Search results

1 – 10 of over 76000
Article
Publication date: 5 October 2015

Tony Manning and Bob Robertson

This is the third part of a three-part paper on the intersection between sex, gender and leadership in the UK Civil Service. The first part of this paper provided an…

Abstract

Purpose

This is the third part of a three-part paper on the intersection between sex, gender and leadership in the UK Civil Service. The first part of this paper provided an introduction to the research, a literature review and some conjectures derived from it. The second part formulated specific null hypotheses, outlined the research methodology and presented research findings. The purpose of this paper is to explore the practical implications of the research findings, presents an evidence-based framework for understanding the transition into leadership, with prescriptions for its use and ends with a concluding discussion on the overall research findings.

Design/methodology/approach

Information was collected from a wide cross-section of UK Civil Servants between 1993 and 2013. Individuals were participants on training and development activities carried out by the authors. Individuals completed psychometric instruments, including self-assessments and 360 degree assessments and provided information on their sex, work role and work situation. Statistical analysis was carried out to identify behaviours associated with effective leadership, taking account of behaviours used, behaviours valued and behaviours valued more highly than in those in follower roles and situations. Comparisons were made between the effective leader behaviour profile and those for sex differences and gender stereotypes.

Findings

A very strong statistical relationship was found between the frequency with which individuals use a range of behaviours and the extent of their leadership role and situation. Moreover, particular behaviours were found to be more valued in leadership roles/situations, with clear differences between those valued in follower roles/situations. A combined leadership effectiveness profile had little in common with either the male/masculine or female/feminine profile.

Research limitations/implications

The research was a by-product of the authors’ training and development work. It was not part of a purpose-built and wide-ranging research programme into sex, gender and leadership. It also relates to one context, the UK Civil Service, and may not generalise to other contexts. Nonetheless, there are clear parallels between these findings and previous research.

Practical implications

Gender stereotypes were best tackled by ensuring that all jobs are properly described and all assessments involved the use of relevant information against agreed job criteria, with appropriate training and development essential to maintaining best practice. Moreover, training and development activities should concentrate on actual individual differences, rather than stereotypical generalisations about such differences. Finally, an evidence-based, gender-neutral leadership framework was proposed. The leadership framework is relevant to would-be leaders, line managers and human resource professionals, including training and development specialists.

Social implications

The research findings are relevant to understanding the intersection between sex, gender and leadership in the UK Civil Service. They relate to wider social issues concerning equal opportunities and diversity.

Originality/value

There is an extensive body of theory and research on the intersection between sex, gender and leadership. However, very little focuses specifically on the UK Civil Service. These research findings and the subsequent analysis are, therefore, original. The gender-neutral, evidence-based leadership framework is an original contribution to both theory and practice.

Details

Industrial and Commercial Training, vol. 47 no. 7
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 20 September 2022

Sunhyuk Kim, Grimm Noh and Siyu Miao

Employee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how…

Abstract

Purpose

Employee voice behavior is an important source of corporate competitiveness but employees often face difficulties in voicing their opinions. This research analyzes how authentic leadership may increase psychological safety perceived by employees, consequently encouraging employees to actively share their ideas. In addition, the authors explore the unique concept of Zhongyong thinking, a way of thinking that is common in cultures rooted in Confucianism. The authors analyze how Zhongyong thinking may affect the relationship between psychological safety and employee voice behavior.

Design/methodology/approach

For the empirical analysis of authentic leadership and employee voice behavior in the Chinese context, the authors distributed surveys to employees working in various different industries in various provinces in China. The authors distributed 250 surveys in total and 213 surveys were used for analyses.

Findings

The authors' empirical analyzes illustrate that authentic leadership increases employee voice behavior, partially mediated by psychological safety. The authors also analyzed how psychological safety's effect on employee voice behavior could be moderated by Zhongyong thinking. The results demonstrate that the effect of psychological safety on voice behavior is weaker when employees are capable of exercising Zhongyong thinking.

