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Wing-Wah Law

Numerous Chinese management studies have demonstrated significant differences between Chinese and Western management. This exploratory paper investigates the impact of…

Abstract

Numerous Chinese management studies have demonstrated significant differences between Chinese and Western management. This exploratory paper investigates the impact of Chinese culture and Western traditions on China's contemporary school leaders' views of leadership and management, particularly in the areas of relationship building, delegation, and promotion. Data were drawn from questionnaires completed by school leaders and individual interviews with principals from different parts of China. The findings indicate that the differences between Chinese and Western management practices in Chinese schools are not static and should not be over-stressed. To different extents, the respondent school leaders of China were affected by both Chinese and Western values and practices in school leadership and management. Specifically, they were more influenced by Chinese culture in the areas of school management and organization and by Western values and practices in the areas of relationship building, staff performance, and promotion. Their leadership and management preferences were also influenced by other factors, including gender, domestic politics, and development.

Details

Educational Leadership: Global Contexts and International Comparisons
Type: Book
ISBN: 978-1-84950-645-8

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Article

Bahaudin G. Mujtaba and Kazuhito Isomura

The purpose of this paper is to analyse the leadership tendencies of Japanese people and relevant changes over time while exploring their task and relationship

Abstract

Purpose

The purpose of this paper is to analyse the leadership tendencies of Japanese people and relevant changes over time while exploring their task and relationship orientations on the basis of culture.

Design/methodology/approach

In order to explore the behavioural tendencies of working adults in the Japanese workplace, the paper focused on comparing the leadership orientations of 231 respondents on the basis of age, gender and public/private sector work experience. To deepen the understanding of Japanese leadership orientation, the authors precisely examine Japanese culture, organisation and management practices.

Findings

Japanese respondents have a significantly higher score on the relationship orientation. Their task score is also in the moderately high range. Japanese males were found to be more task‐oriented. No differences were found based on public/private sector work experience. However, older Japanese have a significantly higher focus on task orientation compared to their younger colleagues.

Research limitations/implications

One of the limitations is the small number of responses. One specific limitation is the fact that this study was conducted with a convenient sample population. Future studies can compare specific populations in different parts of the country with similar working backgrounds and demographic variables.

Practical implications

The findings that Japanese employees are more focused on their relationship but that they also have a moderately high task orientation score are useful for managers and expatriates working in Japan to understand the behavioural tendencies of Japanese people and the relevant changes over time.

Originality/value

Japan is a high‐context culture; therefore Japanese people are traditionally regarded to be relationship‐oriented, and this was confirmed academically in the findings of this research. However, the paper showed that the Japanese also have a moderately high task orientation.

Details

Leadership & Organization Development Journal, vol. 33 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

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Article

Massimiliano Matteo Pellegrini, Francesco Ciampi, Giacomo Marzi and Beatrice Orlando

Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for…

Abstract

Purpose

Effectively handling knowledge is crucial for any organization to survive and prosper in the turbulent environments of the modern era. Leadership is a central element for knowledge creation, acquisition, utilization and integration processes. Based on these considerations, this study aims to offer an overview of the evolution of the literature regarding the knowledge management-leadership relationship published over the past 20 years.

Design/methodology/approach

A bibliometric analysis coupled with a systematic literature review were performed over a data set of 488 peer-reviewed articles published from 1990 to 2018.

Findings

The authors discovered the existence of four well-polarized clusters with the following thematic focusses: human and relational aspects, systematic and performance aspects, contextual and contingent aspects and cultural and learning aspects. The authors then investigated each thematic cluster by reviewing the most relevant contributions within them.

Research limitations/implications

Based on the bibliometric analysis and the systematic literature review, the authors developed an interpretative framework aimed at uncovering several promising and little explored research areas, thus suggesting an agenda for future knowledge management-leadership research. Some steps of the paper selection process may have been biased by the interpretation of the researcher. The authors addressed this concern by performing a multiple human subject reading process whose reliability was confirmed by a Krippendorf’s alpha coefficient value >0.80.

Originality/value

To the best knowledge, this is the first study to map, systematize and discuss the literature concerned to the topic of the knowledge management-leadership relationship.

Details

Journal of Knowledge Management, vol. 24 no. 6
Type: Research Article
ISSN: 1367-3270

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Article

Michael Clark, Sally Denham-Vaughan and Marie-Anne Chidiac

The purpose of this paper is to discuss critical perspectives on what has become a dominant approach to public sector management and leadership in England and sets out a…

Abstract

Purpose

The purpose of this paper is to discuss critical perspectives on what has become a dominant approach to public sector management and leadership in England and sets out a new conceptual perspective on leadership to improve this situation, namely a relational one.

Design/methodology/approach

A review of key literature on the topics discussed.

Findings

A new relational perspective on leadership and management is proposed, along with epistemological, ethical and practical considerations.

Research limitations/implications

The paper proposes this new approach to leadership and management in the public sector, but no empirical findings are discussed.

