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Article
Publication date: 11 April 2016

Hakan Erkutlu and Jamel Chafra

The purpose of this paper is to examine the relationship between leader’s behavioral integrity and his/her workplace ostracism as well as to test the moderating roles of…

1326

Abstract

Purpose

The purpose of this paper is to examine the relationship between leader’s behavioral integrity and his/her workplace ostracism as well as to test the moderating roles of narcissistic personality and psychological distance on that relationship.

Design/methodology/approach

Data were collected from 13 state universities in Turkey. The sample included 1,003 randomly chosen faculty members and deans of their faculties. The moderating roles of narcissistic personality and psychological distance on the behavioral integrity and workplace ostracism relationship were tested using the moderated hierarchical regression analysis.

Findings

The moderated hierarchical regression analysis results revealed that there was a significant negative relationship between leader’s behavioral integrity and his/her workplace ostracism. In addition, the negative relationship between behavioral integrity and workplace ostracism was weaker when both leader’s narcissistic personality and psychological distance were higher than when they were lower.

Practical implications

This study showed that behavioral integrity lowered workplace ostracism. Workplace ostracism could be reduced by displaying the behavioral integrity (the alignment between words and deeds) and breaking down the barriers preventing effective communication and discussion in the organization. Moreover, the results of this study indicated that psychological distance was a significant predictor of workplace ostracism. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to minimize psychological distance, an important source of employee dissatisfaction and distrust.

Originality/value

The study provides new insights into the influence that behavioral integrity may have on workplace ostracism and the moderating roles of narcissistic personality and psychological distance in the link between behavioral integrity and workplace ostracism. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust and lowering workplace ostracism.

Details

Journal of Applied Research in Higher Education, vol. 8 no. 2
Type: Research Article
ISSN: 2050-7003

Keywords

Article
Publication date: 1 January 2013

Tom Karp

The purpose of this paper is to clarify the concept of self as applied to leadership and propose an understanding of how a leader should form conceptions of self, and use…

6570

Abstract

Purpose

The purpose of this paper is to clarify the concept of self as applied to leadership and propose an understanding of how a leader should form conceptions of self, and use these in his or her own development.

Design/methodology/approach

Based on self‐, personality‐ and developmental psychology, the paper examines a variety of theoretical foundations, and ties these into the context of leadership and self‐development.

Findings

The paper concludes that the self is core, consciousness, and action. The particular characteristics and qualities of the self determine the leader's comprehension of him or herself as a human entity, and is a leader's gateway to self‐confidence and self‐esteem. Leaders therefore need to cultivate an understanding of self by engaging in formative processes which are related to their ability to learn from defining situations, thus raising awareness of points of convergence in a leader's career.

Research limitations/implications

The paper is limited to a conceptual discussion, and further research is needed to verify the proposed hypothesis. Future research should concentrate on empirical work.

Practical implications

The practical outcome is concrete advice, that leaders must engage in processes where their own willpower, beliefs, assumptions, values, principles, needs, relational patterns and social strategies are subject to feedback and testing if their aim is to develop themselves. Self‐development is not the training of skills, nor solely dependent on cognitive strategies.

Originality/value

Most leaders face pressure to develop themselves. The recommendations herein clarify what is a self concept applicable for leaders, and assist in identifying domains, processes and schemata applicable for leadership self‐development.

Details

Journal of Management Development, vol. 32 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 13 November 2017

Su Jin Han, Woo Gon Kim and Sora Kang

This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by…

2406

Abstract

Purpose

This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory.

Design/methodology/approach

The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data.

Findings

The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant.

Practical implications

Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance.

Originality/value

The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.

Details

International Journal of Contemporary Hospitality Management, vol. 29 no. 11
Type: Research Article
ISSN: 0959-6119

Keywords

Book part
Publication date: 6 October 2008

Giovanni Battista Dagnino and Vincenzo Pisano

This chapter focuses on the human side of the integration phase between the acquiring and the acquired firms. We contribute to the M&A literature by sketching an…

Abstract

This chapter focuses on the human side of the integration phase between the acquiring and the acquired firms. We contribute to the M&A literature by sketching an analytical framework that unveils the main features of the champion of acquisitions and his/her strategic role as the individual (or group of individuals) accountable to lead the integration process between the two firms. To discern the champion of acquisitions, we propose the coexistence of a set of distinctive features such as: (1) the capability to achieve the full commitment of the integration teams; (2) a leader's personality able to guide change in the acquiring firm's desired direction; (3) networking capabilities to facilitate or reduce the two firms’ boundaries permeability; (4) communication skills and relational capabilities necessary to facilitate the interface activity between individuals who are critical to the integration phase; and (5) the knowledge of (and the access to) the power centers necessary to obtain the indispensable legitimacy of his/her roles and actions.

