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Borrowing the ideas from the theories of adult organizations, investigates how teacher leadership style is related to use of power, social climate, student‐affective performance in a sample of 678 classrooms in 190 Hong Kong primary schools. Finds that class teacher′s leadership and use of power are interrelated in process of leading a class of students. Leadership style was found to be strongly related to social climate and student‐affective performance. The leadership style of “high initiating structure and high consideration” should be preferable and effective in terms of nearly all of the climate and affective measures. The findings support the importance of balanced leadership style not only in adults organizations, but also in classrooms. The profiles of the four leadership styles provide a useful pattern for developing teacher leadership as well as classroom environment for better students′ outcomes. The findings support the possibility of generalization of the concepts of organization and management that were developed from adults organizations to a context of classrooms in primary schools.

This issue is a selected bibliography covering the subject of leadership.

The purpose of this paper is to explore theoretical connections between the cognitive consequences of power on self-perception and the behaviours of leaders.

A systematic literature review was carried out to investigate the psychological consequences of power in terms of self-perception, perspective taking abilities, emotions and behaviours. The literature reviewed is further integrated in a theoretical model, and a series of propositions suggesting a relation between power, perspective taking, self-construal and leadership are introduced.

This paper argues that power creates both temporary and enduring cognitive changes that transform the way individuals assimilate and differentiate their self from others. This transforms the way individuals in power behave as leaders, as well as followers. Individuals’ self-construal and perspective taking seem to play a mediating role in determining the behaviours of powerful and powerless individuals. This relation is moderated by organizational culture and structure, as well as personality traits.

Further research is needed to test these propositions, including the existence of cross-cultural differences in the power – self-construal relation, and the consequences of holding different types of power on an individual's self-construal. For employees and consultants working in organizational development and organizational change, understanding the potential consequences of power in terms of self-perception will improve the understanding of promoting individuals to higher positions. The present research also bears implications for scholars interested in understanding cross-cultural and gender differences in leadership.

This conceptualization of self-construal as an interface between power and leadership reconcile the individual dynamics of trait theories of leadership and the environmental positions of situational theories of leadership. The paper discusses elements considered critical for design of leadership programs in the workplace, professional development and programs to shape the design of leadership.

The purpose of this paper is to examine the impact of work values on leadership styles and to introduce new findings when Hofstede's work value orientations are applied to other different cultural domains (i.e. Jordan).

A survey of 235 Jordanian managers was undertaken using two instruments of measurement: the “Cultural Attitude Inventory” and the “T‐P Leadership Questionnaire: An Assessment of Style.”

Results confirmed the anticipated relation between “task” leadership style and Jordanian managers' values of power distance and uncertainty avoidance, but they did not confirm the anticipated relation between “people” leadership style and collectivist values of Jordanian managers.

The results have important implications for the management of international and transnational organizations who may need to consider whether promoting a consistent world‐wide leadership style would be more or less beneficial than adopting a style that matches the needs of different cultures. Main recommendations of the research were that theories of culture should be re‐evaluated and updated periodically and that increased awareness into the various characteristics of culture and leadership style may assist in understanding human resources behavior, identifying necessary organizational changes and developing a more efficient organization.

The purpose of this paper is to compare the direct and indirect effects of transformational, ethical and empowering leadership (EL) on promotive and prohibitive voice behavior. The study also explores the mediating effects of leader-member exchange (LMX) and moderating effects of individual power distance orientation (IPDO) in the hypothesized model. The research conducted attempts to identify the most suitable leadership style for encouraging promotive and prohibitive voice behavior in service sector organizations in India.

Purposive and snowball sampling was used for data collection. Necessary condition analysis (NCA) was conducted to identify the most suitable style for encouraging promotive and prohibitive voice behavior. The results NCA were later verified using the structural equation modeling technique.

Results of the study displayed the supremacy of EL style in promoting high-quality LMX and “promotive and prohibitive” voice over transformational and ethical leadership in Indian service organizations. Considering the overall results of the study, EL appears to be the most suitable style for encouraging promotive and prohibitive voice in a high power distance country like India.

Self-reported measures utilized in the study might have affected the findings and hence, should be interpreted with caution.

Researchers propose the adoption of EL style for encouraging promotive and prohibitive voice in Indian service sector organizations. The researchers also highlight the noteworthy impact of LMX and IPDO on promotive and prohibitive voice behavior, which makes it a point for the leaders to work toward lowering IPDO amongst followers to promote both promotive and prohibitive voice behavior for the growth of an organization.

The study is the first one to conduct a comparative moderated mediated examination to analyze the effects of transformational, ethical and EL in encouraging promotive and prohibitive voice behavior in Indian organizations.

The purpose of this paper is to examine the relationship between perceived power and transformational leadership in the public sector.

The authors investigate this topic empirically in the context of German police forces using a between-groups design, manipulating power and statistically analyzing the results on the multifactor leadership questionnaire.

Police officers with a high perception of power achieve significantly lower scores on transformational leadership compared to their low power counterparts.

The study contributes to advancing public leadership theory by showing that transformational leadership, which is considered as particularly useful in public organizations, is likely to be adversely affected by leaders’ power. Furthermore, it also extends on the literature on power by providing first empirical evidence that power has a significant impact not only on factors such as the pursuit of a goal, social behavior, or affect, but also on leadership.

The results suggest either to control power accumulation in leadership positions of public organizations, for instance by implementing flat hierarchies, or to come to terms with more authoritative leadership styles in top management.

