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Article

Göran Svensson and Greg Wood

The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the…

Abstract

Purpose

The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term “serendipity” is defined as the mix of leadership effectiveness by accident and sagacity in management and business practices.

Design/methodology/approach

The paper provides a conceptual discussion of the serendipity of leadership effectiveness in management and business practices.

Findings

This paper contributes a number of models and a matrix that are introduced to address the underlying criteria of the cause‐effect relationship between leadership effectiveness and organizational achievements.

Research limitations/implications

This paper challenges the idealistic picture that flourishes in the management literature and in management practice of the direct, positive impact of leadership on prosperous management and business practices. In fact, it reinforces and underpins the critical or sceptical views of leadership effectiveness raised in the literature.

Practical implications

Normally, views of organizational achievements are based on the assumption that contextual, timely and skilful precisions in leadership effectiveness are high. Shareholders and stakeholders may benefit from a thorough examination of these issues in organizational achievements. It would not be surprising to find that leadership effectiveness in management and business practices to a minor or major extent is derived from pure luck and coincidence in contextual and timely precisions: right place, right time. This means that such leadership effectiveness may be based on serendipity rather than skilfulness in terms of organizational achievements.

Originality/value

The authors contend that the term “serendipity” contributes to enhance the ongoing discussion in the literature of the link between leadership effectiveness and organizational achievements. It also provides a fundament of understanding, explanation and prediction of leadership effectiveness in management and business practices.

Details

Management Decision, vol. 43 no. 7/8
Type: Research Article
ISSN: 0025-1747

Keywords

Content available
Article

Sarfaraz Javed, Azam Malik and Mutaz Minwer Hala Alharbi

Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation…

Abstract

Purpose

Managerial effectiveness is considered as an essential element for sustainable development and competitive advantage for organisations, and its core conceptualisation revolves around the capability of management to manage self, subordinates and relationships. However, very few research addressed this important phenomenon; this study aims to fill this gap by investigating the mediating role of Islamic work ethics between leadership styles and managerial effectiveness.

Design/methodology/approach

Data collection was done through a structured questionnaire, and the hypothesized relationships were tested with the help of SmartPLS.

Findings

Results of the statistical analysis showed that transformational and transactional leadership styles are positively associated with managerial effectiveness. Also, Islamic work ethics mediated the association between transactional leadership and managerial effectiveness, and however, no mediation effect of Islamic work ethics was found in the relationship of transformational leadership and managerial effectiveness

Originality/value

Although volumes of research have been conducted into the nature of management and leadership over the past 50 years or so, there have been significant shortcomings in terms of little attention having been given to the issue of managerial effectiveness, lack of generalizability of findings and lack of relevance and utility; thus, this study contributed to human resource management literature by providing a macro-level model to measure managerial effectiveness.

Details

PSU Research Review, vol. 4 no. 3
Type: Research Article
ISSN: 2399-1747

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Article

Tricia Vilkinas, Duncan William Murray and Sarah Mei Yi Chua

The purpose of this paper is to propose a model of effective managerial leadership that incorporates the motivation of leaders to lead, their leadership behaviours and…

Abstract

Purpose

The purpose of this paper is to propose a model of effective managerial leadership that incorporates the motivation of leaders to lead, their leadership behaviours and their reflective and learning ability (integrator). This model seeks to provide a more complete picture on the factors that contribute to effective leadership. Drawing on Quinn’s (1984) competing values framework and Vilkinas and Cartan’s (2001) integrated competing values framework, this study addresses the question of what motivates leaders to engage in effective leadership behaviours.

Design/methodology/approach

The current study examines the effects of motivation to lead (MTL), the integrator and behavioural repertoire on leadership effectiveness of 439 managers. Data were gathered in an online questionnaire using the online survey tool “Survey Monkey”.

Findings

Results show that the integrator (Vilkinas and Cartan, 2001) and the behavioural repertoire (Hooijberg, 1996) are significant predictors of leadership effectiveness. Affective identity and social-normative motivations to lead are strong predictors of leadership effectiveness, while non-calculative is a weaker predictor.

Research limitations/implications

The study is limited by the use of self-perceptions. Future research could broaden the current results by including perceptions of work colleagues.

Practical implications

The results have implications for human resource managers as regards selecting and developing leaders.

Originality/value

This study is the first to examine the ways in which the integrator, behavioural repertoire and MTL predict leadership effectiveness.

