Search results

The new transformational leadership theories stress the emotional bond between leaders and followers, as opposed to the cognitive‐calculative exchange emphasized by traditional transactional theories. However, very little empirical research has concentrated on the effects of transformational leaders on emotion‐ versus cognition‐focused aspects of their followers' world. This study tested the relationships of vision, a common theme to all of the prominent new leadership theories, to the emotion‐focused affective commitment (AC) versus the cognition‐focused continuance commitment (CC) to the organization. Quantitative and qualitative data were collected from 183 high‐tech employees. The quantitative results confirmed that vision formulation, content of social‐oriented values, and assimilation were positively related to AC to the organization, and unrelated to CC. The qualitative evidences deepened our understanding on the positive relationships of a balanced transcendental and realistic content of the vision and a high level of sharedness in vision assimilation processes to affective organizational commitment.

This paper aims to describe the development of a wholly new model of transformational leadership and its applications in practice.

The paper provides a description of a wholly new, inclusive model of transformational leadership and the way in which it can be applied in practice, in the context of embedding good leadership within the culture of an organisation and ensuring “best practice” in 360‐degree feedback.

The paper finds that the Transformational Leadership Questionnaire (TLQ)™, which is both gender‐ and ethnicity‐inclusive measure of “nearby” leadership, differs fundamentally from the kind of “heroic” models that have emanated from the USA and which have dominated the literature. Comparative data are presented of the mean scores on the TLQ, based on direct reports' ratings of their line manager, across a wide range of public sector organisations, including local government, the NHS, schools, and two central government agencies. Patterns emerge in areas of strength and developmental need, and the implications of these findings are discussed in terms of the impact of leadership behaviour and its effect on the psychological safety and well‐being at work of staff.

The following needs are identified: ‐ to adopt a model of leadership that is relevant to the needs of organisations in the twenty‐first century; to embed good leadership practices at all levels; to ensure that, when 360‐degree feedback is given, it is done so in a way that conforms to the principles of ‘best practice’.

The following model of “nearby” leadership that is described is relevant to leaders at all levels in public and private sector organisations. It points to the consequences of poor leadership behaviour, and the need for the adoption of a model of leadership that is relevant to the needs of the twenty‐first century.

The purpose of this study is to investigate the role of followership dimensions of active engagement (AE) and independent critical thinking (ICT) in leader green behavior (LGB), and how followers' pro-environmental behavior (FPEB) moderates between the proposed relationship.

The data was collected from 381 employees working in different small and medium enterprises (SMEs) of Pakistan, through a structured questionnaire with five points Likert scale. The proposed hypotheses were tested by using Smart-partial least square (PLS).V.3.

Results showed a significant positive impact of followership dimensions on LGB. Moreover, the findings of the study substantiated the moderating role of FPEB between the direct relationship of ICT and LGB, but no significant moderation of FPEB in case of the relationship between AE and LGB was observed.

This paper argues that organizational effective green leadership can be enhanced by followership dimensions of AE and ICT, and by participation of followers in pro-environmental behavior. This has been largely overlooked in the past studies.

The study attempted to empirically test the “Reversing the Lens” perspective by Shamir (2007) in the context of green human resource management (HRM). This study extends a distinct theoretical contribution to the social exchange theory (SET) by focusing on the fact that follower's role is equally as important as that of a leader in the effective leadership process.

The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship.

Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1.

The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs.

This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods.

Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes.

This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

The purpose of this paper is to introduce, apply and compare how artificial intelligence (AI), and specifically the IBM Watson system, can be used for content analysis in marketing research relative to manual and computer-aided (non-AI) approaches to content analysis.

To illustrate the use of AI-enabled content analysis, this paper examines the text of leadership speeches, content related to organizational brand. The process and results of using AI are compared to manual and computer-aided approaches by using three performance factors for content analysis: reliability, validity and efficiency.

Relative to manual and computer-aided approaches, AI-enabled content analysis provides clear advantages with high reliability, high validity and moderate efficiency.

This paper offers three contributions. First, it highlights the continued importance of the content analysis research method, particularly with the explosive growth of natural language-based user-generated content. Second, it provides a road map of how to use AI-enabled content analysis. Third, it applies and compares AI-enabled content analysis to manual and computer-aided, using leadership speeches.

For each of the three approaches, nine steps are outlined and described to allow for replicability of this study. The advantages and disadvantages of using AI for content analysis are discussed. Together these are intended to motivate and guide researchers to apply and develop AI-enabled content analysis for research in marketing and other disciplines.