To the best of knowledge, the authors provide the first study that investigates the impact of power on transformational leadership in the public sector using an experimental design and quantitative empirical data.

Explores the relationship between leadership style and post‐merger satisfaction, noting from the results that leadership style is significantly related to merger satisfaction for both acquiring and acquired firm employees, but that effective leadership style profiles vary for these two groups of employees. Shows that, for acquiring firm employees, the use of reward power is the strongest predictor of merger satisfaction, while merger satisfaction for acquired firm employees is most closely associated with transformational leadership. Suggests that appropriate leadership style can greatly enhance merger effectiveness.

Given continuing gender inequality in the upper echelons of organizations, women's leadership aspirations and orientations are of significant research interest. Controversy remains as to whether today's “Millennial” college women approach work with different leadership aspirations and attitudes than previous generational cohorts. This study compares the leadership and achievement orientations of college women leaders from 1985 to 2015, along with peer comparators from 2015.

Data were obtained from attendees at a conference for college women leaders in 1985 and 2015; male and female comparators were surveyed in 2015.

Comparing 1985 and 2015 cohorts of college women leaders suggests both similarity and change, as well as differences between women leaders and their male and female peers. Women leaders from 2015 demonstrated no differences in intrinsic direct achievement, lower self-esteem and higher power apprehension and lower levels of leadership motivation compared to the 1985 cohort. Millennial women leaders reported higher intrinsic direct and power direct achievement than male and female peers, with men higher on competitive achievement than either female group. Millennial women were more concerned about workplace gender equity, about sharing household responsibilities and were more favorable toward using external childcare while working compared to male peers.

Implications for developing young women with leadership potential are discussed.

These results make a strong contribution to understanding the leadership aspirations, achievement orientations and work–life expectations of the next generation of organizational leaders.

This paper seeks to point out the relationship between women leadership and their role in the transformation of university organizations, on the basis of eight case studies analysed in the framework of a broader research on women who occupy high‐managerial posts in Spanish universities.

Two of the eight cases studied are more deeply described and discussed in terms of the relationship among the organizational context in which these women leaders perform their managerial functions, the leadership styles that they deploy, as well as the transformations they promoted in critical moments of the organizations that they head.

Even though the differences in all these aspects between the two cases studied do not allow a single and homogeneous “feminine style” of management to be identified, a flexible and adaptive common orientation in terms of leadership was found, which leads one to suggest that leadership style is not a relevant issue when managing loosely coupled organizations. Furthermore, some conclusions were established about the ability of these woman managers both to read organizational culture and to drive such changes, preserving social cohesiveness and the workplace climate. To achieve this, they adopted a flexible leadership style on the basis of a wide range of power sources.

The findings support the idea that the loosely coupled structures characteristic of a higher education organization need “soft” ways of power management, oriented more towards informal social networks than formal issues. This allows one to discuss the innovative role that women potentially and actually play in higher education organizations.

The purpose of this paper is to examine the relationship between the perceptions employees have regarding how they are treated in the workplace environment by their current or most recent supervisor, and how this predicted their feelings of power within themselves. The perceptions were measured utilizing the Managerial Leadership Perceptions Questionnaire (MLPQ) created by Parmer (2017). Employee power was measured utilizing the Power Instrument developed by Hinkin and Schriesheim (1989) which stemmed from French and Raven’s (1959) five original bases of power theory to include referent, expert, legitimate, reward, and coercive.

The authors collected a sample of 199 participants gathered from Amazon’s Mechanical Turk digital labor pool. Participants completed a survey which measured their managerial perceptions, bases of power, and demographic characteristics. Statistical analysis was used, including a factor analysis, to explore the relationship between managerial perceptions, bases of power, and demographic characteristics.

This study demonstrated that there were no significant associations between the demographic associations and personal power. There were significant associations between the demographic associations and position power, managerial perceptions and personal power, managerial perceptions and position power, and managerial leadership style and power.

Five bases of power were examined in this study to include referent, expert (i.e. personal power), legitimate, reward, and coercive (i.e. position power). There is a sixth power now, information power, as noted by Northouse (2016) that needs to be additionally examined. Self-confidence and empowerment feelings were not technically measured quantifiably in this study but were expected feelings based on what mindsets power can produce within a person. Researching these additional feelings of self-confidence and empowerment and how this relates to follower power is needed moving forward in this research area. Finally, ethnic differences need to be measured moving forward.

The practical implications of this study show that employees do embody perceptions and attitudes regarding their current or most recent supervisor based on how they are being treated. This, in turn, can affect their own personal feelings of power within themselves and within the overall organization at large. Careers can be affected, both good and bad, organizational cultures can be impacted by both good and bad, workplace assumptions and norms, as well as, workplace relationships can be affected, both good and bad.

The social implications of this study indicated that employees’ perceptions and attitudes regarding their immediate supervisor can create positive or negative feelings toward the supervisor which can, in turn, affect the organization’s culture and workplace environment, both good and bad. Working at an organization is within a social environment that needs to be managed and cultivated appropriately for all parties involved.

The majority of the prior research examines leader–follower relationships. No prior research has utilized this particular perception and attitudinal model, the MLPQ developed by Parmer (2017), and the five bases of power model developed by Hinkin and Schriesheim (1989) together in one study. This study explored employee managerial perceptions and their feelings of power within the follower–leader dyadic relationship, as opposed to the leader–follower dyadic relationship which has been more commonly reported within the literature.