser. "TESTING THE GROUPTHINK MODEL: EFFECTS OF PROMOTIONAL LEADERSHIP AND CONFORMITY PREDISPOSITION". Social Behavior and Personality: an international journal 29, nr 1 (1.01.2001): 31–41. http://dx.doi.org/10.2224/sbp.2001.29.1.31.
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Two hypotheses derived from groupthink theory were tested in a laboratory study which included measures of the full range of symptoms of groupthink, symptoms of a poor decision process, and decision quality. The hypothesis that groups whose leaders promoted their own preferred solutions would be more likely to fall victim to groupthink than groups with nonpromotional leaders received partial support. Groups with promotional leaders produced more symptoms of groupthink, discussed fewer facts, and reached a decision more quickly than groups with nonpromotional leaders. The hypothesis that groups composed of members who were predisposed to conform would be more likely to fall victim to groupthink than groups whose members were not predisposed to conform received no support. It is suggested that groupthink research is hampered by measurement problems.
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Yahaya, Rusliza, i Fawzy Ebrahim. "Leadership styles and organizational commitment: literature review". Journal of Management Development 35, nr 2 (7.03.2016): 190–216. http://dx.doi.org/10.1108/jmd-01-2015-0004.
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Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.
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Tenenbaum, Gershon, i Jeff Coleman. "A Functional Moodel of Team Leadership for Sport". Studies in Sport Humanities 21 (28.12.2017): 7–17. http://dx.doi.org/10.5604/01.3001.0012.6526.
Pełny tekst źródłaStreszczenie:
The purpose of this study was to propose and examine a new leadership framework, the Team Leadership Model for Sport. Specifically, the aim was to examine a functional leadership paradigm in sport where full range of leadership behaviors by the coach and by the collective athletes influence team cohesion, and thereby increase the likelihood of team goal achievement. Data were utilized from 518 NCAA Division I-III athletes from 36 softball teams and 13 baseball teams. The participants completed the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Team Multifactor Leadership Questionnaire (Avolio & Bass, 1996), the Group Environment Questionnaire (Carron, Brawley, & Widmeyer, 1985), and the Team Outcome Questionnaire that was developed for this study. Structural equation modeling indicated that the original hypothesized model did not fit the data, but an acceptable alternative model was established, which included transformational leadership and two transactional leadership variables influencing perceptions of cohesion. Transformational leadership had a significant positive path to cohesion, which in turn had a significant positive path to goal achievement. We discuss a potentially fruitful direction in the examination of team leadership, within which the first step involves a closer examination of measurement of coach leadership, shared athlete leadership, and cohesion.
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Pencheva, Miglena. "Methodological aspects of examination of leadership and organizational culture influence on knowledge conversion in public administration". Proceedings of the International Conference on Business Excellence 12, nr 1 (1.05.2018): 760–71. http://dx.doi.org/10.2478/picbe-2018-0068.
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Abstract Leadership, organizational culture and knowledge conversion are sufficient concepts in contemporary organizational development. Thus, there are variety of concepts, methods and instruments in the literature, employed to examine either the current situation or the relationship among those categories. However, these methods are so diverse, that they could confront to one another if composed in a common survey. What is more, leadership, organizational culture and knowledge conversion are soft areas of study, which implies specifics that ought to be taken into consideration, especially when it comes for public administration. The objective of the paper is tocompile a framework of models, instruments and data manipulation techniques to revel current structure and the relationships among leadership, organizational culture and knowledge conversion in an organization. The survey focuses on managers in public administration (officers with subordinates). However, it is applicable in business environment as well. The concepts examined are as follows: Full range of Leadership Model, Hofstede Cross-cultural Model, Revised profile of Organizational Culture and SECI Model. The methodology employed composts of Descriptivеs, Preliminary data analysis, Outlier analysis, Exploratory Factor Analyses (Parallel analysis including), Pearson Correlation and Standard Linear Regression. As a result, there is a framework outlined to describe the current structure and the relationship among leadership, organizational culture and knowledge conversion practices.
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Jamali, Amna Rasool, Arabella Bhutto, Mahvish Khaskhely i Waqar Sethar. "Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education". Management Science Letters 12, nr 1 (2022): 1–20. http://dx.doi.org/10.5267/j.msl.2021.8.005.
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There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.
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Lawrason, Sarah, Jennifer Turnnidge, Luc J. Martin i Jean Côté. "A Transformational Coaching Workshop for Changing Youth Sport Coaches’ Behaviors: A Pilot Intervention Study". Sport Psychologist 33, nr 4 (1.12.2019): 304–12. http://dx.doi.org/10.1123/tsp.2018-0172.