Details

Leadership & Organization Development Journal, vol. 41 no. 1
Type: Research Article
ISSN: 0143-7739

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Article

Jon Aarum Andersen

– The purpose of this paper is to illustrate that the magnitude of interest in and of enthusiasm for transformational leadership is out of proportion with its weaknesses.

Abstract

Purpose

The purpose of this paper is to illustrate that the magnitude of interest in and of enthusiasm for transformational leadership is out of proportion with its weaknesses.

Findings

The theory has some grave problems: there are conceptual limitations; managerial leadership is conflated with political leadership; the theory is presented as a universal as well as a contingency theory; the claim that transformational leaders are more effective is not empirically supported; and the use of the term “followers” rather than “subordinates” creates confusion in the study of formal organizations. Finally, and perhaps most fundamentally, does transformational leadership theory qualify as a managerial leadership theory?

Research limitations/implications

Transformational leadership is a political leadership theory and thus less relevant for managerial leadership.

Originality/value

This paper addresses the theoretical limitations of the transformational leadership theory as well as the lack of empirical support regarding the effectiveness of transformational leaders.

Details

Leadership & Organization Development Journal, vol. 36 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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Article

Peter Edelman and Daan van Knippenberg

The purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and leadership effectiveness: does EI…

Abstract

Purpose

The purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and leadership effectiveness: does EI conceptualized and assessed as an ability influence leadership effectiveness when controlling for cognitive intelligence and Big Five personality traits? And, what are mediating processes in this relationship?

Design/methodology/approach

Ability test data for EI for 84 leaders in an assessment center were used to predict unobtrusive observations of leader responses to subordinate’s emotions in a role play, and expert ratings of leadership effectiveness, controlling for cognitive ability and Big Five personality traits.

Findings

EI predicted the appropriateness of leader responses to subordinate’s emotions, and these responses mediated the relationships of EI and leadership effectiveness, controlling for cognitive ability and Big Five personality traits.

Research limitations/implications

The assessment center context represents a relatively artificial environment and follow-up research in field settings would be particularly valuable.

Practical implications

EI can be assessed as a selection tool for leadership positions. Leadership development programs can also focus on developing the skills associated with EI.

Originality/value

The study provides stronger evidence for the relationship between EI and leadership effectiveness than previous research, bolstering the confidence in conclusions regarding this relationship. The study also contributes to the development of process models of the influence of EI on leadership effectiveness by providing evidence regarding mediation.

Details

Leadership & Organization Development Journal, vol. 39 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

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Article

Shimei Yan, Yike Wu and Gang Zhang

There are mainly two viewpoints on women’s leadership effectiveness compared with that of men – the questioning view and the admiring view, two points of view that are not…

Abstract

Purpose

There are mainly two viewpoints on women’s leadership effectiveness compared with that of men – the questioning view and the admiring view, two points of view that are not in agreement. Based on that, this study aims to find the gender difference in leadership effectiveness.

Design/methodology/approach

This study uses carefully matched male and female presidents (223 pairs) of Chinese listed companies and male and female chief executive officers (141 pairs) of American listed companies as samples. Analysis of variance was conducted to analyze the indicator data of the leadership effectiveness.

Findings

The findings show that women’s leadership effectiveness is not significantly inferior to that of men, and that women’s leadership effectiveness compared to that of men in the Chinese cultural context is not inferior to that in the American cultural context. The findings do not support the questioning view of women’s leadership effectiveness.

Originality/value

This study first uses the carefully matched (female/male leaders) data of Chinese listed companies and American listed companies as samples to find which viewpoint (the questioning view and the admiring view) is supported or is not supported.

Details

Chinese Management Studies, vol. 12 no. 1
Type: Research Article
ISSN: 1750-614X

Keywords

Content available
Article

Abdullahi Hassan Gorondutse, Haim Hilman, Maruf Gbadebo Salimon, Rajeh Alajmi, Fayez Hamed Al Shdaifat and Vikniswari Vija Kumaran

Even though nowadays more women occupy leadership roles, they still are a minority. Because aspiration is a precursor of advancement, examining conditions fostering female…

Abstract

Purpose

Even though nowadays more women occupy leadership roles, they still are a minority. Because aspiration is a precursor of advancement, examining conditions fostering female leadership aspiration is important, particularly in the context of Saudi Arabia where moral relativism play a vital role. This paper aims to discuss these issues.

Design/methodology/approach

A cross-sectional survey design with 500 full-time employed women, working in Saudi Arabia Public University were selected using quantitative approach. PLS-SEM is used to analyse the predicted hypotheses.