Practical implications

The perspective proposes that an explicit consideration of relationships and contextual factors should lie at the heart of leadership and management and all its practice.

Originality/value

This is the first time that a relational perspective on public sector management and leadership has been explicated.

Details

The International Journal of Leadership in Public Services, vol. 10 no. 1
Type: Research Article
ISSN: 1747-9886

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Article

Michael Shane Wood and Dail Fields

The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload…

Abstract

Purpose

The purpose of this study is to explore the extent to which working in a management team in which leadership functions are shared impacts the role clarity, job overload, stress and job satisfaction of team members. It also aims to explore the moderating influence of organizational encouragement for team work.

Design/methodology/approach

The study uses data obtained from 200 top management team members working in Christian church organizations in the USA. Structural equation modeling was used to examine the relationship of shared leadership with the role conflict, role ambiguity, job stress, and job satisfaction of the management team members. These relationships were also evaluated for team members in organizations with both higher and lower levels of encouragement for team work.

Findings

A model in which role conflict and ambiguity mediate the relationship between shared leadership and job stress and job satisfaction provides the best fit with the data. Shared leadership within a management team was negatively related to team member role overload, role conflict, role ambiguity and job stress. Shared team leadership was positively related to job satisfaction of team members. The relationship of shared leadership with team member job outcomes is stronger in organizations with lower levels of encouragement for teamwork.

Research limitations/implications

A practical implication of these results for leaders of management teams is that sharing some leadership roles and responsibilities within their teams with other members may have positive effects for the effectiveness of the team as well as the satisfaction of the team members. The generalizability of the results may be limited by the team size studied and the tendency of church pastors to be pre‐disposed to helping their management team members.

Originality/value

This is one of the few studies that have examined the effects of shared leadership within management teams on team members. Although shared leadership within teams may increase job demands on members and require team members to take on new roles, it seems to have positive effects on team member perceptions of their jobs. In addition, the extent to which an organization encourages teamwork makes a difference in the relationship of shared leadership with team member jobs.

Details

Baltic Journal of Management, vol. 2 no. 3
Type: Research Article
ISSN: 1746-5265

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Article

Don Dunoon

The purpose of this paper is to review and critique three conventional assumptions about leadership and put forward an alternative framing, with leadership presented as a…

Abstract

Purpose

The purpose of this paper is to review and critique three conventional assumptions about leadership and put forward an alternative framing, with leadership presented as a distinct form of intervention in particular moments to management. The paper also presents a structure for supporting leadership action by individuals and groups as an alternate to management action, which is seen as the dominant form.

Design/methodology/approach

Reflects an elaboration and distillation of concepts developed by the author since an earlier paper on essentially the same topic, drawing on his 20-plus years’ experience as a leadership developer.

Findings

Although not an empirical account, the paper seeks to demonstrate how, when conventional but infrequently challenged assumptions about leadership are “peeled back”, a new way of understanding leadership, especially in connection with management, is revealed.

Research limitations/implications

Suggestions are offered as to how the concepts and tools presented here could be evaluated, including in comparison with established leadership frameworks.

Practical implications

Outlines three practices for supporting leadership action in public sector organisations. These practices are working from observation, attributing reasonableness (allowing that others are reasonable) and speaking with authenticity. Collectively, these are known as the OBREAU Tripod (with “OBREAU” comprised of the first two letters in each of the pivotal words, observation, reasonableness and authenticity).

Originality/value

Conceiving of leadership as a different form of in-the-moment action to management in a public sector context is a distinctive contribution to the literature.

Details

International Journal of Public Leadership, vol. 12 no. 2
Type: Research Article
ISSN: 2056-4929

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Article

Raka M. Bhaduri

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with…

Abstract

Purpose

The purpose of this paper is to explore the relationship of organizational culture, leadership and crisis management through exploration of these three constructs with respect to crisis management.

Design/methodology/approach

In this paper, a conceptual framework has been proposed that is based on the literature findings of organizational culture, leadership and crisis management. Two types of cultural elements are used; internal versus external focus and low versus high flexibility. Organizational crisis management process is explained through the five-stage life cycle, including signal detection, prevention, damage containment, recovery and learning. Four types of leadership are included; directive, transactional, cognitive and transformational that are critical during crisis management. Five research propositions have been proposed for each stage of crisis management.

Findings

Five research propositions have been proposed based on the stages of crisis management.

Research limitations/implications

The conceptual framework needs to be tested for validity. More research is needed on how changing demographics and technology affect these constructs. Organizations need to develop through reflective practices that focus on leadership competencies and crisis-prone culture to tackle any crisis event.

Practical implications

Organizations need to develop leadership competencies and crisis-prone culture. Organizations needs to be reflective on their practices.

Originality/value

The proposed conceptual framework is an expanded version of the crisis response leadership matrix (CRLM) model of Bowers et al. (2017). In this paper, an unique concept is presented by aligning leadership, culture and crisis management with respect to each stage of crisis management and types of crisis.