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To maximize the effectiveness of coach development, educational programs should target coaches’ interpersonal behaviors, be informed by behavior-change techniques, and incorporate comprehensive evaluation procedures. Thus, informed by the full-range leadership model (see Bass and Riggio in 2006) and the Behaviour Change Wheel (see Michie et al. in 2011), Turnnidge and Côté in 2017 developed the Transformational Coaching Workshop (TCW). The purpose of this study was to evaluate the TCW’s effectiveness through observation before and after coaches’ workshop participation. Participants included 8 male head coaches of youth soccer teams. Systematic observation and coding using the Coach Leadership Assessment System were employed pre- and postworkshop to examine coaches’ leadership behaviors. Coaches made improvements in the types of leadership behaviors used and how they were conveyed. This study demonstrates that systematic observation can be implemented to explore real-world changes in behaviors. Future research should examine the impact of the TCW on athlete outcomes.
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Strugar Jelača, Maja, Nikola Milićević, Radmila Bjekić i Viktorija Petrov. "The Effects of Environment Uncertainty and Leadership Styles on Organisational Innovativeness". Engineering Economics 31, nr 4 (29.10.2020): 472–86. http://dx.doi.org/10.5755/j01.ee.31.4.20948.
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The paper aims to better understand the importance of a company’s external environment uncertainty level and the CEO’s leadership style for innovation. Different leadership styles were assessed in the context of a full range leadership theory, namely: transformational (Tfl), transactional (Tsl) and passive leadership (PL). Partial Least Squares-Structural Equation Model was developed, tested and validated to explain the effect of environment uncertainty and leadership style on organisational innovativeness. The hypotheses were tested using responses of managers from 159 medium and large organisations in the Republic of Serbia during 2017. The results suggest that there is a statistically significant relationship between environment uncertainty and organisational innovativeness, while transformational leadership was described as important leadership style that cannot be ignored if organisation wants to improve organisational innovativeness. Influence of transactional leadership was not statistically significant, while passive leadership style was found to have the negative influence on organisational innovativeness. Based on the results of the study, practical implication of creating a more supportive workplace for all types of innovation is emphasised. Encouraging managers to predominantly use proactive leadership, i.e. transformational style, facilitates significant innovative capacity. The effective use of leadership style and its innovativeness in South-eastern European countries is vastly unexplored. Thus, the results of the research fill the literature gap between Western leadership theory and South-eastern European context.
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Manning, Tony, i Bob Robertson. "A three factor model of followership, part 2: research on the three factor model and its application to team roles". Industrial and Commercial Training 48, nr 7 (5.09.2016): 354–61. http://dx.doi.org/10.1108/ict-01-2016-0004.
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Purpose The purpose of this three-part paper is to point out that while there is an extensive body of theory and research on leadership, less attention has been given to other roles, particularly follower roles. The authors outlined a three factor model of leadership and suggested it could be applied to followership. In the second part of the paper, the authors present empirical evidence on the three factor model of leadership and its application to the full range of team roles, including follower, co-worker and leader roles. In the third part of the paper the authors present and discuss further evidence specifically on follower behaviour. Design/methodology/approach In this part of the paper, the authors present evidence on the internal reliability and external validity of three self-assessment instruments, two on leadership behaviour and one on team role behaviours. Evidence is provided from a diverse group of managers, mainly in the UK public sector. Individuals completed a variety of self-assessment instruments and, in some cases, had 360 degree assessments completed on them, and provided evidence on contextual variables. The methodology involves looking at the degree of correlation, and its statistical significance, between variables. Findings The three self-assessment instruments, two on leadership and one on team roles, were found to possess satisfactory levels of both internal reliability and external validity, consistent with the three factor model. These findings lent support to the three factor model of leadership, to its extension and application to followership, and to the reliability and validity of the three self-assessment instruments. Research limitations/implications Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. The research was based mainly on individuals in the public sector in the UK. It would be useful to extend such research to other contexts. Practical implications Given that the skills of the effective leader develop out of and build on those of the effective follower, the training of effective followers is seen to underpin that of effective leaders. Social implications The finding that the skills of the effective leader develop out of build on those of the effective follower challenges the widely held pre-occupation with leadership, the idea that leadership is qualitatively different from and superior to followership. Thus it challenges the cult of leadership. Originality/value This paper is the first published attempt to successfully apply the three factor model of leadership to team roles in general, including follower, co-worker and leader roles. In the third part of this paper, the three factor model is applied specifically to follower roles. Ways of measuring leader and follower roles are developed and used to identify follower behaviours, as well as to make possible the identification of behaviours valued when used by followers, based on 360 degree assessments.
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McGowan, Emer, Jennifer Hale, Janet Bezner, Kenneth Harwood, Jennifer Green-Wilson i Emma Stokes. "Leadership development of health and social care professionals: a systematic review". BMJ Leader 4, nr 4 (25.06.2020): 231–38. http://dx.doi.org/10.1136/leader-2020-000211.
