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Статті в журналах з теми "Leadership behavior dimensions"

Автор: Grafiati

Опубліковано: 4 червня 2021

Оновлено: 6 лютого 2022

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1

Paesen, Heidi, Kristel Wouters, and Jeroen Maesschalck. "Servant leaders, ethical followers? The effect of servant leadership on employee deviance." Leadership & Organization Development Journal 40, no. 5 (2019): 624–46. http://dx.doi.org/10.1108/lodj-01-2019-0013.

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Purpose Leadership is considered to be a crucial situational factor in predicting and explaining employee deviance. The purpose of this paper therefore is to investigate the relationship between servant leadership on the one hand and employee deviance on the other. While previous studies on the impact of servant leadership on employee deviance typically aggregated all its dimensions into a single scale, this study also explores the impact of the various dimensions of servant leadership separately. Design/methodology/approach Data were collected via an online survey in two ministries of the Bel

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2

Irvine, Diane, Peggy Leatt, Martin G. Evans, and Ross G. Baker. "Measurement of Staff Empowerment Within Health Service Organizations." Journal of Nursing Measurement 7, no. 1 (1999): 79–96. http://dx.doi.org/10.1891/1061-3749.7.1.79.

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A measure of empowerment was developed and its psychometric properties evaluated. Employees (n = 52) of two hospitals participated in semistructured interviews and a pilot test of the research instrument. A second study was undertaken with professional, support, and administrative staff (n = 405) of four community hospitals. Psychometric evaluation included factor analysis, reliability estimation, and validity assessment. Subjects responded to questionnaires measuring empowerment, leadership behavior, organizational citizenship behavior and job behaviors related to quality improvement. Factor

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3

Riemer, Harold A., and Packianathan Chelladurai. "Leadership and Satisfaction in Athletics." Journal of Sport and Exercise Psychology 17, no. 3 (1995): 276–93. http://dx.doi.org/10.1123/jsep.17.3.276.

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This study investigated (a) the differences between the offensive and defensive personnel of football teams in preferred leadership, perceived leadership, and satisfaction with leadership, and (b) the relationships among preferred and perceived leadership, their congruence, and satisfaction with leadership. The study employed hierarchical regression procedures to test the congruence hypothesis derived from the multidimensional model of leadership. The results showed that defensive players preferred and perceived greater amounts of democratic behavior, autocratic behavior, and social support th

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4

Chittle, Laura, Sean Horton, Patricia Weir, and Jess C. Dixon. "Investigating the relationship between the relative age effect and leadership behaviors among male ice hockey players." International Review for the Sociology of Sport 52, no. 6 (2015): 751–68. http://dx.doi.org/10.1177/1012690215616271.

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This study examined the role of relative age on leadership behaviors among male house league ice hockey players. Athletes completed an online survey that solicited their birthdate along with their responses to the leadership scale for sport. As expected, the results of our analyses revealed no relative age effects. Captains scored significantly higher on the training and instruction, democratic behavior and social support dimensions of the leadership scale for sport. While there were significant multivariate differences between birth quartile and the dimensions of leadership, a relative weight

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5

Sari, Maya, and Yanki Hartijasti. "Gaya Kepemimpinan untuk Account Representative pada Kantor Pelayanan Pajak di Wilayah DKI Jakarta." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 11, no. 2 (2018): 107. http://dx.doi.org/10.20473/jmtt.v11i2.10057.

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The purpose of this study is to investigate the current practices of leadership in Directorate General of Taxes, one of the public sectors in Indonesia. This study is also to determine the leadership style that is expected by employees. Respondents that were involved in this study were 550 Account Representatives and 68 Head of Supervision and Consultation Section from 17 Tax Offices (KPP) in the DKI Jakarta region. This study used a qualitative content analysis method. The results revealed that the current practices of leadership was the paternalistic leadership with the benevolent leadership

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6

Qiu, Shaoping, and Larry Dooley. "Servant leadership." Leadership & Organization Development Journal 40, no. 2 (2019): 193–212. http://dx.doi.org/10.1108/lodj-04-2018-0148.

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Purpose The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry. Design/methodology/approach After reviewing the literature, a scale of nine dimensions with 81 items was generated and then subjected to exploratory factor analysis (EFA) using a sample of 600 participants from a polytechnic college and hospitality industry, resulting in 6-factor-33-item solution. The derived measure was then shortened to 24 items by using item response theory (IRT). Drawing on the data from 440 respondents in the hospi

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7

Tang, Chaoying, and Stefanie E. Naumann. "Paternalistic leadership, subordinate perceived leader–member exchange and organizational citizenship behavior." Journal of Management & Organization 21, no. 3 (2015): 291–306. http://dx.doi.org/10.1017/jmo.2014.84.