Details

Advances in Mergers and Acquisitions
Type: Book
ISBN: 978-1-84855-100-8

Article
Publication date: 11 December 2018

Umamaheswara Rao Jada and Susmita Mukhopadhyay

This paper aims to uncover the impact of leader’s personality traits, agreeableness conscientiousness and neuroticism, on employee’s constructive voice behavior via…

1361

Abstract

Purpose

This paper aims to uncover the impact of leader’s personality traits, agreeableness conscientiousness and neuroticism, on employee’s constructive voice behavior via proposed sequential mediating impact of the empowering leadership and leader–member exchange (LMX).

Design/methodology/approach

The proposed model was examined by using the data collected from 262 service executives based in an Indian private sector, using the partial least square structural equation modeling method. This study uses SPSS Process macro (serial mediation model) to analyze the data collected.

Findings

Results of the study indicated the positive association of agreeableness and conscientiousness with empowering leadership, while neuroticism was found to be negatively related. The results also provided support for the mediating effect of the LMX between empowering leadership and constructive voice behavior. Further, the authors theorized and verified the sequential mediation model proposing the indirect effect between leader’s personality traits and constructive voice.

Research limitations/ implications

Self-reported measures were used for data collection which suffers from the limitation of socially biased responses. Lack of large sample size inhibits us from drawing widely accepted generalization.

Practical implications

The authors suggest that consideration of the personality traits might assist and help organizations in choosing empowering leaders. This assumes importance as notable indirect impact of empowering leadership on constructive voice (promotive voice and prohibitive voice) has been observed. The findings also suggest the nurturing quality that LMX plays an important role in facilitating constructive voice.

Originality/value

This study is first of its kind in understanding the mediating mechanism between empowering leadership and constructive voice. This study further explored serial mediation (i.e. empowering leadership and LMX together) between leader’s personality and constructive voice.

Details

International Journal of Organizational Analysis, vol. 27 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 2 November 2010

Eli Nana, Brad Jackson and Giles St J Burch

The paper aims to explore the processes by which individuals make attributions about a leader's personality and effectiveness based upon information contained within a…

6554

Abstract

Purpose

The paper aims to explore the processes by which individuals make attributions about a leader's personality and effectiveness based upon information contained within a photograph of a leader's face.

Design/methodology/approach

A mixed methodology approach is taken which combines an individual survey with a follow‐up focus group conducted with five classes of MBA students. In the survey, respondents were asked to rate the photographic images of ten CEOs for personality traits and leadership effectiveness that were apparent in the face; in the focus group, they were asked to reflect upon the processes they had utilized in order to make their attributions.

Findings

The study demonstrated that the vast majority of the participants actively used the face to attribute personality traits of the leaders as well as their ability to lead. The survey revealed that perceived leadership effectiveness was positively correlated to perceived extraversion, agreeableness, openness, conscientiousness, and narcissism. The focus group revealed three strategies that were used when placing these attributions on a leader. These were drawing on explicit facial traits, using the leader's non‐facial traits and general appearance, and telling stories about the leader.

Research limitations/implications

This was an exploratory study set up in an artificial laboratory‐like environment featuring a limited and homogenous collection of CEO photographs and involving a limited and relatively homogenous group of participants. However, it does show that the face is an important and rich source of information from which individuals can make detailed attributions about a leader's personality and their potential leadership ability. The functionality of making such attributions as well as its moral and ethical basis needs to be properly examined and discussed.

Originality/value

The study highlights the leader's face and the visual portrayal thereof, as a potentially important, yet rarely analyzed, aspect of leadership. It foregrounds photographs of leaders, most notably those taken of CEOs, as organizational artifacts that have been largely ignored but worthy data sources. Leadership scholars could profitably focus upon both the production and consumption processes associated with the visual portrayal of leadership.

Details

Leadership & Organization Development Journal, vol. 31 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 31 August 2012

Hakan Erkutlu and Jamel Chafra

The purpose of this study is to investigate the relationship between team empowerment and team proactivity and the moderating roles of a team leader's emotional…

4333

Abstract

Purpose

The purpose of this study is to investigate the relationship between team empowerment and team proactivity and the moderating roles of a team leader's emotional intelligence (EI) and a team member's proactive personality.

Design/methodology/approach

To provide a rigorous test of the hypotheses, a field study from a sample of 910 certified nurses in 82 teams from 12 university hospitals in Turkey was conducted.

Findings

The results reveal that proactivity is positively associated with team empowerment. In addition, team leader's EI and team members' proactive personality influence the relationship between team empowerment and team proactivity. Specifically, teams exhibit the highest proactivity when team leaders' EI and team members' proactive personality are high.

Research limitations/implications

The main strength of the investigation in this study was its multilevel research design. Most research on proactivity and empowerment has been conducted within single organizations, precluding an assessment of the way in which individual difference variables influence empowerment or proactivity. The multilevel design incorporated in this study, however, was capable of capturing the complexity of individual behaviors by considering different contexts.