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The need to develop leaders across all levels of the health system including clinical staff has been recognised. Investments are made by healthcare organisations each year to develop leadership within their workforce hence there is a need to evaluate these development programmes to investigate whether the stated objectives have been achieved. The aim of this review was to systematically review published literature on the effect of leadership development for health and social care professionals (HSCPs). The databases, CINAHL, EMBASE, ERIC, Medline, PsychInfo, Scopus and Web of Science, were systematically searched. After screening and quality analysis, nine full-text articles were included in the review. The included studies demonstrated a range of methodological quality and there was high variability in the leadership development programmes in terms of programme length, content, structure, participants and evaluation methods. Transformational leadership was the leadership model most frequently employed. The reported results suggest that these educational interventions have positive effects on participants such as improved leadership behaviours, increased confidence and workplace engagement. However, the mixed methodological quality of the studies and high variability between the courses mean that definitive recommendations for leadership development programmes for HSCPs cannot be made. High-quality, longitudinal studies using rigorous evaluation methods are needed to provide the necessary evidence to inform the development of future programmes.
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Nguyen, Lam D., Natalia Ermasova i Loan N. T. Pham. "Leadership and Stress Orientation of Japanese and Russian Working Adults". Global Business Review 19, nr 4 (15.05.2018): 968–87. http://dx.doi.org/10.1177/0972150918772928.
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This cross-cultural study utilized the full range leadership framework developed by Hofstede’s model of culture, and compared leadership styles and cultural values of 461 managerial and non-managerial employees in government and business organizations in Russia and Japan. In this article, we examine the stress, task and relationship orientations of people in Russia and in Japan. As a result of the analysis of 461 responses, some significant differences were found between the two samples. It appears that Russian respondents have higher scores on task (initiating structure) and relationship (consideration style) orientations than Japanese respondents. While gender is a significant factor in task orientation, results did not demonstrate any differences in the relationship orientations and stress perceptions of these respondents. In this article, literature on Japan and Russian cultures is presented along with practical application, suggestions and implications for future studies. The projected results of this study include better cross-cultural understanding, comparison and assessment of Japanese and Russian leadership by foreign and local organizational members.
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Beal, Brian. "All at sea with leadership styles". Human Resource Management International Digest 24, nr 5 (11.07.2016): 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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Karageorgou, Elissavet, Georgios Deligeorgiou, Lazaros Rizopoulos i Theodoros Stefou. "Professional Development in Greek Military Services. Searching a Dominant Leadership Style". European Journal of Interdisciplinary Studies 2, nr 4 (1.12.2016): 8. http://dx.doi.org/10.26417/ejis.v2i4.p8-13.
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Leadership is a focal concept to the functioning of all modern organizations. The leader of an organization is the architect required to create vision and strategy. Management and leadership, the third ranking of administration, is a motivating and guiding Human Resource (HR) in order to contribute effectively to achieving the objectives of an organization. A military service is a complex living mixture of body collections, roles, rules and culture. In terms of numbers, the Greek Army has hundreds of hierarchical structures and about 70,000 active personnel. There is a clear gradation of hierarchy and a code of ethics. At the same time, there is individual leadership, where a military leader commands his/her unit with a distinct and personal style. This research aims at seeking a leadership style based on a personal level to be exercised within the framework of strict structures of HR, that, when effectively exercised, helps younger military leaders improve themselves and also to be used as a proper model in a common basis for thinking and learning about leadership. Fifty officers provided relevant information by filling-in a corresponding number of Multifactor Leadership Questionnaires (MLQ) with fourty five close-ended questions, which count the extent of leadership styles as Full Range Leadership: Transformational, Transactional and Avoidant. The MLQ also examines Leadership Outcomes: Extra Effort, Effectiveness and Satisfaction. Data elaboration and statistical analysis were performed. The dominant leadership style and potential vision resulting from this style are indentified.
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Karageorgou, Elissavet, Georgios Deligeorgiou, Lazaros Rizopoulos i Theodoros Stefou. "Professional Development in Greek Military Services. Searching a Dominant Leadership Style". European Journal of Interdisciplinary Studies 6, nr 1 (1.12.2016): 8. http://dx.doi.org/10.26417/ejis.v6i1.p8-13.