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AbstractChinese paternalistic leadership (PL) includes three dimensions: benevolence, morality and authoritarianism. Benevolent leadership positively affects organizational citizenship behaviors through leader–member exchange (LMX). Resource limitations of supervisors bring about LMX differentiations within groups. Little research has addressed the moderating effect of LMX differentiations on the three dimensions of paternalistic leadership and organizational citizenship behaviors. In a study on 307 team members and leaders in 47 teams in two hotels in China, we found that benevolence and mora

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8

Emilisa, Netania, and Rastri Kusumaditra. "Servant leadership’s dimensions and deviant workplace behavior: Perspective at five-star hotels in Jakarta Indonesia." Journal of Management Info 8, no. 1 (2021): 56–67. http://dx.doi.org/10.31580/jmi.v8i1.1869.

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This investigation intends to figure out the implementation of servant leadership’s dimensions to deviant workplace behavior. The data utilized in this investigation is primary data, the content of a questioner filled by employees. The sample collection was carried out utilizing the purposive sampling technique and collected 213 samples. The techniques that were used to analyze this investigation are instrumental tests such as validity and reliability and multiple linear regressions with SPSS 25. Servant leadership variables have seven dimensions, which are emotional healing, creating value fo

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9

Al-Amri, Mohammed Saeed. "The Relationship between Servant Leadership and Organizational Citizenship Behavior: An Empirical Study on Saudi Insurance Companies." International Journal of Business and Management 11, no. 11 (2016): 264. http://dx.doi.org/10.5539/ijbm.v11n11p264.

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The aim of this study is to examine the relationship between servant leadership and organizational citizenship behavior. To achieve this aim, the study utilized a questionnaire consists of two validated and well established instruments. This questionnaire has been distributed to a sample consist of (500) employees of insurance companies. A total of (327) complete questionnaires has been received back at a response rate of 65%. After analyzing data and testing hypotheses, the results indicated that the level of servant leadership in insurance companies is at the middle and the most prominent pr

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10

Park, Sunyoung, Shinhee Jeong, Soebin Jang, Seung Won Yoon, and Doo Hun Lim. "Critical Review of Global Leadership Literature: Toward an Integrative Global Leadership Framework." Human Resource Development Review 17, no. 1 (2017): 95–120. http://dx.doi.org/10.1177/1534484317749030.

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The purpose of this research is to critically examine the literature on global leadership competencies and behaviors, and present an integrative global leadership framework. For the literature review, we examined 14 global leadership competency models and 11 indigenous studies on effective leader and manager behaviors in various countries published between 1995 and 2016. We adopted Yukl’s effective leader behavior framework, which identified four meta-categories (i.e., task, change, relation, and external conditions) and 15 specific behaviors within each category (e.g., planning, scheduling, m

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11

Vincer, Diana J. E., and Todd M. Loughead. "The Relationship Among Athlete Leadership Behaviors and Cohesion in Team Sports." Sport Psychologist 24, no. 4 (2010): 448–67. http://dx.doi.org/10.1123/tsp.24.4.448.

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This study examined the influence of athlete leadership behaviors on perceptions of team cohesion. The participants were 312 athletes from 25 varsity and club level teams. Each participant completed the Group Environment Questionnaire (Carron, Widmeyer, & Brawley, 1985) that assessed cohesion and the Leadership Scale for Sports (Chelladurai & Saleh, 1980) that assessed athlete leadership behaviors. Overall, it was found that individual perceptions of Training and Instruction, and Social Support positively influenced all four dimensions of cohesion (ATG-T, ATG-S, GI—T, GI-S). Furthermor

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12

Melinda, Tina, Tony Antonio, and Christina Christina. "CONFIRMATORY ANALYSIS OF SERVANT LEADERSHIP DIMENSION TO THE INDONESIAN ACADEMIC LEADER." Jurnal Aplikasi Manajemen 18, no. 4 (2020): 730–40. http://dx.doi.org/10.21776/ub.jam.2020.018.04.12.

