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Article
Publication date: 11 July 2024

Nawaf AlGhanem and John Mendy

Despite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the…

Abstract

Purpose

Despite some academic recognition that leadership is particularly significant in reshaping the oil and gas industry’s contributions to global economic development and the sustainability of global energy supplies at affordable prices (Sharma et al., 2022), the attendant problem of how the industry’s leadership contributes towards the preservation of global environment and the maintenance of ecosystems’ balance, among other sustainability challenges, remains an academic lag. This calls for the urgent need for oil and gas companies to practice effective sustainable leadership approach at multiple organisational levels to address global environmental, economic and social challenges.

Design/methodology/approach

This paper adopts an interpretivist/constructivist philosophical stance, where findings have been extracted from in-depth thick descriptive qualitative research in Bahrain oil and gas industry. Companies operating within Bahrain oil and gas industry were identified as the unit of analysis. Empirical data are gathered through semi-structured interviews from senior management and analysed using thematic analysis. This paper is structured as follows: introduction, contextualisation of the UNSDGs in the oil and gas industry, literature on network leadership, research methods used to gather and analyse data from Bahrain oil and gas industry findings, contributions, limitations and trajectories for further studies.

Findings

The study’s participants argued that the emergence of transformational and Sustainable Network Leadership is essential to successfully and sustainably implementing the UN SDGs. In other words, the Sustainable Network Leadership is a contribution to the single, leadership competences approach of previous scholarship (Weber et al., 2022; Kumalo and Scheepers, 2021) partly because it evolves around the notion of positioning different network and change actors based on their capacity to lead, exchange their knowledge, effectively communicate the need to comply with SDGs and the skills to establish high density within a complex network of actors.

Research limitations/implications

This study recognises its limitations in the sense that it is based on the single context of Bahrain oil and gas, and data were collected from senior management and executives only. Gathering data from a broader swathe of employees may have provided greater levels of leadership and organisational member nuances in both single and collective differences of leadership attributes.

Practical implications

Transformational and Sustainable Network Leadership provides a new construct in the perception (the “what”), instrumentalisation (the “how”) and theoretical re-conceptualisation of leadership within organisational change settings needing radical rethink for sustainable and successful change. The practical implications of transformational and Sustainable Network Leadership expose the way a variety of highly challenged organisational change contexts are interconnected to highlight not only their different sets of challenges but also their opportunities and the resolution mechanisms they present for organisational leaders and staff alike.

Originality/value

This paper identified the single, leadership competence approach as the dominant discourse in organisational change, leadership studies and presented an alternative collective set of leaders’ attributes. The less utilised network leadership concept was drawn upon to contribute network leadership attributes as a way of addressing the challenges faced by Bahraini oil and gas company leaders. Therefore, this study contributes to both network leadership, transformational leadership by expanding both domains to include organisational transformation and the leadership-of-risky change. This was done by identifying attributes and characteristics of Sustainable Network Leadership, then showing their significance as an approach to successfully and sustainably implementing the UNSDGs.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

Keywords

Article
Publication date: 16 March 2022

Paula Cristina Nunes Figueiredo, Maria José Sousa and Eduardo Tomé

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

Abstract

Purpose

The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review.

Design/methodology/approach

The methodology used was qualitative, based partially on an integrative literature review (Torraco 2016). This paper aims to review, update and criticize the literature related to the competences approach in the organizational context and, on the other hand, to review, criticize and synthesize the literature, namely, the models and competences.

Findings

Difficulties in choosing and implementing a leader competency model led to the integration of competencies in a single model, seeking to simplify the choice and implementation process in organizations. The integrative model of leader competences arises from the literature review, more specifically from the analysis of the different approaches found. This model is grouped into four dimensions – intellectual competences, management competences, social competences and emotional competences. This research is a contribution to reduce the fragmentation of leadership and management theories and facilitates the choice and implementation of a leader competence model suited to the organization’s needs, contributing to the leadership effectiveness.

Originality/value

The integrative model of the leader competences allows the choice and implementation of a competence model with a wide range of competences considered as essential in the organizational context by several researchers. This model simplifies the process of identifying the competences that need to be developed, feeding the human resources development process within the organization.