Pełny tekst źródłaStreszczenie:
Leadership is a focal concept to the functioning of all modern organizations. The leader of an organization is the architect required to create vision and strategy. Management and leadership, the third ranking of administration, is a motivating and guiding Human Resource (HR) in order to contribute effectively to achieving the objectives of an organization. A military service is a complex living mixture of body collections, roles, rules and culture. In terms of numbers, the Greek Army has hundreds of hierarchical structures and about 70,000 active personnel. There is a clear gradation of hierarchy and a code of ethics. At the same time, there is individual leadership, where a military leader commands his/her unit with a distinct and personal style. This research aims at seeking a leadership style based on a personal level to be exercised within the framework of strict structures of HR, that, when effectively exercised, helps younger military leaders improve themselves and also to be used as a proper model in a common basis for thinking and learning about leadership. Fifty officers provided relevant information by filling-in a corresponding number of Multifactor Leadership Questionnaires (MLQ) with fourty five close-ended questions, which count the extent of leadership styles as Full Range Leadership: Transformational, Transactional and Avoidant. The MLQ also examines Leadership Outcomes: Extra Effort, Effectiveness and Satisfaction. Data elaboration and statistical analysis were performed. The dominant leadership style and potential vision resulting from this style are indentified.
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Schweitzer, Jochen. "Leadership and innovation capability development in strategic alliances". Leadership & Organization Development Journal 35, nr 5 (1.07.2014): 442–69. http://dx.doi.org/10.1108/lodj-01-12-0001.
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Purpose – The purpose of this paper is to examine whether heterogeneity in alliance capability development can be attributed to the use of certain intra-firm leadership behaviors. The author suggests that transformational leadership behaviors have a stronger influence on the development of innovation (dynamic) capabilities of a strategic alliance than on the development of operational (substantive) capabilities, and that transactional leadership behaviors mainly preserve operational capabilities. Design/methodology/approach – The author used in-depth expert interviews and a questionnaire survey comprising 369 strategic business alliances to develop and test the theoretical framework. Findings – The data confirm the positive relationship between transformational leadership and the development of innovation and operational capabilities. Yet, transactional leadership behaviors are not only associated with operational capability development, but notably contribute to the development of innovation capabilities. Research limitations/implications – While the study focusses on leadership, there are many more factors that impact on the strategic ability of alliances to deliver innovation outcomes. Other limitations are the multiple levels of analysis in the theoretical model, newly developed measurement scales and that responses for the empirical study only come from one partner of the alliance. Practical implications – The study suggests advantages of exercising the full range of leadership behaviors when seeking innovation alliance outcomes. Originality/value – This research contributes to the strategic management, innovation, leadership, and alliances literature by providing new and empirical validation of the effectiveness of particular leadership behaviors in collaborative settings.
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Manning, Tony, i Bob Robertson. "A three factor model of followership: part 3 – research on followership, a three factor followership framework and practical implications". Industrial and Commercial Training 48, nr 8 (3.10.2016): 400–408. http://dx.doi.org/10.1108/ict-01-2016-0005.
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Purpose The first part of this paper pointed out that theory and research on followership is less extensive and less well known than that on leadership. It then described a three factor model of leadership and suggested it could be applied to and was consistent with other work on followership. The second part of the paper presented empirical evidence supporting the three factor model of leadership and justifying its extension and application to the full range of team roles, including follower and co-worker roles, as well as leader roles. This part of the paper looks specifically at follower roles and followership. Research findings are used to develop and describe a three factor model of follower behaviour. The paper aims to discuss these issues. Design/methodology/approach A mixed group of managers, mainly from the UK public sector, completed a variety of self-assessment questionnaires, had 360 degree assessments completed on them, and provided information on their work role and situation. Research looked at the degree of correlation between variables and its statistical significance. This was used to assess the internal reliability and external validity of three factor measures of leader behaviours and team role behaviours. Information on contextual variables was used to measure leader and follower situations and develop leader-follower scales that were used to identify behaviours used by followers. In total, 360 degree assessments were also used to identify behaviours that are most and least valued when used by followers. Findings The findings presented in the second part of this paper provided empirical support for the three factor model of leadership and its extension to the full range of team roles. The findings presented in this part of the paper identify behaviours used by individuals in follower roles and behaviours valued when used by individuals in such roles. By combining these two sets of findings, it was possible to produce a three factor model of effective follower behaviour, with each metacategory consisting of five behaviour sets and each set made up of four specific behaviours. Research limitations/implications Effective organisations need effective followers and effective leaders. Moreover, the skills of the effective leader develop out of and build on those of the effective follower. Effective leaders and followers use essentially the same skills but use them in different situations, playing different roles. The research was carried out on a diverse sample of managers, drawn mainly from the UK public sector. However, it would be useful to extend the research to other populations. Practical implications The findings provide evidence-based descriptions of effective follower behaviours. These have practical implications for leaders and for followers, as well those involved in their training and development. They establish the content of developmental activities for effective followers and indicate how the training and development of followers underpins that of leaders. Social implications The findings challenge the widely held pre-occupation with leadership and the associated view that it is qualitatively different from and superior to leadership. In so doing, the three factor model of followership offers a challenge to the cult of leadership. Originality/value This is the first published research to present empirical evidence supporting the three factor model of followership. In the research process, scales were developed to assess leader and follower roles and used to identify behaviours used by followers. They were also used in further research identifying behaviours most and least valued when used by followers. The instruments and the associated research were original.