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Understanding Leadership in tertiary education is interesting. Greenleaf, the father of Servant Leadership, has been inspired by several Servant Leadership issues in college before he published his seminal paper on servant leadership. After surveying 11 models and scales of Servant leadership we finally apply the 35-item, six-dimension mea- sure of Servant Leadership Behavior Scale (SLBS). This multi-dimensional measurement was developed by Sendjaya. This study investigates and validates the 6 dimensions and 35 attributes of Servant Leadership. A 35-question questionnaire is used to measure th

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13

Lornudd, Caroline, David Bergman, Christer Sandahl, and Ulrica von Thiele Schwarz. "Healthcare managers’ leadership profiles in relation to perceptions of work stressors and stress." Leadership in Health Services 29, no. 2 (2016): 185–200. http://dx.doi.org/10.1108/lhs-06-2015-0016.

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Purpose The purpose of this study is to investigate the relationship between leadership profiles and differences in managers’ own levels of work stress symptoms and perceptions of work stressors causing stress. Design/methodology/approach Cross-sectional data were used. Healthcare managers (n = 188) rated three dimensions of their leadership behavior and levels of work stressors and stress. Hierarchical cluster analysis was performed to identify leadership profiles based on leadership behaviors. Differences in stress-related outcomes between profiles were assessed using one-way analysis of var

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14

Khulaifi, Hilwan, and Charles Bohlen Purba. "The Effect of Transformational Leadership and Individual Entrepreneurial Orientation on Innovation Work Behavior through Knowledge Sharing in PT. Arga Bangun Bangsa." International Journal of Innovative Science and Research Technology 5, no. 7 (2020): 480–88. http://dx.doi.org/10.38124/ijisrt20jul242.

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This study aims to find out and explain the effects of transformational leadership and individual entrepreneurial orientation (IEO) on innovation work behavior (IWB) through knowledge sharing. Respondents 115 employees. Data collection is done through interviews and questionnaires. Data were analyzed using path analysis (SmartPls 3.0 software) and correlation dimensions between dimensions (SmartPls 3.0 software). The results of the study show that: (1) transformational leadership and IEO partially influence knowledge sharing; (2) transformational leadership, IEO, and knowledge sharing simultan

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Akhilele, Seth. "The Role of Servant Leadership in Church Workers’ Commitment." Scholar Chatter 2, no. 3 (2021): 14–25. http://dx.doi.org/10.47036/sc.2.3.14-25.2021.

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The study was an examination of the role of servant leadership in worker's commitment to the Xander church (Pseudonym). In Xander church, workers' commitment is shallow, as reflected in attendance and service. A cross-sectional design was used to study 38workers using nonprobability purposive sampling. The hypotheses were: H1 Is there a statistically significant relationship between servant leader behaviors and workers' commitment? H2: Is there a statistically significant relationship between the servant leadership behavior of empowerment and church workers' reported commitment due to the leng

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16

E. Greaves, Claire, Hannes Zacher, Bernard McKenna, and David Rooney. "Wisdom and narcissism as predictors of transformational leadership." Leadership & Organization Development Journal 35, no. 4 (2014): 335–58. http://dx.doi.org/10.1108/lodj-07-2012-0092.

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Purpose – Although leadership and organizational scholars have suggested that the virtue of wisdom may promote outstanding leadership behavior, this proposition has rarely been empirically tested. The purpose of this paper is to investigate the relationships between transformational leadership, narcissism, and five dimensions of wisdom as conceptualized by the well-established Berlin wisdom paradigm. General mental ability and emotional intelligence were considered relevant control variables. Design/methodology/approach – Interview, test, and questionnaire data were obtained from 77 employees

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17

Kabore, Somnoma Edouard, Seydou Sane, and Pascaline Abo. "Transformational leadership and success of international development projects (ID projects): moderating role of the project team size." Leadership & Organization Development Journal 42, no. 4 (2021): 517–30. http://dx.doi.org/10.1108/lodj-06-2020-0236.

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PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equa

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18

Kanungo, R. N., and M. Mendonca. "Ethical Leadership in Three Dimensions." Journal of Human Values 4, no. 2 (1998): 133–48. http://dx.doi.org/10.1177/097168589800400202.

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19

Lofquist, Eric Arne, and Stig Berge Matthiesen. "Viking leadership: How Norwegian transformational leadership style effects creativity and change through organizational citizenship behavior (OCB)." International Journal of Cross Cultural Management 18, no. 3 (2018): 309–25. http://dx.doi.org/10.1177/1470595818806326.

