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Article
Publication date: 8 June 2012

Yenming Zhang, Tzu‐Bin Lin and Suan Fong Foo

The concept of “servant leadership” becomes increasingly relevant in organizations while the “authoritative leadership” style continues to be in place as one of the effective…

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Abstract

Purpose

The concept of “servant leadership” becomes increasingly relevant in organizations while the “authoritative leadership” style continues to be in place as one of the effective styles. The purpose of this paper is to explore which leadership style is perceived a preferred one in the public sector in Singapore. Empirical data come from a survey with school leaders in several school clusters in Singapore, with instruments designed by the researchers.

Design/methodology/approach

The paper is written up on the data drawn from the authors' research project. Both quantitative and qualitative analysis approaches were applied to analyzing the preference between “Servant leadership” and “Authoritative leadership” styles.

Findings

It was found in the study that servant leadership is more acceptable than authoritative leadership and that servant leadership is more effective because it reflects a better use of leaders' power. The findings are displayed in this paper to demonstrate comparisons in the acceptability of servant and authoritative styles.

Practical implications

The paper demonstrates the perceptions of organizational members towards the leadership styles with positive impact on their professional life. Drawing on the insights from the analyses, the paper provides organizational leaders with insights on the relevance and effectiveness of their leadership styles.

Originality/value

The paper is original and is the product of empirical research, with instruments designed by the researchers.

Details

Chinese Management Studies, vol. 6 no. 2
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 8 January 2020

Jianfeng Jia, Shunyi Zhou, Long Zhang and Xiaoxiao Jiang

Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between…

1639

Abstract

Purpose

Drawn upon the perspective of implicit voice theory, the purpose of this paper is to explore the underlying mechanism as well as the boundary effect in the relationship between paternalistic leadership and voice behavior.

Design/methodology/approach

Multiple-wave survey data from a sample of 368 employees in China were used to test the hypothesized moderated mediation model.

Findings

The findings show that both benevolent leadership and moral leadership related positively to voice behavior, whereas authoritative leadership played a negative role in influencing voice behavior. Employees’ implicit voice belief played a partial mediating role between paternalistic leadership and voice behavior. Furthermore, perceived HRM strength weakens both the mediation relationship among benevolent leadership, implicit voice belief and voice behavior, and the mediation relationship among moral leadership, implicit voice belief and voice behavior. However, the moderated mediation effect of implicit voice belief on the relationship between authoritative leadership and voice behavior is not significant.

Practical implications

Leaders are encouraged to behave benevolently and morally whereas to avoid excessive authoritative style at work, so that employees can be encouraged to speak out. Organizations are advised to introduce management practices like training and development sessions and to improve employees’ perceived HRM strength so that the implicit voice belief can be reduced, and the voice behavior can be stimulated.

Originality/value

The research provided a fresh theoretical perspective on the underlying mechanism between paternalistic leadership and employees’ voice behavior by unveiling employee implicit voice belief’s partial mediating role between paternalistic leadership and employee voice behavior. Furthermore, the study contributed to the literature of voice by adopting a more integrative perspective and exploring the role of the implementation of the organization’s system, i.e., perceived HRM strength that provided a boundary condition in the above mediation model.

Details

Employee Relations: The International Journal, vol. 42 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 2 June 2022

Jui-Chen Peng and S.W. Chen

Drawing upon social-exchange, social-cognitive and leadership theory, this study explores whether and how a cross-level mechanism connects team-level traditional Chinese leadership

Abstract

Purpose

Drawing upon social-exchange, social-cognitive and leadership theory, this study explores whether and how a cross-level mechanism connects team-level traditional Chinese leadership (i.e. paternalistic leadership) to individual-level voice behavior.

Design/methodology/approach

Survey data were collected from 421 employees of 108 branches of four service-industry chains in Taiwan. Multilevel path models and hypotheses were tested using Mplus structural equation modeling software.

Findings

One subtype of team-level paternalistic leadership, benevolent leadership, was positively related to voice behavior, whereas another – authoritative leadership – had a negative relationship to it. Additionally, employees' voice self-efficacy and felt accountability each played a cross-level mediating role between team-level paternalistic leadership and voice behavior.

Practical implications

It is recommended that team leaders behave benevolently, and avoid excessive authoritativeness at work, as this will tend to encourage their employees to voice opinions. Organizations, meanwhile, are advised to introduce training and development sessions aimed at improving both felt accountability and voice self-efficacy among their employees, so that such voice behavior can be stimulated and strengthened.

Originality/value

This study provides a useful social-cognitive analysis of the mechanism underlying paternalistic leadership and employee voice behavior, and specifically, reveals that employees' felt accountability and voice self-efficacy play a mediating role in that relationship. This extends understanding of the leadership–voice relationship and adds value to traditional Chinese leadership literature.

