Search results

1 – 10 of over 69000
Article
Publication date: 11 May 2009

John Alban‐Metcalfe and Beverly Alimo‐Metcalfe

Part one of this paper draws a distinction between the concepts of the personal qualities and values required of those occupying a leadership role, leadership competencies, and…

Abstract

Part one of this paper draws a distinction between the concepts of the personal qualities and values required of those occupying a leadership role, leadership competencies, and engaging leadership behaviour. On the basis of reviews of the literature and survey, empirical and case study data, it concludes that personal qualities and values, and leadership competencies are necessary, but not sufficient, for effective leadership. Part two goes on to consider the relationship between leader development and leadership development, and to present a ‘mental model’, which seeks to integrate these three concepts and to relate them to the distinction between leader behaviour and leadership behaviour, as well as the development of human and social capital.

Details

International Journal of Leadership in Public Services, vol. 5 no. 1
Type: Research Article
ISSN: 1747-9886

Keywords

Book part
Publication date: 13 December 2023

Darius A. Robinson, Johnnie Allen and Cameron C. Beatty

This chapter will highlight the process of engaging Black college men in leadership learning by centering their intersecting identities. We employed liberatory pedagogy through an…

Abstract

This chapter will highlight the process of engaging Black college men in leadership learning by centering their intersecting identities. We employed liberatory pedagogy through an anti-deficit achievement framework for course design and delivery. The chapter addresses the importance and implications of understanding how engaging with same-race and same-gendered peers in formal leadership curricula can support Black men in continuing to develop their leadership identity, capacity, and efficacy. This chapter will end with key course outcomes, pedagogical methods to center identity and build leadership capacity, and key takeaways for leadership educators developing courses that engage Black college men. This chapter concludes with recommendations for research, policy, and practice and offers reflection questions for educators, advisors, and mentors to consider when designing curricula that center on Black men and their leadership learning.

Details

Black Males in Secondary and Postsecondary Education
Type: Book
ISBN: 978-1-80455-578-1

Keywords

Article
Publication date: 14 September 2015

Wilmar B. Schaufeli

The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who…

8824

Abstract

Purpose

The purpose of this paper is to integrate leadership into the job demands-resources (JD-R) model. Based on self-determination theory, it was argued that engaging leaders who inspire, strengthen, and connect their followers would reduce employee’s levels of burnout and increase their levels of work engagement.

Design/methodology/approach

An online survey was conducted among a representative sample of the Dutch workforce (n=1,213) and the research model was tested using structural equation modeling.

Findings

It appeared that leadership only had an indirect effect on burnout and engagement – via job demands and job resources – but not a direct effect. Moreover, leadership also had a direct relationship with organizational outcomes such as employability, performance, and commitment.

Research limitations/implications

The study used a cross-sectional design and all variables were based on self-reports. Hence, results should be replicated in a longitudinal study and using more objective measures (e.g. for work performance).

Practical implications

Since engaged leaders, who inspire, strengthen, and connect their followers, provide a work context in which employees thrive, organizations are well advised to promote engaging leadership.

Social implications

Leadership seems to be a crucial factor which has an indirect impact – via job demands and job resources – on employee well-being.

Originality/value

The study demonstrates that engaging leadership can be integrated into the JD-R framework.

Details

Career Development International, vol. 20 no. 5
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 21 January 2013

Juliette Alban-Metcalfe and Beverly Alimo-Metcalfe

The aim of this paper is to present evidence of the reliability and validity of the “Local Government 360 (LG360)”, a diagnostic tool for assessing both competent and engaging

4819

Abstract

Purpose

The aim of this paper is to present evidence of the reliability and validity of the “Local Government 360 (LG360)”, a diagnostic tool for assessing both competent and engaging leadership behaviour among managers and professionals in local government.

Design/methodology/approach

The paper argues that the assessment of both leadership competencies (the “what”) and engaging leadership behaviours (the “how”) is essential for a valid diagnosis of individuals' strengths and developmental needs.

Findings

Evidence is presented of the internal consistency (reliability) and the criterion and discriminant validity of the tool, among an opportunity sample comprising 288 local government staff, of whom 143 were female and 77 male; 58 were from a Black and Minority Ethnic background and 220 were White.

Practical implications

Data on the impact of leadership behaviour on direct reports, provided by the LG360, are powerful in providing evidence to emphasise that the way in which a leader behaves can have a significant effect on staff attitudes and wellbeing at work.

Originality/value

Although a number of 360-tools are available, only in a small number of cases are their psychometric properties, particularly empirical evidence of their criterion and discriminant validity, reported.