Findings

The initial prediction was found that gender egalitarian is significant on women’s leadership effectiveness, and government support to the extent that is associated with women’s leadership effectiveness and tend to have stronger relationship. Also, the indirect effect of government support on the relationship between gender egalitarian on women leadership effectiveness was not significant.

Research limitations/implications

Due to the selected survey approach, the data are correlational using quantitative method. Thus, mixed method is needed to confirm these findings.

Practical implications

Saudi Arabia Public Universities, policymakers and leaders of higher education institutions should focus on female leaders to improve their leadership effectiveness. Universities should formulate future strategies to empower women through the various stages of their career to become good leaders.

Originality/value

The present study is among the first if any that examines relationship between gender egalitarian and women leadership effectiveness with moderating role of government support in developing country of Saudi Arabia.

Details

Gender in Management: An International Journal, vol. 34 no. 4
Type: Research Article
ISSN: 1754-2413

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Article

Robert Hooijberg, Nancy Lane and Albert Diversé

The purpose of this paper is to understand the impact that perceptions of integrity have on perceptions of leadership effectiveness in the context of leadership behaviors.

Abstract

Purpose

The purpose of this paper is to understand the impact that perceptions of integrity have on perceptions of leadership effectiveness in the context of leadership behaviors.

Design/methodology/approach

The paper used multi‐source feedback from top‐level public service managers, their direct reports, peers, and bosses to examine two aspects of the relationship between integrity and leadership. The paper used exploratory factor analysis to investigate what qualities different stakeholders – self, direct reports, peers, and bosses – associate with integrity. The paper then used the resulting integrity factor in a hierarchical regression analysis to examine if perceived integrity had a greater impact on perceived leadership effectiveness than leadership behaviors.

Findings

The paper shows an association between honesty and integrity for all stakeholder groups. Integrity has an impact above that of leadership behaviors on perceived effectiveness for managers and their peers but not for their direct reports and bosses. For bosses and direct reports, there is a significant relationship between being flexible and perceived effectiveness. Goal orientation is the leadership role that bosses most strongly associate with perceived effectiveness.

Research limitations/implications

The interpretation of integrity is left up to the respondents; the paper does not gather a more in‐depth understanding of what principles guide the respondents; the paper uses same‐source data to examine the associations among values, leadership roles, and effectiveness; and this research only provides a one‐time glimpse of how colleagues perceive their leaders' integrity and their personal effectiveness but does not link these to long‐term organizational effectiveness.

Practical implications

This research shows that what matters to bosses is that managers obtain results. Integrity adds to perceptions of effectiveness for managers themselves and their peers. For bosses and direct reports, flexibility is more important.

Originality/value

This paper articulates the perception of integrity in an organization, tests the axiom that integrity is an essential component of effective leadership, and provides empirical evidence on the role that perceptions of integrity has on the perceptions of leader effectiveness. Integrity may not be as strong as has been suggested.

Details

International Journal of Organizational Analysis, vol. 18 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

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Article

Colette M. Taylor, Casey J. Cornelius and Kate Colvin

The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations…

Abstract

Purpose

The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations.

Design/methodology/approach

Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude.

Findings

Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations.

Practical implications

Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness.

Originality/value

This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

Details

Leadership & Organization Development Journal, vol. 35 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

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Article

Alireza Nazarian, Peter Atkinson, Pantea Foroudi and Karen Dennis

This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and…

Abstract

Purpose

This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and medium-sized independent hotels.

Design/methodology/approach

In total, 272 valid questionnaires were collected from managers of 83 small and medium-sized independent hotels in the Netherlands by using selective and snowball sampling techniques. A two-stage structural equation modelling approach was used to test the hypotheses.

Findings

Surprisingly, in contradiction to previous studies, neither transactional nor transformational leadership had a direct effect on organisational effectiveness. Instead, the effect was through the intervening variables of ability to acquire resources and reward mechanisms.

Research limitations/implications

The contradiction between this and previous studies may be due to the fact that constructs used in this study do not have the universal applicability that is customarily assumed and further investigation is needed.

Practical implications

This study suggests that managers in this type of hotel, first, should be adaptable in their leadership style and not rely on transactional leadership alone; second, managers must pay attention to resource acquisition; and third, managers must retain staff by using the right reward mechanism.

Originality/value

This study contributes to the literature of leadership and effectiveness in small and medium-sized independent hotels by being the first to focus on the impact of ability to acquire resources and reward mechanism. It also makes an important contribution to the growing body of hospitality literature that probes the supposed universal validity of organisational studies’ constructs.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

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