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Mosson, Rebecca, Henna Hasson, Ulrica von Thiele Schwarz i Anne Richter. "Self-other agreement of leadership". International Journal of Workplace Health Management 11, nr 4 (6.08.2018): 245–59. http://dx.doi.org/10.1108/ijwhm-03-2018-0022.
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Purpose A common component in leadership interventions is the provision of feedback on leadership behaviors. The assumption is that, when there is a discrepancy in this feedback between managers’ and others’ ratings of leadership, this will increase managers’ self-awareness and motivate them to close this gap. The purpose of this paper is to investigate how agreement between managers and their subordinates changes over time as a result of a leadership intervention. Design/methodology/approach Questionnaire data were collected from line managers (N=18) and their subordinates (N=640) at pre-intervention, post-intervention and at a six-month follow-up. The managers participated in a leadership intervention that aimed to increase their knowledge and skills related to the leadership behaviors described in the Full-Range Leadership Model. Inter-rater agreement and reliability were calculated to justify aggregating the subordinates’ ratings. The managers and their subordinates were grouped according to three agreement categories: in agreement, managers’ over-rating and managers’ under-rating based on the managers’ views of their leader behaviors in relation to their subordinates’. Findings Manager-subordinate agreement on the managers’ leadership increased between pre-intervention and post-intervention but then decreased at the six-month follow-up (17, 61 and 44 percent, respectively). Most managers (n=15) changed agreement categories over time, and only three managers remained in the same agreement category throughout. The subordinates’ mean leadership ratings changed more than the managers’ mean ratings. Originality/value This is the first study to explore how manager-subordinate agreement changes when managers participate in a leadership intervention in a health care context. It shows that an intervention that includes upward feedback, by which managers self-rating of their leadership is compared with their subordinates’ ratings, can be an effective way to increase agreement.
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Mathieu, Cynthia, i Paul Babiak. "Tell me who you are, I'll tell you how you lead: Beyond the Full-Range Leadership Model, the role of corporate psychopathy on employee attitudes". Personality and Individual Differences 87 (grudzień 2015): 8–12. http://dx.doi.org/10.1016/j.paid.2015.07.016.
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Offord, Matt, Roger Gill i Jeremy Kendal. "Leadership between decks". Leadership & Organization Development Journal 37, nr 2 (4.04.2016): 289–304. http://dx.doi.org/10.1108/lodj-07-2014-0119.
Pełny tekst źródłaStreszczenie:
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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Schreiber, Merritt, David S. Cates, Stephen Formanski i Michael King. "Maximizing the Resilience of Healthcare Workers in Multi-hazard Events: Lessons from the 2014–2015 Ebola Response in Africa". Military Medicine 184, Supplement_1 (1.03.2019): 114–20. http://dx.doi.org/10.1093/milmed/usy400.
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Abstract There is increasing knowledge that health care workers (HCWs) can experience a variety of emotional impacts when responding to disasters and terrorism events. The Anticipate, Plan and Deter (APD) Responder Risk and Resilience Model was developed to provide a new, evidence-informed method for understanding and managing psychological impacts among HCWs. APD includes pre-deployment development of an individualized resilience plan and an in-theater, real-time self-triage system, which together allow HCWs to assess and manage the full range of psychological risk and resilience for themselves and their families. The inclusion of objective mental health risk factors to prompt activation of a coping plan, in connection with unit leadership real-time situational awareness, enables the first known evidence-driven “targeted action” plan to address responder risk early before Post Traumatic Stress Disorder and impairment become established. This paper describes pilot work using the self-triage system component in Alameda County’s Urban Shield and the Philippines’ Typhoon Haiyan, and then reports a case example of the full APD model implementation in West Africa’s Ebola epidemic.
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Deprez, Jana, i Martin Euwema. "You can't always get what you want? Leadership expectations of intrapreneurs". Journal of Managerial Psychology 32, nr 6 (14.08.2017): 430–44. http://dx.doi.org/10.1108/jmp-04-2016-0107.
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Purpose The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs. Design/methodology/approach Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software. Findings The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model. Research limitations/implications This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements. Practical implications In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship. Originality/value This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.
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Trinh, Long D., Jason T. Wong, Patricia A. Sullivan, Lam H. Nguyen i Yen T. Pham. "Impact of a chemotherapy workload and productivity dashboard on pharmacy technician turnover". American Journal of Health-System Pharmacy 76, nr 13 (18.06.2019): 992–97. http://dx.doi.org/10.1093/ajhp/zxz081.