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This article examines the distinct “Viking” leadership style of top leaders in the Norwegian industry that has evolved from a harsh and violent history. Earlier studies have reported that Norwegian leaders at the middle manager level rate high in transformational leadership traits due to a strong feminine culture and a low power distance society, yet Norwegians are also highly individualistic which differs significantly from other national cultures with feminine traits and collective societies. This unique cultural combination is becoming a cross-cultural issue as the Norwegian society is beco

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20

Srour, Christine Karmy Gad El Karim, Amr Kheir-El-Din, and Yasmine M. Samir. "The Effect of Green Transformational Leadership on Organizational Citizenship Behavior in Egypt." Academic Journal of Interdisciplinary Studies 9, no. 5 (2020): 1. http://dx.doi.org/10.36941/ajis-2020-0081.

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The purpose of this paper is to investigate the effect of Green Transformational Leadership (GTL) on Organizational Citizenship Behavior (OCB) of Information Technology (IT) employees in Egypt. Significant research has been conducted to understand the influence of transformational leadership on various, yet outdated, OCB constructs. Since Corporate Social Responsibility (CSR) is closely related to OCB, this research looks at the effect of transformational leadership style, from an environmental perceptive on OCB. A simple random sample consisting of 378 IT employees working for Egyptian owned

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21

Hipp, Kristine A., and Paul V. Bredesqn. "Exploring Connections between Teacher Efficacy and Principals’ Leadership Behaviors." Journal of School Leadership 5, no. 2 (1995): 136–50. http://dx.doi.org/10.1177/105268469500500202.

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This paper reports the results of an exploratory investigation of the connections between principals’ leadership behaviors and teachers’ sense of efficacy in selected middle schools currently involved in building-level change efforts. Our findings indicate that there is a significant difference between general teaching efficacy (GTE) and personal teaching efficacy (PTE), the two dimensions that define the construct of teacher efficacy. When asked to interpret principals’ leadership behaviors, there was a significant difference between teachers’ and principals’ perceptions of principals’ leader

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22

Müller, Günter F. "Dimensions of Self-Leadership: A German Replication and Extension." Psychological Reports 99, no. 2 (2006): 357–62. http://dx.doi.org/10.2466/pr0.99.2.357-362.

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In a sample of 167 German students three dimensions of self-leadership, i.e., constructive thoughts, natural reward creation, and proactive behavior, were replicated as when scale values of a German self-leadership questionnaire were subjected to confirmatory factor analysis very satisfactory fit-indices were obtained. In addition, dimensions of self-leadership correlated with entrepreneurial trait disposition (multiple R = 0.46, p <.01), and entrepreneurial job orientation (multiple R = 0.23, p < .05). Conclusions for further research and practical applications are discussed.

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Meerits, Artur, and Kurmet Kivipõld. "Leadership competencies of first-level military leaders." Leadership & Organization Development Journal 41, no. 8 (2020): 953–70. http://dx.doi.org/10.1108/lodj-09-2019-0392.

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PurposeThe purpose of this paper is to determine the quality of the leadership competencies of first-level military leaders according to three behavioural dimensions: task, change and relational competencies.Design/methodology/approachThe study was conducted in the Estonian Defence Forces (EDF) among first-level commanders (N = 89), whose leadership competencies were assessed by their subordinates (N = 1,655). The Leader Reward and Punishment Questionnaire was used to assess task competencies, the Transformational Leadership Behaviour Inventory was used to assess change competencies and the Ex

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Frantz, Terrill L., and Ajay K. Jain. "Relating CEO leadership behavior and organization culture in the Indian context." Leadership & Organization Development Journal 38, no. 6 (2017): 746–64. http://dx.doi.org/10.1108/lodj-12-2015-0287.

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Purpose The purpose of this paper is to examine the relationship between CEO leadership behavior and the culture of the organization within the context of Indian organizations. Design/methodology/approach Two five-scale questionnaires were completed by senior executives (n=485) who have interaction with their CEO. The first instrument captured the executives’ perspective of their CEO’s leadership behavior along six dimensions (People Centric, Global Ambitions, Opportunity Sensing, Visionary, Exemplary, and Dependable). The second instrument captured the executives’ perspective of their organiz

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Hsieh, Jun Yi, and Kuotsai Tom Liou. "Collaborative Leadership and Organizational Performance: Assessing the Structural Relation in a Public Service Agency." Review of Public Personnel Administration 38, no. 1 (2016): 83–109. http://dx.doi.org/10.1177/0734371x15623619.