Details

European Journal of Training and Development, vol. 47 no. 5/6
Type: Research Article
ISSN: 2046-9012

Keywords

Article
Publication date: 3 January 2022

Leslie Ramos Salazar

The purpose of this study is to examine the interrelationships between leaders' communication competence, mindfulness, self-compassion and job satisfaction. Barge and Hirokawa's…

1917

Abstract

Purpose

The purpose of this study is to examine the interrelationships between leaders' communication competence, mindfulness, self-compassion and job satisfaction. Barge and Hirokawa's (1989) communication-centered theoretical approach of leadership and Gilbert's (2005) social mentality offered frameworks to examine mindfulness and self-compassion as co-mediators of the relationship between business leaders' communication competence and job satisfaction.

Design/methodology/approach

A cross-sectional online survey was conducted with 219 business leaders in the USA via snowball sampling.

Findings

The results showed that communication competence served as an antecedent of mindfulness and self-compassion. Additionally, self-compassion served as a significant mediator between the positive relationship between communication competence and job satisfaction.

Practical implications

Managers and business leaders may gain insights about the benefit of developing self-compassion and communication competence skills to enhance their job satisfaction via courses, workshops and certifications.

Originality/value

This study is the first to examine the effect of two well-being constructs (self-compassion and mindfulness) on the relationship between leaders' communication competence and job satisfaction.

Details

Journal of Communication Management, vol. 26 no. 1
Type: Research Article
ISSN: 1363-254X

Keywords

Article
Publication date: 31 May 2022

Lingyan Hu, Ning Jiang, He Huang and Yan Liu

Despite abundant research on the negative effect of gender stereotypes on female leaders, it remains unclear whether leader competence perceived by the subordinates could overcome…

1163

Abstract

Purpose

Despite abundant research on the negative effect of gender stereotypes on female leaders, it remains unclear whether leader competence perceived by the subordinates could overcome this backlash effect. Drawing on expectation states theory and expectancy violation theory, the authors investigate how the interaction among leaders' gender roles, leader sex and subordinates' perceived leader competence influences leader effectiveness through subordinates' affective trust.

Design/methodology/approach

Data were collected through two-wave surveys among 489 participants from various sectors in different parts of China. SPSS and Hayes PROCESS were used to test the hypotheses.

Findings

High competence perceived by the subordinates helps female leaders to overturn the negative effect of masculinity and strengthen the positive effect of femininity, whereas this positive moderation does not hold for male leaders.

Originality/value

This study addresses the ongoing debate about “female advantage” in leadership by showing that female leaders benefit from high perceived competence and are penalized by low perceived competence to a greater extent than male leaders in terms of leader effectiveness.

Details

Leadership & Organization Development Journal, vol. 43 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 February 2021

Anastasiia Popelnukha, Shamika Almeida, Asfia Obaid, Naukhez Sarwar, Cynthia Atamba, Hussain Tariq and Qingxiong (Derek) Weng

Although voice endorsement is essential for individuals, teams and organizational performance, leaders who consider followers' voice to be threatening are reluctant to implement…

1386

Abstract

Purpose

Although voice endorsement is essential for individuals, teams and organizational performance, leaders who consider followers' voice to be threatening are reluctant to implement followers' ideas. The authors, taking note of this phenomenon, investigate why leaders who feel a threat from followers' voice exhibit voice rejection at the workplace and when this detrimental tendency can be diminished. Thus, based on the self-defense tendency as per self-affirmation theory, the authors argue that those leaders who experience threat triggered by followers' voice, justify voice rejection through the self-defense tactics: message derogation and source derogation. In addition, the authors also propose that a leader's positive (negative) affect experienced before voice exposure may decrease (increase) self-defense and voice rejection.

Design/methodology/approach

To test the authors’ moderated mediation model, they conducted two independent vignette studies (N = 269; N = 208). The purpose of the first vignette study was to test the simple mediation (i.e. the direct and indirect effects), whereas the second study aimed to test the moderated mediation model.

Findings

In Study 1, the authors found that the leader's perceived threat to competence provoked by followers' voice was positively related to voice rejection, and the relationship was partially mediated by message derogation and source derogation. In line with this, in Study 2, the authors tested the moderated mediation model and replicated the findings of Study 1. They found that the effects of leader's perceived threat to competence on voice rejection through self-defense tactics are weaker (stronger) at the high (low) values of a leader's positive affect. In contrast, the effects of a leader's perceived threat to competence on voice rejection through self-defense tactics are stronger (weaker) at the high (low) values of a leader's negative affect.

Originality/value

This study suggests that leaders who experience a threat to competence instigated by employee voice are more likely to think that ideas proposed by employees are non-constructive and employees who suggest those ideas are not credible, and these appraisals have a direct influence on voice rejection. However, if leaders are in a good mood vs. bad mood, they will be less likely to think negatively about employees and their ideas even when they experience psychological threats. The findings highlight several avenues for future researchers to extend the literature on employee voice management and leadership coaching by providing theoretical and managerial implications.