To the best of the authors’ knowledge, this paper is among the first to introduce, apply and compare how AI can be used for content analysis.

Over time, the role of followers within leadership discourse has gained greater status, leading to followers being acknowledged as significant actors in the leadership process. This has led to the development of follower-centric leadership studies, as well as the more emergent research area of followership, with followership research having the specific intention to find out about followers from the perspective of followers. In this paper, the authors provide a review of role-based followership approaches, and implicit leadership and followership theories as a basis to build a case for follower implicit followership theories (FIFTs) as a focus area for future research.

The authors conducted a review of seminal and current role-based followership literature, with a specific focus on FIFTs and followership studies conducted within the African context.

Implicit theories have been an area of leadership research that has added much value, and as such could do the same for development of followership research. FIFTs as a research area are nascent and, as such, should continue to be explored in order to expand our understanding of followership.

To the best of the authors' knowledge, this is one of the first literature reviews to have a specific focus on FIFTs, as well as on followership research conducted within the African context.

This study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.

Using structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.

Contrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.

These findings point on how and why centralization can lead to occurrence of passive leadership.

This paper aims to conclude and provide a review of the current literature on a commitment to change (C2C). Detailed research is provided on the operationalization and conceptualization of C2C.

The review is conducted based on 55 research papers published in different journals at different times in the past on C2C.

A complete framework from previous to latest literature has been depicted in the current paper on a C2C with their citation in the one study. Gaps that had not been addressed by previous authors are also highlighted to facilitate future researchers in regards to C2C. Especially in the context of quantitative studies gaps are highlighted in previous literature of C2C.

Future researchers can study the highlighted gaps with regards to C2C. Further it provides researchers a brief summary of 55 researches on C2C.

The purpose of this paper is to investigate the relationship between leaders’ work context and their prototypical implicit follower theories (pIFT). The authors assume a dual structure of pIFT and argue that leader preferences for certain employee traits and behaviours are influenced by their perception of the prevailing market conditions and organizational coordination mechanisms.

This study was conducted via an online-questionnaire with 182 US leaders from different industries. It surveyed leader's preferences for abstract and specific employee traits and behaviours, as well as their perceptions of the explorative and exploitative elements in their work context. To test for associations of corresponding variables representing leaders’ context and their employee prototype, data analysis was performed via multiple linear regression analysis.

The paper provides evidence for associations between leaders’ pIFT and their work context. The data suggest that leaders who perceive their organizational work environment as formalized consider Enthusiasm (p=0.003) and the pursuit of exploitative activities (p=0.023) as important employee characteristics, and those who experience the market conditions as dynamic show a preference for Good Citizenship behaviours (p=0.027) and the search for explorative activities (p=0.034). In terms of control variables the authors found that more mature leaders favour both exploration and exploitation in employees, while managers of larger teams emphasize exploitation in their pIFT.

The study was conducted with leaders in the USA; results are cross-sectional and representative for for-profit organizations. Potential limitations arise from a lack of generalizability of the results to others forms of organizations, cultures and work settings.

The paper provides the outline of an “ideal employee profile” for the leaders in the sample and describes potential implications of pIFT for organizational strategy relating to personnel-related decisions.

This study provides the first empirical link between leaders’ ideal employee image and work context, and enables a deeper understanding of the structure and content of pIFT.

The purpose of this paper is to analyze and understand the condition that lead to a constitution’s path of Brazilian Science Parks, in the State of Rio Grande do Sul, and consequently to propose a new dimension of analysis to the Triple Helix.

A qualitative approach was used to elaborate a descriptive and exploratory research design, where a case study method was applied on six science parks.

The use of the Triple Helix model could not explain the Brazilian Science Park development realities. A new element, related to the innovation model, was considered as a determinant in the constitution of the Brazilian parks, and is represented as the community leadership category, as the Fourth Helix.

Since it is a qualitative study, the results obtained have a strong relation with the local, cultural and historically constructed contexts. Bias from the researchers’ subjectivity in the data collection procedures is present, although the validity and reliability measures were performed.

The construction of designed and implemented specific “fertile models,” which are capable of developing the necessary conditions for the constitution and the consolidation of science parks in Brazil.

Such empirical contribution comes from data referring to spontaneous and endogenous local community development movements.

The identification of a new element of the Triple Helix innovation model is represented as the community leadership category and is considered as a key determinant in the constitution of the Brazilian Science Parks.