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Collaborative leadership has been widely discussed in the theory of public-sector leadership and public collaborative governance studies. Based on the survey data of a public service agency in Taipei City Government, Taiwan, this study used path analysis to test the effect of four dimensions of collaborative leadership on the perceived organizational performance, and applied multidimensional scaling (MDS) method to estimate the dimensions of collaborative leadership and their structural relations. Findings of the empirical analyses support our hypotheses about the dimensions and influence of c

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26

Kent, Aubrey, and Packianathan Chelladurai. "Perceived Transformational Leadership, Organizational Commitment, and Citizenship Behavior: A Case Study in Intercollegiate Athletics." Journal of Sport Management 15, no. 2 (2001): 135–59. http://dx.doi.org/10.1123/jsm.15.2.135.

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This study tested the propositions that (a) perceived leader-member exchange quality (LMX) between second level managers (e.g., associate, assistant athletic directors) and their subordinates would be associated with perceived transformational leadership behaviors (TL) of the athletic director, and (b) subordinates' organizational commitment (OC) and organizational citizenship behavior (OCB) would be correlated with both perceived TL and LMX. Seventy-five third tier employees of a large Midwestern university responded to the Multifactor Leadership Questionnaire-MLQ (Bass, 1985); LMX-7 (Graen,

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27

McKenna, Steve. "Cross‐cultural attitudes towards leadership dimensions." Leadership & Organization Development Journal 19, no. 2 (1998): 106–12. http://dx.doi.org/10.1108/01437739810208683.

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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 (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 leade

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Arfandi. "Spiritualitas Kepemimpinan dalam Pengelolaan Pendidikan dan Pembelajaran." Jurnal Pendidikan Islam Indonesia 4, no. 1 (2019): 50–65. http://dx.doi.org/10.35316/jpii.v4i1.170.

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Spirituality in leadership is a leadership that leads the worldly dimension to the spiritual dimension. God is a true leader who inspires all deeds, influences and moves the conscience of His servants. Spirituality in leadership is leadership that forms values, attitude, behavior needed for intrinsic motivation to achieve a sense of spiritual survival. Spirituality-based leadership is not only about intelligence and skills in leadership, but also about the values of truth, honesty, integrity, creativity, wisdom, compassion. Spirituality in leadership is the way of a leader to pays attention to

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Wijesekera, A. T., and R. Lalitha S. Fernando. "Ethical Leadership Measures for Public Service in Sri Lanka." International Business Research 11, no. 7 (2018): 106. http://dx.doi.org/10.5539/ibr.v11n7p106.

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A lack of concern on ethics in public administration may be considered the biggest barrier to quality service delivery. Many efforts have been made to promote ethical standards between public servants. Among those efforts, improving leadership skills can prove to be effective in promoting ethics in public service (Hart 2001).Therefore, ethical leadership behavior is very vital as that ensures ethical guidance. In order to identify the ethical leadership behavior of the public sector, customized measures are essential. This study describes the process of development of a 30-item instrument for

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Gunawan, Joko. "THE PROS AND CONS OF THE RELATIONSHIP BETWEEN PERSONALITY AND LEADERSHIP OR MANAGERIAL BEHAVIOR OF NURSING MANAGER." Belitung Nursing Journal 2, no. 5 (2016): 107–9. http://dx.doi.org/10.33546/bnj.38.

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Dear Editor, “Complex role in complex times” that is what nurse managers have as the one on the most key roles in the hospital.1 They are not just about managing staff schedules, but also need to have a vision and able to inspire them.2 Thus, competent nurse managers are needed. Research suggests that employees and employers are looking for similar characteristics or personality traits in their leaders. Personality trait refers to the dimensions of individual differences in tendencies to show consistent patterns of thoughts, feelings and actions.3 Personality trait seems able to explain why a

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Ärlestig, Helene, and Monika Törnsen. "Classroom observations and supervision – essential dimensions of pedagogical leadership." International Journal of Educational Management 28, no. 7 (2014): 856–68. http://dx.doi.org/10.1108/ijem-01-2014-0001.

