Leadership & Organization Development Journal: Volume 40 Issue 2

Ownership and leadership in building an innovation culture

Vanessa C. Villaluz, Ma. Regina M. Hechanova

The purpose of this paper is to test a culture-building model, CREATE, highlighting the central role of leadership in shaping the predictors of innovation culture. The authors…

The experiential understanding group-and-leader managerial course: long-term follow-up

Christer Sandahl, Gerry Larsson, Josi Lundin, Teresa Martha Söderhjelm

The purpose of this paper is to report on the results of an experiential leader development course titled understanding group-and-leader (UGL).

The effect of leader risk-taking on subordinate felt trust

Joshua Thomas Hanna, Alexandria K. Elms, Harjinder Gill, David J. Stanley, Deborah M. Powell

The purpose of this paper is to examine how leaders’ behaviour and subordinates’ personality can impact subordinates’ feelings of being trusted. Feeling trusted by one’s leader is…

Personality traits and personal values of servant leaders

Peter Sun, Sudong Shang

Servant leaders focus on their direct reports to enable them to grow to be independent and autonomous leaders. The purpose of this paper is to understand the way personal values…

Servant leadership: Development and validation of a multidimensional measure in the Chinese hospitality industry

Shaoping Qiu, Larry Dooley

The purpose of this paper is to develop and validate an instrument intended to measure servant leadership behavior in the Chinese hospitality industry.

Servant leadership and perceived employability: proactive career behaviours as mediators

Aamir Chughtai

The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours…

Leader’s communication style, LMX and organizational commitment: A study of employee perceptions in Peru

Ofelia Brown, Carmen Paz-Aparicio, Antonio J. Revilla

The purpose of this paper is to analyse the impact of a leader’s communication style (LCS) on the quality of interpersonal exchanges between leaders and followers (LMX), and how…

Are leaders with postgraduate degrees perceived to be more transformational? A quasi-experimental field study

Morris Mendelson, Jasmine Alam, Chris Cunningham, Adam Totton, Carrie Smith

Transformational leadership has been shown to have a positive impact on a host of employee level and organizational performance indicators. However, little research has sought to…

On “followers” and the inability to define

Jon Aarum Andersen

Scholars’ ability to do research based on the notions of “follower” and “followership” is questioned when studying formal leadership in organizations. The paper aims to discuss…