Details

Management Decision, vol. 60 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 27 April 2021

Jennifer Capler

The author lasted a whopping 10 months as a Site Manager for an authoritative micro-managing Executive Director that consistently went back and forth on decision-making. “Do this…

Abstract

The author lasted a whopping 10 months as a Site Manager for an authoritative micro-managing Executive Director that consistently went back and forth on decision-making. “Do this … I didn’t say to do that … Make decisions … Clear all decisions with me first …. Why are you asking me about making a decision?” Her head swung back and forth faster than watching a ping-pong tournament. Other department managers would go to her to vent their frustrations on the same exact issue with the Executive Director. So how do you manage an authoritative micro-manager? How do you deal with yo-yo decision-making? It wasn’t until after leaving the organization and recovering from the stress of the whole ordeal that she broke everything down and created a better solution than the one used. This lesson on leadership failure starts by detailing the 10 months of stress torture. The author endured with details about the types of leadership styles used, and what could have helped on an individual level. Even if a person is not the designated leader of the organization, she can still be the better example of how to lead. This lesson concludes with the outcome of her 10-month torture and how it made her a better leader today.

Details

When Leadership Fails: Individual, Group and Organizational Lessons from the Worst Workplace Experiences
Type: Book
ISBN: 978-1-80043-766-1

Keywords

Article
Publication date: 7 June 2022

Dimitrios Kafetzopoulos and Katerina Gotzamani

This study aims to develop a framework that examines how different leadership styles influence talent management (TM) and how these leadership styles and TM influence firms’…

2632

Abstract

Purpose

This study aims to develop a framework that examines how different leadership styles influence talent management (TM) and how these leadership styles and TM influence firms’ sustainable performance considering the moderating role of environmental dynamism.

Design/methodology/approach

To achieve these objectives, an empirical survey was conducted among 480 participant firms in Greece. Hierarchical regression was performed to test the hypotheses.

Findings

This study reveals the significance of authoritative and transformational leadership on TM. The results also show the positive effect of talent development on sustainability. Moreover, entrepreneurial leadership is found to be the most influential style for economic sustainability, whereas transformational and transactional leaderships are the most influential leadership styles for social and environmental sustainability performance.

Research limitations/implications

The data was collected at only one point in time, while sustainability is a continuous process. Moreover, only four leadership styles were addressed.

Practical implications

Proper leadership style should be selected to facilitate different sustainability dimensions. Talent development is a valuable investment toward sustainable performance of firms.

Originality/value

This study contributes to the upper echelon theory, identifying whether and how different leadership styles affect TM and sustainability. The study also advances the human recourse development literature by critically reviewing and identifying the influence of TM on firms’ sustainable performance. Moreover, the role of environmental dynamism is revealed on all the above relationships.

Details

European Business Review, vol. 34 no. 6
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 2 October 2019

Wai Kwan Lau, Loan N.T. Pham and Lam Dang Nguyen

The purpose of this paper is to lay the necessary conceptual and empirical groundwork that advances knowledge about paternalistic leadership (PL). PL is reinterpreted as a…

Abstract

Purpose

The purpose of this paper is to lay the necessary conceptual and empirical groundwork that advances knowledge about paternalistic leadership (PL). PL is reinterpreted as a leadership style consisting of authoritative, moral and benevolent leadership. The mediating role of trust is examined, and a formal, unified construct model of PL is suggested through evidence of construct validity.

Design/methodology/approach

An on-site survey was used to collect data from 312 full-time employees in nine organizations in China. Factor analysis, reliability and validity test, and an analysis of bivariate correlations were conducted.

Findings

The new construct of PL achieved a positive alignment and coherence among the three dimensions. Subordinates’ trust was found to be critical for paternalistic leaders to be perceived as effective leaders.

Research limitations/implications

Leadership and its effectiveness were examined only at the dyadic level. The levels of the supervisors and their effectiveness differ because some were from middle management, whereas others were from first line managers.

Practical implications

Trust is an important explanatory mechanism for the relationship between PL and employee performance, especially in China. It is a key factor that creates loyalty and builds a good relationship between leaders and subordinates.

Social implications

Trust signals a strong sense of sharing within the relationship. It induces positive emotional feelings in their leader by the subordinates and, therefore, taps into positive evaluations about the effectiveness of their leader.

Originality/value

This study developed the theoretical underpinnings and provided measurement instruments for PL. It offered a formal, unified construct model of PL.

Details

Leadership & Organization Development Journal, vol. 40 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 10 May 2019

Irsa Kanwal, Rab Nawaz Lodhi and Muhammad Kashif

The purpose of this study is to examine critical associations of transformational leadership, Laissez-faire leadership, transactional leadership, and authoritative leadership

3386

Abstract

Purpose

The purpose of this study is to examine critical associations of transformational leadership, Laissez-faire leadership, transactional leadership, and authoritative leadership styles to predict perceived workplace ostracism among frontline employees (FLEs).

Design/methodology/approach

A snow-ball sampling technique is employed to collect data from 250 FLEs working in the telecommunication sector of Pakistan. The data are collected by means of a self-reported questionnaire.

