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1 – 10 of over 2000Sarfaraz 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 revolves…
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.
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Habtamu Endris Ali, René Schalk and Marloes van Engen
This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader…
Abstract
Purpose
This study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).
Design/methodology/approach
To test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.
Findings
Self-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.
Originality/value
The study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.
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Andrzej Krzysztof Kozminski, Anna Katarzyna Baczyńska, Ilona Skoczeń and Pawel Korzynski
The main purpose of this paper is to test the relationship between leadership competencies and effectiveness, with constraints as a mediating variable, and to introduce the main…
Abstract
Purpose
The main purpose of this paper is to test the relationship between leadership competencies and effectiveness, with constraints as a mediating variable, and to introduce the main assumptions of the Bounded Leadership Model (BLM).
Design/methodology/approach
The total sample included 242 leaders in a top managerial position. Data were collected directly from leaders via self-reports. In total, five hypotheses were formed which related to the relationship between leadership competencies and effectiveness and the role of constraints. Hypotheses were tested by analysing several regression models and mediation effects. Moreover, internal consistency and construct validity were assessed by calculating Cronbach’s alpha and assessing the intercorrelations between study variables.
Findings
The study results demonstrate that leader’s competencies are positively related to leadership effectiveness. The authors also found an indirect effect of leadership competencies on effectiveness via constraints. Overall, it can be concluded that the scales included in the BLM have satisfactory reliability and validity indicators.
Practical implications
The paper examined the relationship between leadership competencies and effectiveness with constraints as a mediator. Moreover, it introduces the BLM which takes a broader view on leadership and includes variables that seem to play an important role in leaders’ adjustment and success. These findings can be applied in different training processes and also in assessment and development centres to serve as a facilitator in the process of enhancing leadership competencies and effectiveness and in overcoming leadership constraints.
Originality/value
The study overcomes previous research limitations because it offers a selection of leadership competencies that play an important role in leadership effectiveness, as well as may serve as a potential facilitator in the process of overcoming individual constraints. This knowledge can be used for future research and practical purposes.
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Nazia Habib, Shaheryar Naveed, Muhammad Mumtaz, Rabia Sultana and Shoaib Akhtar
Leaders have been facing serious challenges in managing organizations during COVID-19, which has brought the need for implementing sudden technological change across the globe…
Abstract
Purpose
Leaders have been facing serious challenges in managing organizations during COVID-19, which has brought the need for implementing sudden technological change across the globe. Hence, it was important to identify effective leadership styles to successfully manage the transformational process during the period. Therefore, the current study aims to explore and compare the effectiveness of transformational and ethical leadership (EL) in terms of achieving organizational goals during COVID-19 in public and private sector organizations in Pakistan.
Design/methodology/approach
Comparative research was carried out to find out the effectiveness of transformational and EL during and pre-COVID-19 in public and private sector organizations using the lens of social exchange theory. Data was collected from 214 respondents representing 67.6% of public and 32.4% of private sector organizations of Pakistan at two different points in time. Detailed comparative analyses were conducted in AMOS version 24 to assess the effectiveness of leadership styles before and during COVID-19 times.
Findings
On the whole, transformational leadership (TL) was found to have a greater impact on organizational effectiveness (OE) in comparison with EL in both pre-and during COVID-19 situations. Moreover, the effectiveness of TL significantly increased and the same decreased for EL during COVID-19. Additional analyses indicated that TL was effective for the private sector and EL for public sector organizations during COVID-19.
Research limitations/implications
The study has not considered the mediating mechanisms of employee motivation, engagement and performance in the relationship between transformational and EL styles and OE, which can be explored in the future.
Practical implications
These results have important implications for private and public sector organizations and suggest that the adoption of a TL style will generate better results in the private sector and an EL style in public sector organizations to achieve OE in uncertain situations such as COVID-19.
Social implications
The study shows that leadership with more care and concern for humanity tends to perform better in terms of generating results for OE. Therefore, both transformational and EL are based on individualized consideration for employees and are effective during COVID-19 in private and public sector organizations in Pakistan.
