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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

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

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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…

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

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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…

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

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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…

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

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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…

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

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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.

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

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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

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Article
Publication date: 9 September 2020

Vivi Gusrini Rahmadani, Wilmar B. Schaufeli and Jeroen Stouten

The current study investigates the mediating role of job resources (JRs) (i.e. person-–ob fit, value congruence, alignment, job control, use of skills, participation in…

Abstract

Purpose

The current study investigates the mediating role of job resources (JRs) (i.e. person-–ob fit, value congruence, alignment, job control, use of skills, participation in decision-making, coworker support and performance feedback) and basic psychological need satisfaction at work (i.e. autonomy, relatedness, competence and meaningfulness) in the relationship between engaging leadership (EL) (i.e. inspiring, strengthening, empowering and connecting) and work engagement.

Design/methodology/approach

Structural equation analysis was used to test the mediation hypotheses, using a two-wave longitudinal design and an Indonesian sample of 412 employees from an agribusiness state-owned company.

Findings

The results show that EL at baseline 2017 (T1) predicts T1–T2 increase in work engagement (WE) directly, as well as indirectly through T1 JRs, and T1–T2 increase in basic psychological need satisfaction.

Originality/value

This research extends the job demands-resources (JD-R) model by showing the important role of ELfor fostering WE through increasing JRs and satisfying basic psychological needs at work.

Details

Leadership & Organization Development Journal, vol. 41 no. 8
Type: Research Article
ISSN: 0143-7739

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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…

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

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Article
Publication date: 19 August 2009

Helen Lockett

There is an established international evidence base on supported employment for people with severe and enduring mental health problems, and now a growing evidence base on…

Abstract

There is an established international evidence base on supported employment for people with severe and enduring mental health problems, and now a growing evidence base on how to successfully implement this into practice. The process involves substantial organisational development and change, and therefore effective leadership is critical. This article outlines some of the challenges to implementing supported employment services and explores what recent leadership theory could contribute to this process, as the Sainsbury Centre embarks on its Centres of Excellence Programme in England and seeks to build a wider learning community from our partnerships formed through the International Initiative for Mental Health Leadership (IIMHL).

Details

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

Keywords

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