Details

European Journal of Training and Development, vol. 43 no. 5/6
Type: Research Article
ISSN: 2046-9012

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Article

Abderrahman Hassi

This study aims to examine a model that uses climate for creativity as an intervening mechanism for the relationship of empowering leadership to management innovation in…

Abstract

Purpose

This study aims to examine a model that uses climate for creativity as an intervening mechanism for the relationship of empowering leadership to management innovation in the hospitality industry.

Design/methodology/approach

The sample comprises 127 hotels in Morocco. Data were gathered from two sources, namely, the administrative department managers and the front desk managers. Structural equation modeling analyses along with the Bayesian estimation technique were used.

Findings

Findings demonstrate that the climate for creativity plays a mediating role between empowering leadership and management innovation. The climate for creativity dimensions of employee creativity recognition, flexibility to change and adequate resources for innovation pave the way for empowering leaders in the adoption of new management practices, processes or structures.

Practical implications

This study suggests that climate for creativity can be an effective tool for implementing management innovation. Hence, leaders and managers of hotel firms, who aim to obtain innovative results in the managerial spheres, should capitalize on the benefits of building a positive climate for creativity.

Originality/value

The present paper bridges a gap pertaining to antecedents and factors that impact management innovation. It is the first of its kind to investigate the influence of empowering leadership on management innovation with climate for creativity as a mediating variable.

Details

International Journal of Contemporary Hospitality Management, vol. 31 no. 4
Type: Research Article
ISSN: 0959-6119

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Article

Piyachat Burawat

The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and…

Abstract

Purpose

The purpose of this paper is to examine the structural relationship model among transformational leadership, sustainable leadership (SL), lean manufacturing practices and sustainability performance.

Design/methodology/approach

The data were collected from the middle and senior managers working in small and medium enterprises of Thai manufacturing industry. Regarding the quantitative approach, the data were collected by means of survey from 598 respondents from 374 companies. Qualitative data were collected from 40 participants by participant observation, non-participant observation and in-depth interview.

Findings

The model reported that lean manufacturing has a partial mediate effect on the relationship between transformational leadership and sustainability performance, and between SL and sustainability performance. The structural model is different in automotive and nonautomotive companies, and the structural model is different among the companies which implemented lean program for less than five years and above five years. The data from in-depth interview informed that lean practices are appropriate for automotive industry though with less implementation in other industries. Firms pay most attention on customer involvement with some attention on employee and supplier involvement. Managers give advices and exchange ideas with their followers rather than inspiring and giving opportunities to make decision.

Research limitations/implications

The findings may also enable Thai managers to realize that lean practices are appropriate for any industry. The first thing to do before launching lean program to all process is that the company should buy-in the understanding of managers about lean concept and implementation. Willingness with well understanding and realizing importance of lean program will lead to superior results, especially operational, economic and sustainable performance.

Originality/value

The reliability and validity measurements confirmed that both SL and environmental and social performance are appropriate for manufacturing industries. This study provides evidence of the positive relationship between SL and lean manufacturing, lean manufacturing and sustainability performance, as well as the partial mediate effect of lean manufacturing on the relationship between SL and sustainability performance, which are the additional contributions to research in academic field. The results confirmed the positive relationship between transformational leadership and lean manufacturing. The results reported that there is difference of lean practices between automotive and nonautomotive companies, and between companies which implemented lean program less than five years and above five years. The structural relationship result reported that transformational leadership has effects on lean manufacturing whereas SL has no effect on lean manufacturing, which asserted the previous study in which one leadership model is more appropriate for success within lean implementations.

Details

International Journal of Quality & Reliability Management, vol. 36 no. 6
Type: Research Article
ISSN: 0265-671X

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Article

Lynne J. Millward and Karen Bryan

This paper aims to briefly review leadership within the contemporary UK National Health Services (NHS) including Department of Health and Royal College of Nursing (RCN…

Abstract

Purpose

This paper aims to briefly review leadership within the contemporary UK National Health Services (NHS) including Department of Health and Royal College of Nursing (RCN) initiatives.

Design/methodology/approach

It is argued that the concept of clinical leadership is a viable and important one, and is theoretically consistent with the contemporary social psychological literature on the importance of “local” leadership to effective organizational functioning. Field theory proposes that local influences (e.g. local management) on attitudes and behaviour will to a large extent mediate the impact of the organization (e.g. organisational structure and values) on (in this instance) health care delivery.

Findings

The reality of clinical leadership must involve a judicious blend effective management in the conventional sense with skill in transformational change in order to make real difference to the care delivery process.

Practical implications

For leadership initiatives to become truly culturally embedded into the “way we do things around here”, they require more than just individual training and development.

Originality/value

A view is offered for the practical interpretation of the clinical leadership concept in relationship terms. This will involve management of the relationship between health care professionals, between health care professionals and the “organizations” to which they are accountable and between health care professionals and service users.

Details

Leadership in Health Services, vol. 18 no. 2
Type: Research Article
ISSN: 1366-0756

Keywords

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