Details

International Journal of Public Sector Management, vol. 26 no. 1
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 19 August 2009

John Alban‐Metcalfe, Juliette Alban‐Metcalfe and Beverly Alimo‐Metcalfe

Part one of this paper (Alban‐Metcalfe & Alimo‐Metcalfe, 2009) concluded that personal qualities and values, and leadership competencies, are necessary, but not sufficient, for…

Abstract

Part one of this paper (Alban‐Metcalfe & Alimo‐Metcalfe, 2009) concluded that personal qualities and values, and leadership competencies, are necessary, but not sufficient, for effective leadership. Part two considers the relationship between leader development and leadership development, and presents a ‘conceptual model’ that seeks to integrate three approaches to understanding leadership, and to relate them to the distinction between leader behaviour and leadership behaviour, and to the development of ‘human’ and ‘social capital’.

Details

International Journal of Leadership in Public Services, vol. 5 no. 2
Type: Research Article
ISSN: 1747-9886

Keywords

Article
Publication date: 13 September 2010

Juliette Alban‐Metcalfe and Beverly Alimo‐Metcalfe

After examining the nature and significance of ‘integrative’ leadership, a distinction is drawn between five different formal leadership roles. It is suggested that they tend to…

2686

Abstract

After examining the nature and significance of ‘integrative’ leadership, a distinction is drawn between five different formal leadership roles. It is suggested that they tend to be associated with different kinds of problem (‘wicked’, ‘tame’ and ‘crisis’). The paper goes on to consider (1) the different leadership competencies required (political, strategic and operational), and evidence of a cause‐effect relationship between an engaging style of leadership and productivity, and (2) evidence of the impact of leadership behaviour on others. Finally, the paper advocates a modified version of the model of leadership development proposed by Bennington and Hartley (2009).

Details

International Journal of Leadership in Public Services, vol. 6 no. 3
Type: Research Article
ISSN: 1747-9886

Keywords

Article
Publication date: 31 October 2008

Beverly Alimo‐Metcalfe, John Alban‐Metcalfe, Margaret Bradley, Jeevi Mariathasan and Chiara Samele

The purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance.

15959

Abstract

Purpose

The purpose of this paper is to examine the relationship between quality of leadership and attitudes to work and a sense of wellbeing at work, and organizational performance.

Design/methodology/approach

This is a longitudinal empirical investigation, using quantitative methods.

Findings

The findings were fourfold: the leadership instrument used was demonstrated to have convergent, discriminant and predictive validity; differential relationships were found between three aspects of quality of leadership and attitudes to work and a sense of wellbeing at work; one leadership quality – “engaging with others” – was shown to be a significant predictor of organizational performance; leadership quality as assessed by competencies or “capabilities” did not predict performance.

Originality/value

The paper presents evidence of: the validity of a new leadership instrument; the differential relationship between leadership quality and staff attitudes to work and their sense of wellbeing at work; and a predictive relationship between leadership quality and organizational performance.

Details

Journal of Health Organization and Management, vol. 22 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 26 October 2020

Parker Morse Andreoli and Hans W. Klar

The purpose of this study is to examine how a school leadership team in a rural, high-poverty elementary school learned to lead continuous school improvement in a…

Abstract

Purpose

The purpose of this study is to examine how a school leadership team in a rural, high-poverty elementary school learned to lead continuous school improvement in a research–practice partnership.

Design/methodology/approach

This case study draws on qualitative research methods, improvement science and Deming's notion of a system of profound knowledge to identify how members of the school leadership team understood and approached their school improvement work differently as a result of engaging in continuous improvement processes in a research–practice partnership.

Findings

The findings illustrate how engaging in continuous improvement processes in the research–practice partnership enhanced the leadership team members' capacities to prioritize and solve problems, incorporate multiple and diverse perspectives in problem-solving efforts and establish a culture of increased risk-taking and ownership of teaching and learning outcomes. In sum, the members of the leadership team became the drivers of their own change processes.

Originality/value

The findings provide insight into how leaders in rural, high-poverty schools can build capacity within their schools to meet the demand for increased student achievement by leading collaborative, continuous improvement processes grounded in improvement science in research–practice partnerships.

Details

Journal of Educational Administration, vol. 59 no. 2
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 20 September 2021

Prapti Mutha and Manjari Srivastava

Virtual teams are characterized by short social exchanges and a lack of para-verbal and non-verbal communication. This poses several challenges to virtual leaders. This study aims…

2467

Abstract

Purpose

Virtual teams are characterized by short social exchanges and a lack of para-verbal and non-verbal communication. This poses several challenges to virtual leaders. This study aims to decode the role of leadership and understand its impact on engaging geographically dispersed teams. This research offers a comprehensive view of idealized influence and inspirational motivation – the two sub-factors of transformational leadership which defines the charisma of a leader in leveraging engagement of virtual employees. It also studies the impact of effective leadership communication and trust between team members in engaging employees working in virtual teams.