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Abstract Purpose To describe the methods used in the development of an intravenous chemotherapy workload and productivity dashboard and its impact on symptoms of burnout and technician turnover. Summary In February 2017, chemotherapy sterile preparation pharmacy technicians reported symptoms of burnout as a result of perceived increase in workload. In response, an i.v. chemotherapy workload and productivity dashboard was developed at an academic medical center to validate workload in comparison to the reported job stress of pharmacy technicians. The dashboard provided pharmacy leadership objective data to validate staff concerns and leveraged lean principles to level-load the work prior to requesting additional full-time equivalents (FTEs) to senior leadership. The rate of turnover of i.v. chemotherapy technicians was assessed before (December 2016–June 2017) and after (July 2017–January 2018) dashboard implementation and approval of an additional i.v. chemotherapy technician FTE. The addition of the new FTE resulted in a decrease in productivity from an average of 106% (range 67%–151%) to 84% (range 65%–110%). The interventions allowed for the ability to leverage a staffing-to-demand model, resulting in the observed improvement in technician symptoms of burnout and a notable decrease in the overall turnover rate of i.v. chemotherapy technicians. Conclusion The i.v. chemotherapy workload and productivity dashboard confirmed frontline staff perception and provided data to support the addition of labor resource and an opportunity to leverage a staffing-to-demand model to decrease symptoms of burnout and technician turnover.
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Qadach, Mowafaq, Chen Schechter i Rima’a Da’as. "From Principals to Teachers to Students: Exploring an Integrative Model for Predicting Students’ Achievements". Educational Administration Quarterly 56, nr 5 (26.02.2020): 736–78. http://dx.doi.org/10.1177/0013161x20907133.
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Purpose: This study explored a theoretical model proposing direct and mediated effects for principals’ characteristics—principals’ information-processing mechanisms (PIPMs) and instructional leadership (IL)—with organizational learning mechanisms (OLMs), for schools’ OLMs with teachers’ characteristics—teachers’ affective commitment (TAC), collective teacher efficacy (CTE), and teachers’ job satisfaction (TJS)—and finally, for teachers’ characteristics with students’ achievements on national math and science tests. Design: Data were collected from a multisource survey of a random sample of 130 elementary school principals representing Israel’s full socioeconomic range, 1,700 teachers from those schools, as well as data on those schools retrieved from the Ministry of Education data set. Data were aggregated at the school level for structural equation modeling (SEM) analysis. Findings: Analysis from SEM confirmed that IL emerges as a prominent mediator between PIPMs and OLMs. OLMs emerged as a prominent mediator between IL and the three teachers’ characteristics. TAC and CTE were significantly directly related to students’ math and science achievements. Finally, OLMs promoted students’ math and science achievements only through CTE. Implications: The relationships found for both principal characteristics (PIPMs and IL) with OLMs in schools highlight principals’ potentially important role in promoting collective learning within schools through utilization of OLMs, which can predict critical teacher characteristics (TAC, CTE, TJS), which in turn can predict school effectiveness measures (i.e., students’ achievements).
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Lei, Wenjie, Youyi Ruan, Ebru Bozdağ, Daniel Peter, Matthieu Lefebvre, Dimitri Komatitsch, Jeroen Tromp, Judith Hill, Norbert Podhorszki i David Pugmire. "Global adjoint tomography—model GLAD-M25". Geophysical Journal International 223, nr 1 (21.05.2020): 1–21. http://dx.doi.org/10.1093/gji/ggaa253.
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SUMMARY Building on global adjoint tomography model GLAD-M15, we present transversely isotropic global model GLAD-M25, which is the result of 10 quasi-Newton tomographic iterations with an earthquake database consisting of 1480 events in the magnitude range 5.5 ≤ Mw ≤ 7.2, an almost sixfold increase over the first-generation model. We calculated fully 3-D synthetic seismograms with a shortest period of 17 s based on a GPU-accelerated spectral-element wave propagation solver which accommodates effects due to 3-D anelastic crust and mantle structure, topography and bathymetry, the ocean load, ellipticity, rotation and self-gravitation. We used an adjoint-state method to calculate Fréchet derivatives in 3-D anelastic Earth models facilitated by a parsimonious storage algorithm. The simulations were performed on the Cray XK7 ‘Titan’ and the IBM Power 9 ‘Summit’ at the Oak Ridge Leadership Computing Facility. We quantitatively evaluated GLAD-M25 by assessing misfit reductions and traveltime anomaly histograms in 12 measurement categories. We performed similar assessments for a held-out data set consisting of 360 earthquakes, with results comparable to the actual inversion. We highlight the new model for a variety of plumes and subduction zones.
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Leff, Stephen S., Courtney N. Baker, Tracy E. Waasdorp, Nicole A. Vaughn, Katherine B. Bevans, Nicole A. Thomas, Terry Guerra, Alice J. Hausman i W. John Monopoli. "Social cognitions, distress, and leadership self-efficacy: Associations with aggression for high-risk minority youth". Development and Psychopathology 26, nr 3 (22.07.2014): 759–72. http://dx.doi.org/10.1017/s0954579414000376.