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Purpose – The main task of every school is to contribute to student learning and achievement. In the twenty-first century, national and international evaluations and comparisons have focussed on measurable student and school results. Not only teachers but also principals are held accountable for school results, which increase expectations of principals to work to enhance student learning and improve outcomes. In Sweden, a principal's work with a given school's core mission is labeled as pedagogical leadership, a concept that includes diverse activities related to national goals and school resu

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Abdulrahman Al-Hamundi, Warda Abdul Khaliq. "The Role of the Original Leadership Behaviors in Enhancing the Requirements of the High Performance Work Systems." Iraqi Administrative Sciences Journal 1, no. 2 (2017): 460–92. http://dx.doi.org/10.33013/iqasj.v1n2y2017.pp460-492.

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The research aims to identify the role of the original leadership behaviors in enhancing the requirements of the high performance work systems of the directors in Kirkuk governorate. To achieve this objective, the researcher has reached through the research and related studies to construct hypotheses that explain the relationship between the studied variables. As an independent variable with four important dimensions (self-awareness, internal moral perspective, balanced information processing, relational transparency) and five dimensions representing the variable adopted for high performance w

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Özdemir, Servet, Ömür Çoban, and Süheyla Bozkurt. "Examination of the relationship between school principals’ 21st century skills and their strategic leadership according to teachers’ opinions." Pegem Eğitim ve Öğretim Dergisi 10, no. 2 (2020): 399–426. http://dx.doi.org/10.14527/pegegog.2020.014.

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This study aims to examine the relationship between school principals’ 21st century skills and their strategic leadership according to teachers’ opinions. In this quantitative research, a descriptive model that describes the situation was used. The study was conducted in Ankara, and 424 teachers joined the study. To get data from teachers, two scales were used: 21st Century Educational Administrators’ Skills Scale and Strategic Leadership Scale. In order to determine the level of school principals’ 21st century skills and their strategic leadership, descriptive analysis was used as well as Pea

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Blair, Carrie A., Katherine Helland, and Bill Walton. "Leaders behaving badly: the relationship between narcissism and unethical leadership." Leadership & Organization Development Journal 38, no. 2 (2017): 333–46. http://dx.doi.org/10.1108/lodj-09-2015-0209.

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Purpose Narcissism is often cited as a construct that is likely related to unethical leadership. Still, only a handful of empirical studies have examined the relationship between narcissism and workgroup outcomes, and practically none have linked narcissism to leader behaviors. The purpose of this paper is to use narcissism scores to predict behaviors associated with unethical leadership in a controlled setting. Design/methodology/approach Participants completed a measure of narcissistic personality. Participants also completed an administrative assessment center (AC). Qualitative analysis was

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Ross, Stanley. "A conceptual model for understanding the process of self-leadership development and action-steps to promote personal leadership development." Journal of Management Development 33, no. 4 (2014): 299–323. http://dx.doi.org/10.1108/jmd-11-2012-0147.

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Purpose – The goal of the leadership development process is to enable the individual to learn how to become a self-leader and for any organization to develop leaders. Self-leadership represents an individual's ability to exercise control (self-efficacy) over his or her choice of situations in which to participate in and to provide intrinsic rewards that are usually associated with achieving goals. The paper aims to discuss these issues. Design/methodology/approach – This study presents and describes a conceptual model that will help us to understand the critical dimensions (e.g. self-esteem) a

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Delia Davila Quintana, Carmen, Jose-Gines Mora Ruiz, and Luis E. Vila. "Competencies which shape leadership." International Journal of Manpower 35, no. 4 (2014): 514–35. http://dx.doi.org/10.1108/ijm-05-2013-0107.

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Purpose – The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by those who actually lead in work organizations. Design/methodology/approach – Using data from a graduate survey oriented to provide evidence on the transition from higher education to labour market, a structural equations model (SEM) is specified and estimated to explain leadership behaviour at work in terms of the competency profile developed by individuals and its determinants. The competency profile behind leadershi

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Minai, Mohammad Haris, Hemang Jauhari, Manish Kumar, and Shailendra Singh. "Unpacking transformational leadership: dimensional analysis with psychological empowerment." Personnel Review 49, no. 7 (2020): 1419–34. http://dx.doi.org/10.1108/pr-10-2019-0580.

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Purpose Scholarly studies have criticized transformational leadership (TFL) for its lack of conceptual clarity and inadequate operationalization. This study endeavors to do a detailed examination of the dimensions of the construct to address the lack of conceptual clarity. Further, with respect to concerns regarding operationalization, the study does an exploratory evaluation of reconceptualized TFL's relationship with psychological empowerment, a construct through which TFL mostly has its beneficial outcomes.Design/methodology/approachRespondents (n = 335) from an Indian information technolog

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Kasemsap, Kijpokin. "Strategic Human Resource Practice: A Functional Framework and Causal Model of Leadership Behavior, Job Satisfaction, Organizational Commitment, and Job Performance." Journal of Social and Development Sciences 4, no. 5 (2013): 198–204. http://dx.doi.org/10.22610/jsds.v4i5.752.