Design/methodology/approach

This research is a mixed method study. Phase I of qualitative study (10 FGD) facilitated phase II of quantitative study. A questionnaire was developed to reflect themes that emerged from qualitative phase. The focus of the qualitative study was to understand the role of leaders viewed by virtual employees in the context of engagement. A cross-sectional data of 300 respondents from eight different industries was gathered using a survey questionnaire. Purposive non-probability sampling technique was used. Data were analyzed using partial least squares structural equation modelling, SmartPLS 3 software.

Findings

Results showed that leaders play a significant role in engaging virtual employees. The transformational leadership behaviour with a purview of idealized influence and inspirational motivation positively engages employees in virtual teams. The findings emphasize that trust between team members impacts engagement, and trust mediates the relationship between leadership communication effectiveness and engagement of virtual employees.

Practical implications

Positive leadership behaviour such as transformational leadership helps create an environment of trust and engagement that is experienced by a team working distantly. Leader plays a critical role to foster an engaging environment that boosts the potential of every employee. Organizations invest a lot of money, time and resources in leadership and communication training. This study could help organizations in training their managers/leaders for adapting their leadership style that suits the virtual work environment. Organizations can also pay attention to the required skill sets of people while hiring and/or promoting leaders who have to lead virtual employees.

Originality/value

The exponential increase in virtual working has necessitated decoding essential leadership skills to engage the virtual workforce. Working virtually is psychologically a different experience and hence requires a separate study. The lack of proximity and face-to-face conversations in virtual teams increases the complexity of leading and thus alters the engagement equation. This paper explores the impact of leaders in enhancing employee engagement and that is presented in a condensed manner.

Details

International Journal of Organizational Analysis, vol. 31 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 13 March 2007

John Alban‐Metcalfe and Beverly Alimo‐Metcalfe

Notions of leadership change over time. The last two decades have been dominated by US models of “heroic” leadership, based largely on predominately male‐biased samples, which…

7250

Abstract

Purpose

Notions of leadership change over time. The last two decades have been dominated by US models of “heroic” leadership, based largely on predominately male‐biased samples, which have been focused on studies of “distant” leaders, but these are being challenged by the findings from more recent studies which question the potential dangers of adulating the few “gifted” “charismatic” individuals, not least of which because of the disasters they may cause. In addition, there is a growing interest by organisations of identifying how they can increase “engagement” amongst their employees, since this process appears to contribute significantly to organisational success. This study seeks to replicate an earlier study of “nearby” leadership in UK public sector organisations.

Design/methodology/approach

The study gathers qualitative data from a sample of female and male managers at various levels in three UK FTSE100 companies, developing a pilot questionnaire, and then gathering quantitative data from 743 managers in a range of UK and Hong Kong private sector organisations, and testing the validity of the instrument in predicting job satisfaction, motivation, commitment, and other psychological variables found to affect performance.

Findings

The model of “nearby” leadership to emerge in the private sector was highly similar to the public sector model, but very different from the “heroic” notions of leadership. Twelve dimensions of leadership emerged, all of which were found to predict the criterion variables outcome measures. This has led to the creation of a private sector version of the “(Engaging) Transformational Leadership Questionnaire”™, and provides empirical evidence of it validity among male and female managers in two countries.

Research limitations/implications

There is a need to extend research on the ETLQ in a wider sample of organisations and industries, and to undertake longitudinal studies to examine the predictive validity of the instrument on external outcome variables.

Practical implications

The findings have immediate practical application to leadership development, selection, promotion, appraisal, performance management, and culture change activities.

Originality/value

This investigation has adopted an inclusive approach to investigating the nature of day‐to‐day leadership behaviours that have a significant effect on the levels of stress, job satisfaction, motivation, commitment, engagement, and other psychological outcomes that have been found to significantly affect organisational performance in private sector organisations. It has also tested the validity of a new 360‐feedback instrument on a sample of over 700 direct reports of managers who exert a powerful influence on the motivation, job satisfaction, and commitment of staff at various levels of leadership, based on male and female managers, and individuals from different ethnic backgrounds, in a range of private sector organisations, which focuses on a new model of “nearby” leadership

Details

Leadership & Organization Development Journal, vol. 28 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 69000