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AbstractUrban ethnic minority youth are often exposed to high levels of aggression and violence. As such, many aggression intervention programs that have been designed with suburban nonethnic minority youth have been used or slightly adapted in order to try and meet the needs of high-risk urban youth. The current study contributes to the literature base by examining how well a range of social–cognitive, emotional distress and victimization, and prosocial factors are related to youth aggression in a sample of urban youth. This study utilized data gathered from 109 9- to 15-year-old youth (36.7% male; 84.4% African American) and their parents or caregivers. A series of hierarchical multiple regressions were fit predicting youth aggression from social–cognitive variables, victimization and distress, and prosocial variables, controlling for youth gender and age. Each set of variables explained a significant and unique amount of the variance in youth aggressive behavior. The full model including all predictors accounted for 41% of the variance in aggression. Models suggest that youth with stronger beliefs supportive of violence, youth who experience more overt victimization, and youth who experience greater distress in overtly aggressive situations are likely to be more aggressive. In contrast, youth with higher self-esteem and youth who endorse greater leadership efficacy are likely to be less aggressive. Contrary to hypotheses, hostile attributional bias and knowledge of social information processing, experience of relational victimization, distress in relationally aggressive situations, and community engagement were not associated with aggression. Our study is one of the first to address these important questions for low-income, predominately ethnic minority urban youth, and it has clear implications for adapting aggression prevention programs to be culturally sensitive for urban African American youth.
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Teacu Parincu, Alina Mirela, Alexandru Capatina, David Juarez Varon, Pablo Ferreiros Bennet i Ana Mengual Recuerda. "Neuromanagement: the scientific approach to contemporary management". Proceedings of the International Conference on Business Excellence 14, nr 1 (1.07.2020): 1046–56. http://dx.doi.org/10.2478/picbe-2020-0099.
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AbstractThe last years have been marked by the attempts to approach the management discipline from a new, innovative perspective, in accordance with the present times, marked by complex challenges and highly increased competition. Given the importance and impact of scientific advances and also the explosion of research in the field of neuroscience, management had to be redefined and its critical variables had to be analyzed from a different perspective. An interdisciplinary vision was needed to enable future researches and explanations of the decision-making processes, leadership practices, change management, innovation, creativity, human resources performance, engagement of people and emotions. Literature review has been made, from the classical management theories and models, the historical concepts of man, to the new, full of perspectives spectrum of neuroscience, brain functioning and, its infinite potential, that opened new horizons, uncovered resources and tools to face the realities of the new business world. The main purpose of this article is to overview the transition from management to neuromanagement, from leadership to neuroleadership, the role and impact of these concepts on the holistic approach of management science. This evolution allows not only the confirmation of a set of assumptions but also access to a wide range of knowledge, with multiple possibilities of applications in organizational management and opens avenues for future researches.
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English, Fenwick W., i Lisa Catherine Ehrich. "Innovatus interregnum: waiting for a paradigm shift". International Journal of Educational Management 29, nr 7 (14.09.2015): 851–62. http://dx.doi.org/10.1108/ijem-05-2015-0055.
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Purpose – The purpose of this paper is to establish the case that innovation in the theory and practice of educational administration/leadership is very unlikely to occur within the existing doxa of our times. By innovation is meant a novel conceptual or practical change in the field of practice. By doxa is meant the unquestioned rules of the game and the linkage between the agencies and organs of government and foundations supporting research in the field. An approach toward thinking outside of the prevailing doxa is presented and explained as one possible antidote to the current dominant model. Design/methodology/approach – The paper is a conceptual/logical analysis of the reasons why the current paradigm dominant in the study and the practice of educational administration/leadership is inadequate. The paradigm has not predicted anything currently unknown or understood yet its continued dominance in the field will not lead to any new discoveries or innovation but only continued verification of what is already known. Findings – The major findings are that the boundaries of behavioral empiricism and social science methods impose an orthodoxy of approach in examining matters of administrative and leadership practice. Subsequently, it not only limits but also prohibits any new breakthroughs in understanding or predicting novel thinking about administration and leadership in educational institutions. Breaking out of this conceptual and theoretical box will be difficult as it is embraced by an interlocking apparatus of agencies and institutions and enshrined in most research journals in the field. Research limitations/implications – It is unlikely that true new discoveries in understanding educational leadership will occur without a restoration of the full range of human emotions and motivations which inspire and sustain leaders. New visions of leadership are required which will lead to what Lakatos has called a progressive research program in which prediction is enhanced and novel aspects of leadership emerge. These are