Practical implications

In encouraging team proactivity, leadership and team members' personality characteristics do matter. Identifying individual difference variables such as team leader's EI, leader‐member exchange, locus of control or team members' personality help to advance the theoretical understanding of the team proactivity. This study provides evidence of the positive relationship between team empowerment and team proactivity. Such knowledge may help to search for continuous improvement and innovative solutions to work problems employed by healthcare administrators and potentially reduce the costs associated with losing high‐potential nurses.

Originality/value

This is one of the first studies to provide evidence of the moderating roles of the team leader's EI and team members' proactive personality levels on the relationship between team empowerment and team proactivity in university hospitals that formally implement work teams.

Details

Journal of Health Organization and Management, vol. 26 no. 5
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 12 February 2021

Yuan Wang and Jie Yang

This paper focusses on the factors to sustainable product development (SNPD) projects success. More specifically, it aims to explore and understand the role of supplier…

Abstract

Purpose

This paper focusses on the factors to sustainable product development (SNPD) projects success. More specifically, it aims to explore and understand the role of supplier involvement (SI) within SNPD. Additionally, it investigates how effective project leaders can facilitate effective supplier involvement and enhance focal firm's ability to successfully carry out sustainable achievement in product development.

Design/methodology/approach

A theoretical framework among SI, SNPD, project leader's personality and leadership style has been established. Six interviews collected from different industries are used to further explore the relationship among SI, SNPD, leader's personality and leadership style.

Findings

The difficulties in managing suppliers, the timing and extent of supplier involvement, communication method and frequency, as well as supplier contribution and challenge in SNPD has been summarized. The interviews also confirmed that effective leaders who possess certain personality traits enable appropriate supplier involvement, promote prosperous SNPD and enhance the relationship between SI and SNPD performance by allowing individual members, teams and organizations to function well.

Originality/value

Sustainable new product development (SNPD) has been recognized as one of the key factors to achieve environmental and economic success. The paper explores the role of supplier involvement in SNPD project and emphasizes the role of project leaders in the process.

Details

International Journal of Managing Projects in Business, vol. 14 no. 4
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 18 September 2017

Mehmet Kahya and Faruk Şahin

The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and…

2823

Abstract

Purpose

The purpose of this paper is to examine the mediating effect of the leader-member exchange (LMX) on the relationship between leader personality and follower attitudes and behaviours, including task performance, satisfaction with the leader and organisational citizenship behaviour.

Design/methodology/approach

Adopting a multifaceted perspective to examine the relationships among the research variables, data were collected from 67 leaders and 372 followers. To test the hypotheses, hierarchical linear modelling analyses were conducted.

Findings

The results indicate that leader extraversion is positively related to follower task performance and that leader agreeableness is positively related to follower organisational citizenship behaviour and satisfaction with leaders. Moreover, the results indicate that the quality of the LMX relationship partially mediated the positive relationship between leader extraversion and follower task performance and fully mediated the relationship between leader agreeableness and satisfaction with leader and organisational citizenship behaviour.

Practical implications

The findings of this study support the mediating role of the LMX relationship between leader personality and follower attitudes and behaviours. Hence, it is worthwhile to examine the effects of leader personality in an organisational context.

Originality/value

The originality of this study is that it focusses on the integration of leader personality, LMX, and follower attitudes and behaviours in a single study, providing a model that indicates the mediating role of LMX in the relationship between leader personality and follower attitudes and behaviours.

Details

Leadership & Organization Development Journal, vol. 39 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 22 November 2018

Kumar Roopak, Sushanta Kumar Mishra and Ekta Sikarwar

Drawing from the literature on person–environment fit and proactive personality, the purpose of this paper is to empirically examine whether congruence between the…

Abstract

Purpose

Drawing from the literature on person–environment fit and proactive personality, the purpose of this paper is to empirically examine whether congruence between the proactive personality of a leader and his/her follower is facilitative/inhibitive of creativity of the follower.

Design/methodology/approach

Data were collected in two waves from 355 followers and 36 corresponding leaders working in a large manufacturing company in India. Hypotheses were tested using polynomial regression analysis and response surface method.

Findings

The results indicate that leader–follower congruence in proactive personality is more likely to encourage followers’ creativity. Moreover, leader–follower congruence at higher levels of proactive personality showed higher levels of followers’ creativity than when dyads are congruent at lower levels.

Practical implications

Findings suggest that human resource management in organizations should consider matching leaders’ proactive personality with that of followers’ to foster employee creativity. This is critical from the perspective of recruitment and dyad formulation for jobs that demand creativity.

Originality/value

Research examining why and how congruence in personal characteristics between a leader and his/her follower foster followers’ creativity is at best scant. The study is a novel attempt to examine the effect of congruence in leader–follower proactive personalities on workplace creativity of the follower.

Details

Personnel Review, vol. 48 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

1 – 10 of over 4000