Originality/value

Zhongyong thinking is still a relatively new concept that has not been studied thoroughly, and to the authors' knowledge, Zhongyong thinking has never been studied as a moderator in the relationship between psychological safety and employee voice behavior.

Details

International Journal of Organization Theory & Behavior, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1093-4537

Keywords

Article
Publication date: 9 August 2022

Salman Zulfiqar, Zoia Khan and Chunhui Huo

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations…

Abstract

Purpose

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Design/methodology/approach

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Findings

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

Originality/value

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

Details

Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

Keywords

Book part
Publication date: 27 June 2013

Kyoungsu Kim, Fred Dansereau and In Sook Kim

Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:

  • (1)
    What are the key behavioral…

Abstract

Using five categories summarized by Bass (1990), this chapter attempts to address three key questions about charismatic leadership:

  • (1)

    What are the key behavioral dimensions of charismatic leadership?

  • (2)

    How does charismatic leadership differ from other forms of leadership?

  • (3)

    Who may become followers of charismatic leaders and when do they become followers?

What are the key behavioral dimensions of charismatic leadership?

How does charismatic leadership differ from other forms of leadership?

Who may become followers of charismatic leaders and when do they become followers?

By focusing on Weber’s original view of charisma, we suggest that his three dimensions of charismatic leader behaviors underlie most contemporary approaches. By considering these three dimensions in more detail, we demonstrate how this view allows for different views of leadership and is distinguishable from management. Finally, by extending Weber’s view and by identifying two types of charismatic leaders who differ in their power motives, we suggest how the characteristics of followers and the context influence followers’ acceptance of charismatic leaders as legitimate. Some implications for leadership effectiveness are discussed.

Details

Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

Content available
Book part
Publication date: 10 September 2021

Mary Kay Copeland and David Smith

Ethical leadership is of great interest in the accounting profession. After numerous ethical and moral leadership failures over the last two decades, where accounting…

Abstract

Ethical leadership is of great interest in the accounting profession. After numerous ethical and moral leadership failures over the last two decades, where accounting professionals played a significant role in the fraudulent behaviors that impacted individuals, businesses, and the economy as a whole, the profession has renewed its focus on promoting ethical behavior. To date, research contributing to improving ethical behavior in the accounting profession has been minimal. A plethora of research has identified the deficiency of ethical reasoning and conduct in accounting students and professionals but has provided minimal recommendations on how to improve the status quo. Earlier studies have also found that values based, ethical and transformational leadership behaviors contribute to leader effectiveness in the accounting and business professions. What has not been studied or identified are the specific ethical and transformational leadership behaviors that should be sought or developed in professionals that would improve the ethical conduct and effectiveness of accounting leaders. This study seeks to address the gap in the literature by using neuro network analysis to understand the individual components of ethical and transformational leadership that result in leaders that are more effective in the profession. It concludes that in this study of 212 accounting professionals, ethical leaders that: (a) communicate openly, (b) are trustworthy, (c) consider and support their subordinates’ interest and (d) are altruistic, with a selfless concern for the well-being of others and transformational leaders that encourage their followers to think creatively are innovative are more effective leaders.

Details

Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-1-80071-758-9

Keywords

Book part
Publication date: 16 October 2015

Mary Kay Copeland

The beginning of the twenty-first century was plagued with extensive, evasive, and disheartening U.S. business and political leadership failures. Despite the accounting…

Abstract

The beginning of the twenty-first century was plagued with extensive, evasive, and disheartening U.S. business and political leadership failures. Despite the accounting profession’s standards of professional ethics, accounting as a profession also was tainted with various ethical leadership indiscretions during this time. In response to these ethical leadership failings, renewed interest in developing accounting professionals with strong ethical principles and ethical leadership behaviors emerged. In many firms, training and development in ethical behavior is now at the forefront of communications and professional development efforts. The question remains, however, can the profession instill in its members the importance of ethical conduct? Can ethical leaders be developed who model ethical behavior? In response to the call for leaders who are ethical and moral, this research examined a model of ethical leadership and its impact on leader effectiveness for leaders within the accounting profession. The analysis shows that ethical and transformational leadership behaviors make independent and significant contributions to explaining leader effectiveness.