Details

Personnel Review, vol. 51 no. 1
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 28 February 2023

Ralph Williams, W. Randy Clark, Deana M. Raffo and Leigh Anne Clark

Leader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how…

Abstract

Purpose

Leader credibility is often discussed in literature. Although the literature discusses many facts related to building leader credibility, organized and structured knowledge of how leaders build leader credibility is missing. The present study's purpose is to begin closing that gap by drawing concepts from the literature related to building leader credibility, categorizing them into relevant constructs and building a model. The present study provides a foundation, built from items drawn from peer-reviewed literature, for future research on how leaders build credibility.

Design/methodology/approach

The authors reviewed 66 articles discussing or exploring building leader credibility. From those articles, they drew potential leader credibility antecedents. They analyzed the antecedents, seeking to group them into understandable constructs that provide a building leader credibility model. Seeking nomological validity (evidence that our building leader credibility constructs reflect real-world thinking), they conducted an open-ended survey to compare what practitioners say builds leader credibility to our model.

Findings

The leader credibility antecedents the authors drew from the literature fell into two dimensions: competence and character. The competence antecedents fell into three subdivisions: interpersonal competence, technical competence and leader competence. The character antecedents fell into two subdivisions: character behaviors and character attributes. Responses from our open-ended survey fit our five subdimensions for building leader credibility, providing some nomological validity for our model.

Practical implications

The authors’ model may help practitioners see the big picture of building leader credibility, develop specific tactics for building leader credibility and provide a basis for assessing their building leader credibility approach.

Originality/value

Although leader credibility is vastly researched and leader credibility antecedents are discussed or explored, a big-picture model of building leader credibility is lacking. This study pursues a path previously not taken, developing a credibility-building model drawn from concepts presented in the literature.

Details

Journal of Management Development, vol. 42 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 24 September 2018

Anne Laajalahti

Recently, ethical leadership has become a widely studied research topic. Simultaneously, many studies have begun to emphasise the role of interpersonal communication competence

Abstract

Recently, ethical leadership has become a widely studied research topic. Simultaneously, many studies have begun to emphasise the role of interpersonal communication competence (ICC) in successful leadership. However, there has been little discussion on the links between ethical leadership and leaders’ ICC. To address this research gap, this study aims to compare and combine the research traditions of ethical leadership and leaders’ ICC. The study is based on two literature reviews examining (a) ethical leadership (substudy 1; N = 27) and (b) leaders’ ICC (substudy 2; N = 18). The research questions are as follows: (a) How are the requirements of leaders’ ICC noticed in the literature of ethical leadership? (substudy 1) (b) How are the requirements of ethical leadership noticed in the literature of leaders’ ICC? (substudy 2) The findings reveal that (a) studies in ethical leadership rarely pay attention to leaders’ ICC and (b) studies in leaders’ ICC do not often discuss ethical aspects of ICC, at least explicitly. While a larger sample would have been preferred, the study contributes to previous research by addressing a research gap between ethical leadership and leaders’ ICC and suggests integrating these research traditions to better understand the nature of ethics and ICC in leadership. By promoting novel interdisciplinary research perspectives, the study provides a foundation for further research and development of (a) a competence-based approach to ethical leadership and (b) an ethics-focused approach to competent leadership communication.

Article
Publication date: 7 February 2023

Denise Cuthbert, Robyn Barnacle, Nicola Henry, Kay Latham, Leul Tadesse Sidelil and Ceridwen Spark

Science, technology, engineering, mathematics and medicine (STEMM) workplaces worldwide remain stubbornly resistant to gender equality initiatives. Leaders are vital to driving…

Abstract

Purpose

Science, technology, engineering, mathematics and medicine (STEMM) workplaces worldwide remain stubbornly resistant to gender equality initiatives. Leaders are vital to driving change, but the extent to which their capabilities lead to change remains unknown. This article examines STEMM leaders' gender competence to achieving transformative changes in gender inequality.

Design/methodology/approach

This article examines the capability of STEMM leaders to act as change agents through an in-depth, qualitative analysis of perceptions of gender inequality, sexual harassment, sex discrimination and gender bias within their organisations. Findings are analysed using a customised tripartite gender competence schema, comprising commitment, knowledge and method (or know-how).