Originality/value
The study has carried out the comparative analyses in three different ways, including leadership styles (transformational and ethical), type of organization (private and public) and time frames (pre and during COVID-19), which is a true contribution of the research in the Pakistani context.
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José Manuel Palomino Fernández, María Pilar Cáceres Reche, Fernando Lara Lara and Blanca Berral Ortiz
The study aims to analyze pedagogical e-leadership in online higher education in Spain through the application of VAL-ED at the International University of La Rioja.
Abstract
Purpose
The study aims to analyze pedagogical e-leadership in online higher education in Spain through the application of VAL-ED at the International University of La Rioja.
Design/methodology/approach
The methodology used to achieve the objectives has been a descriptive and quantitative methodology through a cross-sectional study based on the implementation of the questionnaire: Adaptation of the VAL-ED to the university context, developed by Palomino et al. (2022a).
Findings
Indeed, the data obtained allow the authors to affirm how both directors and supervisors, as well as teachers, have been able to evaluate the leadership behavior of directors, compared to the competence standards of VAL-ED, having obtained very positive results that show how their leadership is, without a doubt, oriented to students. Given the fact that in the second specific objective the study sets out to determine to what extent the three groups of respondents (faculty, supervisors and directors) coincide in the effective performance of the pedagogical leadership of the directors, it can be highlighted that no great differences have been found in the responses of effectiveness obtained from directors, supervisors and teachers, since the results of the resulting scores among these three groups of respondents were reasonably similar.
Originality/value
The research is original as the sample was collected personally by the authors of this article.
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Simin Ghavifekr and Adebayo Saheed Adewale
The purpose of this paper is to explore the impact of change leadership on staff organizational citizenship behavior in a university setting. Moreover, the study aims to explore…
Abstract
Purpose
The purpose of this paper is to explore the impact of change leadership on staff organizational citizenship behavior in a university setting. Moreover, the study aims to explore forces that influencing on staff organizational citizenship behavior in higher education institutions.
Design/methodology/approach
The study adopts a qualitative research design. An interview protocol along with field notes were used as major approaches for collecting in-depth data. Coding and categorizing approach were used to analyze interview transcriptions to help for emerging the study’s themes.
Findings
The findings reveal that change leadership builds confidence of staff, motivate them and helps to ensure trust. Moreover, results show that staff organizational citizenship behavior is influenced by personal, organizational, social-cultural and economic forces. To increase the organizational citizenship behavior of staff in higher education institutions, there is a need for leaders to use appropriate change-oriented style in leading their organizations. Findings also revealed that change leaders must serve as role-model to their subordinates as a way on enhancing staff organizational citizenship behavior.
Research limitations/implications
Academic leaders are the pivot of change in higher education institutions. Accordingly, the effectiveness of higher education institution, staff and students are depending on the effectiveness of the leadership. In this regard, academic leaders’ willingness to change is the most effective factor that not only sets the credibility of the organization, but, more importantly, influence on staff organizational behavior.
Practical implications
It is hoped that the outcome of this research will contribute to the current knowledge of change leadership and organizational behavior in universities.
Originality/value
This is an original research and makes a great contribution to higher education in Asian countries.
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Mohammed Aboramadan and Khalid Abed Dahleez
This study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in…
Abstract
Purpose
This study aims to investigate the effects of transformational and transactional leaders’ behaviors on employees’ affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018).
Design/methodology/approach
Data were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented.
Findings
It was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study.
Practical implications
The results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders’ behaviors on the employees’ outcomes.
Originality/value
Due to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.
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Claudia Felix, Sebastian Aparicio and David Urbano
The purpose of this paper is to examine the influence of cultural leadership factors (charismatic/value-based, team oriented, participative, humane, autonomous and…
Abstract
Purpose
The purpose of this paper is to examine the influence of cultural leadership factors (charismatic/value-based, team oriented, participative, humane, autonomous and self-protective) on the rates of opportunity and necessity entrepreneurship.