Findings

All of the hypotheses are supported by the results. The authoritative leadership, transactional leadership, and Laissez-Faire leadership styles are found to positively relate to workplace ostracism while transformational leadership style is found to negatively relate to workplace ostracism.

Practical implications

The managers working in customer service organizations in general and telecom sector in particular should offer leadership training programs to transform supervisors (i.e., in their roles as being the leaders) by re-shaping their thinking as visionary leaders of future. Furthermore, the study has implications to strengthen the communication mechanisms by seeking opinions from FLEs about the leadership styles of their supervisors. This is to ensure that leaders actually transform themselves from being a highly traditional leader to more participative and positive leaders.

Originality/value

The relationships of different leadership styles to study their impact on workplace ostracism and the context of telecommunication service sector of Pakistan are unique to this study.

Details

Management Research Review, vol. 42 no. 8
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 21 May 2010

Dongil Jung, Francis Chan, Gongmeng Chen and Chee Chow

The unique cultural and historical background of Chinese firms makes it likely that Western‐based findings on the nature and effects of chief operating officer (CEO) leadership

Abstract

The unique cultural and historical background of Chinese firms makes it likely that Western‐based findings on the nature and effects of chief operating officer (CEO) leadership may not generalize to them. Recently, Tsui et al. (2004) have identified four distinct leadership styles among Chinese CEOs based on a set of leadership behaviors that reflect the Chinese cultural framework. They further inferred from an analysis of 25 successful firms that all four leadership styles can be effective in the current Chinese context. The objective of this study is to test the robustness of Tsui et al.'s (2004) findings—especially their inference about leadership styles' effects. Survey data from mid‐ to high‐level managers of 116 listed Chinese firms are combined with these firms' publicly available financial statements. The results strongly support the existence of Tsui et al.'s (2004) four CEO leadership styles. However, they also reveal that leadership style and environmental uncertainty have a significant interaction effect on firm performance. This finding implies that each leadership style's performance effects may be dampened or magnified by select firm characteristics.

Details

Journal of Asia Business Studies, vol. 4 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 14 August 2017

Buriata Eti-Tofinga, Heather Douglas and Gurmeet Singh

The purpose of this paper is to examine how leadership is shaped by a changing cultural context.

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Abstract

Purpose

The purpose of this paper is to examine how leadership is shaped by a changing cultural context.

Design/methodology/approach

This is an exploratory study based on semi-structured interviews with leaders of Fijian cooperatives.

Findings

The political and cultural environment in Fiji has changed over time, and these changing arrangements shape expectations of what is considered to be appropriate leadership in Fijian cooperatives. To be consistent with changing societal values, leaders of Fijian cooperatives employ a context-sensitive hybrid leadership style in which legitimacy is an important dimension.

Research implications

Researchers need to examine the cultural context as a dynamic influencing element of leadership.

Practical implications

Leaders of cooperatives and similar values-based organizations would benefit from applying a legitimate and context-sensitive hybrid leadership style.

Originality/value

This study contributes new understandings of the cultural influences on organizational leadership.

Details

European Business Review, vol. 29 no. 5
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 17 April 2020

Monowar Mahmood, Md. Aftab Uddin, Alexandr Ostrovskiy and Nurlan Orazalin

Based on the tenets of the conservation of resources (COR) theory, this study investigated the influence of different leadership styles on organizational performance in the…

Abstract

Purpose

Based on the tenets of the conservation of resources (COR) theory, this study investigated the influence of different leadership styles on organizational performance in the context of a Eurasian country (i.e. Kazakhstan). It further examined the moderating role of corporate culture in the leadership-organizational performance relationship.

Design/methodology/approach

Using the quantitative survey method, the study collected data from 321 managerial employees working in local and multinational corporations in Kazakhstan. The collected data were analysed using SPSS software, and factor analysis, path analysis and hierarchical regression analysis were conducted to validate the hypotheses. Furthermore, structural equation modelling was developed to assess the moderating effects of the variables.

Findings

The findings reveal that among different leadership styles, transformational, transactional and paternal leadership have higher influences on organizational performance. Among different corporate cultures, clan culture appears to have higher moderating effects on the leadership-organizational performance relationship. The moderating role of corporate culture on the leadership influence-organizational performance relationship supports the “resource caravan” effects of the composition model theory.

Research implications

Based on the premises of the COR theory, this study suggests developing multiple leadership competencies among managerial employees to be more effective in any given organizational or country context. As a result of the inclusiveness of multiple competencies, the study further suggests the consideration of an “integrated leadership approach” in the Eurasian context. Consistent with the national cultural syndrome, and as preferred by employees, managers could focus on developing a clan or group culture to strengthen their influencing power on employees.

Originality/value

The study adopts the COR theory by considering leadership competencies as unique resources of individual managers, which suggests the development of an “integrated leadership approach” for better management development and improved organizational performance. Furthermore, the study contributes by validating the applicability of the “conservation of resources” and the “composition model” theories in leadership studies.

Details

Journal of Management Development, vol. 39 no. 6
Type: Research Article
ISSN: 0262-1711

Keywords

1 – 10 of over 4000