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Research objectives were to determine a functional framework and to synthesize a causal model of leadership behavior, job satisfaction, organizational commitment, and job performance of sugar company employees in Thailand. The study reported the responses of 591 operational employees from 24 sugar companies operating in different parts of Thailand. Data were analyzed with descriptive statistics using SPSS (version 11.5) and path analysis using LISREL (version 8). Research findings indicated that dimensions of leadership behavior, job satisfaction, and organizational commitment have mediated po

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Rui, Jiang, and Lin Xinqi. "Trickle-down effect of benevolent leadership on unethical employee behavior: a cross-level moderated mediation model." Leadership & Organization Development Journal 41, no. 6 (2020): 721–40. http://dx.doi.org/10.1108/lodj-12-2019-0529.

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PurposeConducting research on the relationship between benevolent leadership and unethical employee behavior can help us find solutions to reduce unethical employee behavior. This paper also discusses how the benevolent manager leadership can be transmitted to the employee's unethical behavior through the benevolent supervisor leadership and the moderating effect of LMX and ethical climate.Design/methodology/approachThrough a questionnaire survey of 406 pairs of leaders, supervisor and employees, the authors use data aggregation test, confirmatory factor analysis, descriptive statistics and mu

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Garavan, Thomas N., Ann McGarry, Sandra Watson, Norma D’Annunzio-Green, and Fergal O’ Brien. "The Impact of Arts-Based Leadership Development on Leader Mind-Set." Advances in Developing Human Resources 17, no. 3 (2015): 391–407. http://dx.doi.org/10.1177/1523422315588358.

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The Problem Arts-based leadership interventions have gained a foothold in the leadership development literature; however, few studies have investigated their effectiveness. These interventions include music, drama, art, and performance and are utilized to develop dimensions of leader mind-set. The Solution In this study, an arts-based intervention (leadership drawing exercise) is evaluated. Utilizing a quasi-experimental, pre-test, post-test design, we evaluate the impact of an arts-based intervention on four dimensions of leader mind-set: emotional intelligence, leader identity, openness to e

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Manuel Andrade Navia, Juan, Elías Ramírez Plazas, and Yenny Catherine Diaz. "Leadership and social responsibility from the perspective of gender." Problems and Perspectives in Management 17, no. 2 (2019): 303–12. http://dx.doi.org/10.21511/ppm.17(2).2019.23.

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This study established the relationship between transformational leadership and social responsibility practices in women’s organizations that produce special coffees in southern Colombia. To measure these variables using Likert scales, two questionnaires were applied: the Multifactor Leadership Questionnaire 5X short version (MLQ-5X) to measure transformational leadership, and a tool developed by the researchers to measure social responsibility. Cronbach’s Alpha (α) values for the two variables showed excellent consistency (α = 0.95 and 0.90 for transformational leadership and social responsib

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Hutton, Disraeli M. "Leadership Performance Model for the Effective School Principal." Journal of School Leadership 27, no. 4 (2017): 553–80. http://dx.doi.org/10.1177/105268461702700404.

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The article presents a conceptual model of effective school leadership which is based on the experience and knowledge gained from research work done with high-performing principals in the Jamaican school system. The basic and underlying premise is that to understand how leadership works, it is essential to explore the dimensions, components, and elements which shape and inform the behavior of the leaders. The article also presents the conceptual framework for the model and elaborates on the six dimensions which are the basis for analyzing and synthesizing leadership practice. The model would b

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Selvarajah, Christopher, and Denny Meyer. "Archetypes of the Malaysian manager: Exploring ethnicity dimensions that relate to leadership." Journal of Management & Organization 12, no. 3 (2006): 251–69. http://dx.doi.org/10.5172/jmo.2006.12.3.251.

