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Article
Publication date: 13 February 2017

Aukse Endriulaitiene, Aurelija Stelmokiene, Giedre Geneviciute-Janoniene, Loreta Gustainiene, Gabija Jarasiunaite and Loreta Buksnyte-Marmiene

The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in…

Abstract

Purpose

The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions.

Design/methodology/approach

A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck et al., 2000), the scale of attitude towards change from Preziosi’s Organizational Diagnosis Model (1980) and organizational development intentions measure developed for the study. The respondents were 510 Lithuanian social workers and other staff members employed in different public and private elderly care organizations.

Findings

The results revealed that perceived higher leadership effectiveness was associated with more positive employees’ judgements on organization’s readiness to change both in private and public sector elderly care organizations. But perceived leadership effectiveness was not associated with staff members’ intentions to change. Also it was found that different models for private and public sector that explained the importance of particular leadership behaviours in the prediction of employees’ judgements on organizational change and intentions to change were valid.

Originality/value

This study may add to further broaden knowledge on attitudes of staff members towards development of elderly care organization and the role of leadership effectiveness taking into account the type of organization.

Details

International Journal of Public Leadership, vol. 13 no. 1
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 6 July 2015

Aurelija Stelmokiene and Aukse Endriulaitiene

The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the…

1956

Abstract

Purpose

The purpose of this paper is to identify the model that explains transformational leadership in perceptions of subordinates from Lithuanian organizations and to find out the interactive predictive value of perceivers’ personality traits and social identification.

Design/methodology/approach

The self-administered questionnaires that consisted of global transformational leadership scale, social identification questionnaire and NEO-FFI from 505 employees provided data for this study. Cross-sectional methodology, group comparison, correlational and linear regression analyses, structural equation modeling were used to answer the main research questions.

Findings

Results of this study suggest that integrative model in which social identification and neuroticism are predictors of perceived transformational leadership and extraversion and agreeableness have links with social identification explains how subordinates perceive transformational leadership. More extraverted and agreeable subordinates tend to report higher levels of social identification with work-unit that together with less emotional stability are related to seeing leader as more transformational.

Research limitations/implications

Self-report data may bias the results due to social desirability. Future research should include group’s and individual’s prototypes as important variables in the model that explains perceived transformational leadership.

Practical implications

Data of the study revealed that social characteristics of subordinates are important factors in a process of meaning making about a leader. Moreover, human resource managers should be aware that different team building interventions are recommended to employees with different personality profiles.

Originality/value

This study is based on a leading transformational leadership theory from under-estimated follower-centric perspective. In addition, it specifically examines interactive predictive value of individual and social subordinates’ characteristics to perceived transformational leadership.

Details

Baltic Journal of Management, vol. 10 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

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