Findings

The findings suggest that while STEMM leaders may express a commitment to addressing gender inequality, misapprehensions about the nature and scope of the problem are likely to hamper efforts. Two key misapprehensions standout: a tendency to frame gender inequality in primarily numerical terms; and recourse to blaming external factors beyond STEMM for gender inequality in STEMM.

Originality/value

This article makes an original contribution by examining the gender competence of leaders in STEMM organisations, which has not been previously researched. The findings extend understanding of the salience of leaders' capabilities to lead change by identifying key gaps and misapprehensions in STEMM leaders' understanding of the nature and scope of the problem.

Details

Equality, Diversity and Inclusion: An International Journal, vol. 42 no. 6
Type: Research Article
ISSN: 2040-7149

Keywords

Article
Publication date: 16 September 2019

Payal Sharma and Jagwinder Singh Pandher

This study aims to identify and classify various competences and competencies that educational leaders should essentially possess.

Abstract

Purpose

This study aims to identify and classify various competences and competencies that educational leaders should essentially possess.

Design/methodology/approach

The systematic review of the literature was conducted to identify various competences of educational leaders in the institutions. Later, an empirical research was conducted. The data were analyzed through confirmatory factor analysis (CFA) using AMOS 20.0 to classify these competences according to their relative importance considering natural gaps in standardized beta (ß) values. In all, 96 administrators of 35 technical institutions of Punjab (India) offering engineering and management programs and 93 veteran educational experts had responded in a survey.

Findings

The results of the study identified five competences: pedagogical, leadership, innovative, research and evaluation competences. The competencies “help others in improvement and not blame circumstances”, “set high benchmarks” and “align class activities with learning objectives” have qualified among the “most important” competencies for the educational leaders.

Research limitations/implications

The sample was specific to one state. There may be the chances of response bias in a few situations. Therefore, there are few reservations in generalizing the findings.

Practical implications

The study has several implications for both the faculty and the technical education degree institutes. The study provides a link between the characteristics and competencies of educational leaders. This study also contributes in terms of mapping of these competencies while recruitment of the faculty to test whether the candidates possess the potential of becoming educational leaders.

Originality/value

The administrators can test these competencies in their faculty for the purpose of identifying both the educational leaders within their institutes and the potential educational leaders in future by assessing “requisite” and “important” competencies.

Details

Journal of Workplace Learning, vol. 31 no. 6
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 4 November 2019

Isaac Nana Akuffo and Kurmet Kivipõld

The purpose of this study is to explore how an authentic leader’s internal (self-regulation, self-awareness and internalised moral perspective) and external competencies…

1915

Abstract

Purpose

The purpose of this study is to explore how an authentic leader’s internal (self-regulation, self-awareness and internalised moral perspective) and external competencies (relational transparency and balance processing) influence nepotism, favouritism and cronyism (NFC).

Design/methodology/approach

The study used a quantitative research approach and respondents were sampled from private and public banks across the ten regions of Ghana using survey questionnaires. Overall, 127 branch managers and 997 subordinates were sampled. The collected data were analysed using exploratory and confirmatory factor analysis, and multiple regression was used to explore the influence the of authentic leadership (AL) competences on NFC.

Findings

On leader’s internal competences, the results revealed that self-awareness had a significant decreasing influence on nepotism in terms of operations, while internalised moral perspective had a significant increasing influence on favouritism in the context of position. Self-regulation did not have any significant influence on NFC. Regarding the leader’s external competences, relational transparency had a significant positive influence on favouritism and nepotism, while balance processing had a significant negative influence on favouritism and nepotism in the context of position and operations, respectively.

Research limitations/implications

The results suggest that AL competences have a mixed influence on NFC in the context of this study. However, the findings are limited to Ghana and cannot be generalised to countries that do not share a similar culture with Ghana such as countries in Europe, North and South America, Asia and even certain countries in Africa.

Practical implications

The authors advise family businesses to use free and fair measures to appoint or promote employees who have the required skills to manage the office rather than appointing family members to positions without merit. Training on AL and NFC should be conducted for managers to enable them to understand the potential negative effects of NFC on the employees and the organisation at large.

Social implications

Laws must be passed to guard against appointments or recruitments of employees in the public sector organisations based on NFC to minimise these unethical behaviours.

Originality/value

This is the first study which empirically explores AL competences influence on the leaders’ behaviour in the context of NFC.

Details

Management Research Review, vol. 43 no. 4
Type: Research Article
ISSN: 2040-8269

Keywords

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