Details

Research on Professional Responsibility and Ethics in Accounting
Type: Book
ISBN: 978-1-78441-666-9

Keywords

Book part
Publication date: 18 July 2007

Frank Walter and Heike Bruch

The relevance of affective factors in the charismatic leadership process has been widely acknowledged in leadership research. Building on this notion, the present study…

Abstract

The relevance of affective factors in the charismatic leadership process has been widely acknowledged in leadership research. Building on this notion, the present study empirically investigated the role of leaders’ positive mood and emotional intelligence in the development of charismatic leadership behaviors. We developed hypotheses linking these constructs and tested them in a sample of 34 leaders and their 165 direct followers from a multinational corporation. Results showed that both leaders’ positive mood and leaders’ emotional intelligence were positively related to their charismatic leadership behaviors, as rated by followers. Further, we found leaders’ emotional intelligence to moderate the relationship between leaders’ positive mood and their charismatic leadership behaviors. Emotionally intelligent leaders exhibited charismatic leadership behaviors to a high extent, largely irrespective of their degree of positive mood. In contrast, leaders low on emotional intelligence were more likely to exhibit charismatic behaviors when their positive mood was high, while they were less likely to exhibit such behaviors when their positive mood was low. We conclude by discussing the implications of these findings for leadership theory, research, and practice.

Details

Functionality, Intentionality and Morality
Type: Book
ISBN: 978-0-7623-1414-0

Book part
Publication date: 5 October 2018

Boas Shamir, Robert J. House and Michael B. Arthur

The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions…

Abstract

The empirical literature on charismatic or transformational leadership demonstrates that such leadership has profound effects on followers. However, while several versions of charismatic leadership theory predict such effects, none of them explains the process by which these effects are achieved. In this paper we seek to advance leadership theory by addressing this fundamental problem. We offer a self-concept based motivational theory to explain the process by which charismatic leader behaviors cause profound transformational effects on followers. The theory presents the argument that charismatic leadership has its effects by strongly engaging followers’ self-concepts in the interest of the mission articulated by the leader. We derive from this theory testable propositions about (a) the behavior of charismatic leaders and their effects on followers, (b) the role of followers’ values and orientations in the charismatic relationship, and (c) some of the organizational conditions that favor the emergence and effectiveness of charismatic leaders.

Details

Leadership Now: Reflections on the Legacy of Boas Shamir
Type: Book
ISBN: 978-1-78743-200-0

Keywords

Book part
Publication date: 24 July 2020

Wayne A. Hochwarter, Ilias Kapoutsis, Samantha L. Jordan, Abdul Karim Khan and Mayowa Babalola

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with…

Abstract

Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual underpinnings as they relate to sensemaking, identity, and social learning theories. Once established, the authors provide a refined discussion of the construct, illustrating its scholarly mechanisms that better explain leader development processes and outcomes. The authors then expand research in the areas of political skill, political will, political knowledge, and political phronesis by embedding our conceptualization of DPLD into a political leadership model. The authors conclude by discussing methodological issues and avenues of future research stemming from the development of DPLD.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

Keywords

Article
Publication date: 15 April 2022

Giang Hoang, Tuan Trong Luu, Tuan Du and Thuy Thu Nguyen

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service…

Abstract

Purpose

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior.

Design/methodology/approach

Data were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam.

Findings

The findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behavior

Research limitations/implications

The study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees’ service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader.

Practical implications

The findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees’ intrinsic motivation.

Originality/value

There are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees’ positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids.

Details

Journal of Services Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0887-6045

Keywords

1 – 10 of over 76000