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ABSTRACTThis paper extends the boundaries of theories in leadership studies to sub-cultures of a country. The purpose of this paper is to study the relationship between the concept of an excellent leader and ethnicity in a multicultural society while formulating ten underlying dimensions for this concept. Data on leadership behaviour were gathered from 292 managers in Malaysia and were subjected to factor analysis, MANOVA analysis, regression analysis and structural equation modelling. The results suggest that, in Malaysia, strategic orientation acts through operational behaviours, producing e

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Al-Taie, Yousef Hajim, Darwn Faraidun Abdulla, and Wrya Najm Rasheed. "Ethical leadership and its role in organizational integrity to reduce the nutrients of administrative corruption." Journal of University of Human Development 3, no. 2 (2017): 272. http://dx.doi.org/10.21928/juhd.v3n2y2017.pp272-311.

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The ethical leadership is considered as one of the most vital practices , leadership styles and as an aspects of appropriate behavior to build organizational social relationships between the human capital in organization and its outside , and characterized their relationship by two-way , between the superior and subordinate from one way and between them and the society on the other hand, in order to focus on strengthen relations processes and the appropriate decision making in accordance with the behaviors of ethical leadership Which focuses in its philosophy on credibility, trust and justice

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Xu, Feng, and Xiaohong Wang. "Transactional leadership and dynamic capabilities: the mediating effect of regulatory focus." Management Decision 57, no. 9 (2019): 2284–306. http://dx.doi.org/10.1108/md-11-2017-1151.

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Purpose The mechanism of leadership’s impact on dynamic capabilities has aroused widespread interest, but few studies focus on transactional leadership, especially empirical research by micro foundations in the R&D departments from collaborative innovation alliances. The purpose of this paper is to investigate how the mechanism of transactional leadership affects dynamic capabilities based on the mediating effect of regulatory focus. Design/methodology/approach In order to better illustrate the role of transactional leadership on dynamic capabilities, the authors introduced regulatory focu

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Kasemsap, Kijpokin. "Strategic Business Management: A Practical Framework and Causal Model of Empowering Leadership, Team Cohesion, Knowledge-Sharing Behavior, and Team Performance." Journal of Social and Development Sciences 4, no. 3 (2013): 100–106. http://dx.doi.org/10.22610/jsds.v4i3.740.

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Research objectives were to determine a practical framework and to create a causal model of empowering leadership, team cohesion, knowledge-sharing behavior, and team performance of petroleum refinery plant employees in Thailand. The study reported the responses of 594 operational employees from seven petroleum refinery plants operating in different parts of Thailand. Data were analyzed with descriptive statistics using SPSS (version 11.5) and path analysis using LISREL (version 8). Research findings indicate that dimensions of empowering leadership, team cohesion, and knowledge-sharing behavi

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Mendez, Maria J., Jon P. Howell, and James W. Bishop. "Beyond the unidimensional collective leadership model." Leadership & Organization Development Journal 36, no. 6 (2015): 675–96. http://dx.doi.org/10.1108/lodj-11-2013-0141.

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Purpose – A theoretical analysis evidences the existence of multiple patterns of collective leadership and serves as foundation for the proposal of a two-dimensional model of collective leadership, which evaluates leadership sharedness (the extent to which leadership roles are shared by group members), and leadership distribution (the extent to which different leadership roles are permanently assigned to group members). The relationship between these dimensions and committee effectiveness is further tested. Design/methodology/approach – A social networks methodology is used with a sample of 28

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Witte, Kelly S. "Coaching Leadership Preferences: Insight from the National Collegiate Athletic Association Division III Athlete." Journal of Coaching Education 4, no. 2 (2011): 73–87. http://dx.doi.org/10.1123/jce.4.2.73.

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The purpose of this study was to identify and compare coaching leadership preferences of 1,859 varsity student-athletes participating at the Division III level in the National Collegiate Athletic Association (NCAA). The athletes attended one of fourteen colleges and universities located in the Midwest. Teams were selected according to task dependence and the existence of both male and female squads. Three independent (individual) sports and three interdependent (team) sports were selected: men’s and women’s basketball, men’s and women’s soccer, men’s baseball and women’s softball, men’s and wo

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Dale, Judy, and Robert S. Weinberg. "The Relationship between Coaches’ Leadership Style and Burnout." Sport Psychologist 3, no. 1 (1989): 1–13. http://dx.doi.org/10.1123/tsp.3.1.1.

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The literature on burnout has concentrated on the human service and helping professions, although recently some researchers have investigated the burnout phenomenon in sport. The present investigation focused on high school and college head coaches to determine if burnout is related to leadership style. Subjects (N=302) were high school coaches from Texas and college coaches from the Southwest and Southeast Conferences. Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire (LBDQ), Social Desirability Scale (SDS), and a demographic data sheet. A MANOVA

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