not likely to occur given the tradition of inquiry currently in use. To use Lakatos’ term, the current research program is de-generative or regressive and lags behind the actual practice of school leadership. Thus, the authors perpetuate the theory-practice gap. Practical implications – The continued employment of social science protocols anchored in behavioral empiricism and the scientific method are unlikely to lead to any new breakthroughs in the practice of educational administration/leadership. The lens of behavioral empiricism prohibits a complete understanding of the practice of leadership where that practice becomes “subjective” and/or essentially artistic in nature. Practice, therefore, is anchored only in what is considered “rational” and the non-rational aspects marginalized or eliminated. Social implications – Researchers working in the dominant social science perspectives using hard behavioral empirical traditions embodied in the usual perspective regarding the scientific method will continue to miss or marginalize the emotional and intuitive side of leadership, aspects which are hard to quantify and assess. Leaders not only act but they feel as well. Without emotion in leadership it is extremely hard to build trust in an organization. The moral responsibilities of leaders are also anchored in emotion and values held by the leader. These elements continue to be understated or marginalized in check list approaches to preparation and licensure. Originality/value – The originality of the paper synthesizes the parallel perspectives of William Foster, Karl Popper, Paul Feyerabend, Michel Foucault, Pierre Bourdieu, and Imre Lakatos as it pertains to explaining why the current theory of knowledge is not likely to lead to any new breakthroughs in the practice of educational administration/leadership. One different approach to thinking of leadership as connoisseurship is presented as a potential perspective from the arts as a way of viewing leadership as a form of performance in which emotion and intuition are recognized aspects of practice.
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Werner-de-Sondberg, Christopher Robert Mark, Maria Karanika-Murray, Thomas Baguley i Nicholas Blagden. "The Role of Organizational Culture and Climate for Well-Being among Police Custody Personnel: A Multilevel Examination". International Journal of Environmental Research and Public Health 18, nr 12 (11.06.2021): 6369. http://dx.doi.org/10.3390/ijerph18126369.
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United Kingdom Police custody is one of the most challenging of work environments, liable to excessive demands and reduced well-being. Being difficult to access, it is also a much-neglected area of research that has focused on one or two roles, rather than the full range available, and on individual-level research, rather than a more comprehensive multilevel understanding of how organizational culture and climate can simultaneously influence a range of well-being outcomes. The present longitudinal study explored all types of roles, in both the public and private sectors, across seven English police forces and 26 custody sites (N = 333, response rate 46.57%, with repeated returns = 370). The Integrated Multilevel Model of Organizational Culture and Climate (IMMOCC) was applied to examine the organizational-level influences on individual well-being. Results indicated that (1) custody sergeants were most vulnerable to low well-being, followed by publicly contracted detention officers; (2) shared leadership (a source of team cohesion) was linked to four of six well-being outcomes; (3) two sub-components of culture reflected tensions never acknowledged before, especially in respect of role; and (4) reverse relationships existed between well-being outcomes and the dimensions of culture and climate. The findings inform practical recommendations, including resilience training and the need to raise the status of police custody, while also highlighting concerns about private sector scrutiny that may be relevant to other professions.
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Karkazis, John, Georgios C. Baltos i Janis Balodis. "An Analysis of the Social Factors that Resulted in the 2011 Social Unrest in Egypt, Integrated with a Personality Profiler of its Revolutionary Leadership". Mediterranean Journal of Social Sciences 9, nr 2 (1.03.2018): 215–25. http://dx.doi.org/10.2478/mjss-2018-0041.
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AbstractAt the beginning of 2011, the majority of Egyptian citizens ended the thirty-year authoritarian regime of President Mubarak. From the full of celebrations day of 25th January Revolution till the beginning of July 2013 a lot of political drama overflowed the turbulent Egyptian society, leading to the overthrow of the first legitimately elected President M. Morsi. General Al-Sisi took over the presidential duties in 2014, and the whole world is still struggling to determine whose actions favor and which undermine the democracy and/or the interests of Egyptian people. In an effort to research the social factors that prepared and resulted in the political activism and unrest in Egypt over these latest years, this study has been developed on two main axes. The first one applies an analytical model focusing on the critical drivers towards social unrest, especially adjusted for the data referring to Eastern Mediterranean and Middle Eastern societal characteristics. The second axis then takes advantage of the model’s assessments and proceeds with the narrative interpretation of the facts through a personality profiler for M. Morsi. In this way the research questions meet answers, conclusions and policy implications that combine, in terms of political psychology, both personality-based approaches to politics as well as structural and institutional role constraints restricting the range of initiatives available for leadership decision making.
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Gunter, Helen. "Book Review: Full Range Leadership Development". Educational Management Administration & Leadership 38, nr 3 (maj 2010): 396–97. http://dx.doi.org/10.1177/1741143210362934.
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