Search results
1 – 10 of 163Üzeyir Kement, Bihter Zeybek, Sinem Soylu, Gül Erkol Bayram and Ali Raza
This study aims to investigate the impact of the transformational leadership style on the behaviour of restaurant employees. Also, it was aimed to investigate the effect of…
Abstract
Purpose
This study aims to investigate the impact of the transformational leadership style on the behaviour of restaurant employees. Also, it was aimed to investigate the effect of transformational leadership on trust and the effect of trust on altruistic intention and organizational commitment.
Design/methodology/approach
The study integrates insights from transformational leadership to provide a fresh perspective to advance comparative organizational behaviour research. To test the hypotheses, the authors conduct a multiple analysis with observations from Turkey getting staff in culinary department with a quantitative survey.
Findings
This study equips different professional entities in the food and beverage industry with useful, contextualized links between transformational leadership. According to results, the perspective of transformational leadership style affects the concepts of trust, altruistic value and organizational commitment positively. Charisma, moral modelling and individualized consideration had a significant effect on trust. Also, trust has a significant effect on altruistic intention and organizational commitment.
Research limitations/implications
The present study incorporated confidence as a mediating variable; however, it is recommended that alternative scales be used in subsequent research endeavours. Future research endeavours may incorporate theoretical frameworks such as theory of planned behaviour or stimulus-organism-response.
Practical implications
Transformational leadership style is a good acquisition for restaurant employees. There is a healthier and safer job sharing in these restaurants. This can be interpreted as a more satisfied customer. A good leader has a great contribution to the future and sustainability of the business.
Social implications
This research created a new model and examined employees’ views on the company and its management. As a result of the analysis, it was determined that charisma, moral modelling and individualized consideration had a significant effect on trust.
Originality/value
This assists in learning better service quality developing and business practices to augment culinary staff, thereby maximizing their valuable contributions to tourism growth. This research created a new model and examined employees’ views on the company and its management.
Details
Keywords
The purpose of this paper is to determine whether charismatic leadership strategies can be successfully implemented within structures, systems and tasks for social workers to…
Abstract
Purpose
The purpose of this paper is to determine whether charismatic leadership strategies can be successfully implemented within structures, systems and tasks for social workers to increase case management successes, particularly client well-being, given that the six key charismatic leadership traits align with presented professionally bound ethical expectations.
Design/methodology/approach
A short generic qualitative review was done over fifteen publications, emphasizing the effects of charismatic leadership in domestic and foreign occupational domains.
Findings
Methodological, thematic and theoretical analyses show that charismatic leadership strategies are active in relevant social work domains with positive participant impacts.
Practical implications
The paper is intended to primarily investigate whether charismatic leadership is present in social work domains, and does not consider other leadership modalities.
Originality/value
High-quality reviews from the presented methodological investigations suggest that charismatic leadership is an effective leadership modality that should be considered into client-involved structures and systems.
Details
Keywords
Salem Alhajeri and Farooq Ahmed AlTameemy
The quality of higher education has become a topic of increasing interest to researchers in recent decades. This study, therefore, aims to investigate the comparative…
Abstract
Purpose
The quality of higher education has become a topic of increasing interest to researchers in recent decades. This study, therefore, aims to investigate the comparative effectiveness of instructors at higher education institutions in Kuwait and the USA, while also investigating the parallel differences in student culture and gender.
Design/methodology/approach
The researchers employed a quantitative research paradigm, using a questionnaire survey method to examine four dimensions of effective instructorship (teaching skills, human relations, ethics, and assessment). Descriptive statistics were used to analyze data from 254 college students (N = 254), comprising 132 students at Bemidji State University in the USA and 122 students at Kuwait University in Kuwait.
Findings
The findings showed that students ranked “human relations” as the most significant attribute of an effective university instructor. Study results also indicated that culture is an important influencer of student perceptions regarding effective instructor characteristics. Gender also played a role in student perceptions of teacher effectiveness. Cross-culturally, female participants ranked teacher effectiveness dimensions such as human relations, ethics, and assessment, significantly higher than did their male colleagues, while within each culture, male students at the American university showed significantly greater concern for ethics in comparison to their counterparts in Kuwait.
Originality/value
This study offers findings from a cross-cultural comparative perspective. It provides value to administrators, deans, and department chairs at higher educational institutions who are evaluating their current rank, tenure, and promotions criteria and processes for teaching faculty. Additionally, while K-12 education has received significant attention over the past few decades regarding the qualities and practices of effective teachers in that realm, this study extends such research significantly into higher education.
Details
Keywords
Christophe Haag and Marion Wolff
Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally…
Abstract
Purpose
Little is known about what emotionally un(intelligent) CEOs really say to their close collaborators within the boardroom. Would the rhetoric content differ between an emotionally intelligent and an emotionally unintelligent CEO, especially during a crisis? This chapter aims to answer this question.
Study Design/Methodology/Approach
40 CEOs of large corporations were asked to deliver a verbal address to their board members in reaction to a vignette describing a critical situation for the company. Participants were provided with the Schutte self-report emotional intelligence (EI) test. The verbal content of CEOs' closed-door discourses was analyzed using Cognitive-Discursive Analysis (CDA) and, subsequently, Geometric Data Analysis (GDA).
Findings
The results revealed that CEOs with low EI tend to evoke unpleasant emotions, talk about competition, and often blame some – or all – of the board members for their (poor) actions in comparison to CEOs with high or medium EI. In contrast, CEOs with high EI tend to use terms in relation to decision or realization and appear to be more cooperative than those with lower EI and were also ready to make decisions on behalf of team.
Originality/Value
Previous research has mainly focused on CEOs' public speeches. But the content of CEOs' speeches within the boardroom might noticeably differ from what they would say in a public address. The results of our exploratory study can serve CEOs as a basis toward improving their closed-door rhetoric during a crisis.
Research Limitations
It would be interesting to enlarge the size of our population in order to strengthen our statistical analyses as well as explore other cultural and linguistic environments and other channels through which emotions can be expressed (e.g., human face, gesture, vocal tone).
Details