Design/methodology/approach
The study integrates insights from institutional and cultural leadership theories to provide a fresh perspective to advance comparative entrepreneurship research. To test the hypotheses, the authors conduct a multiple regression analysis with observations from 34 countries, using data (from the year 2013) from the Global Entrepreneurship Monitor for the dependent variable and from Global Leadership and Organizational Behavior Effectiveness to create leadership factors as independent variables.
Findings
The results show that all the types of leadership considered in the study have a relevant effect on entrepreneurial activity. However, charismatic leadership has a greater effect on entrepreneurial activity, particularly on opportunity entrepreneurship. The research also shows that autonomous leadership has a negative impact on entrepreneurial activity, although, when it is moderated by the humane dimension, this relationship changes.
Practical implications
Since the alternative dimensions facilitate or inhibit the generation of new firm creation, it is critical for researchers, teachers and leaders to learn about and to foster such leadership types.
Originality/value
This research covers a gap in the cross-cultural evidence presented in the literature and suggests the integration of the concepts leadership and entrepreneurship.
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Pushkar Dubey, Abhishek Kumar Pathak and Kailash Kumar Sahu
In the time of coronavirus disease 2019 (COVID-19) epidemic, the effective leadership is what all the organisations are now requiring. Retaining and satisfying the employees in…
Abstract
Purpose
In the time of coronavirus disease 2019 (COVID-19) epidemic, the effective leadership is what all the organisations are now requiring. Retaining and satisfying the employees in these tough times has become very difficult. In view of this, the present study attempts to investigate three objectives: first, to find out the direct effect of effective leadership on job satisfaction and organisational citizenship behaviour (OCB); second, to examine the relationship between job satisfaction and OCB and, third, to investigate whether effective leadership positively moderate and mediate the link between job satisfaction and OCB among managerial employees of private manufacturing firms of Chhattisgarh state.
Design/methodology/approach
Correlational research design was applied in the present study. Cluster sampling was used to finalise sample region, and simple random technique was applied to collect primary responses. Employees working at the managerial positions were chosen as participants in the present study. About 530 questionnaires were sent to the participants in which 400 responses were found useable for analysis.
Findings
The results explained a significant relation of effective leadership with job satisfaction and OCB. In addition, job satisfaction also revealed a positive correlation with OCB. The moderating and mediating effect of effective leadership in the link between job satisfaction and OCB was also noted in significant association.
Originality/value
Private sector enterprises were economically harmed by COVID-19's sudden arrival. This forced corporations to minimise expenses by cutting staff, production and operations. Employees felt alone, needed assistance and guidance. This research demonstrates how effective leadership may reconnect workers and boost organisational performance.
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David Holger Schmidt, Dirk van Dierendonck and Ulrike Weber
This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted…
Abstract
Purpose
This study focuses on leadership in organizations where big data analytics (BDA) is an essential component of corporate strategy. While leadership researchers have conducted promising studies in the field of digital transformation, the impact of BDA on leadership is still unexplored.
Design/methodology/approach
This study is based on semi-structured interviews with 33 organizational leaders and subject-matter experts from various industries. Using a grounded theory approach, a framework is provided for the emergent field of BDA in leadership research.
Findings
The authors present a conceptual model comprising foundational competencies and higher order roles that are data analytical skills, data self-efficacy, problem spotter, influencer, knowledge facilitator, visionary and team leader.
Research limitations/implications
This study focuses on BDA competency research emerging as an intersection between leadership research and information systems research. The authors encourage a longitudinal study to validate the findings.
Practical implications
The authors provide a competency framework for organizational leaders. It serves as a guideline for leaders to best support the BDA initiatives of the organization. The competency framework can support recruiting, selection and leader promotion.
Originality/value
This study provides a novel BDA leadership competency framework with a unique combination of competencies and higher order roles.
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