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1 – 10 of over 12000Salla Lehtonen and Hannele Seeck
This paper reviews what has been written on leadership development from the leadership-as-practice (L-A-P) perspective, which views leadership as emerging in everyday activities…
Abstract
Purpose
This paper reviews what has been written on leadership development from the leadership-as-practice (L-A-P) perspective, which views leadership as emerging in everyday activities and interactions of a collective in a specific context. This paper aims to deepen the theoretical understanding of how leadership can be learned and developed from the L-A-P perspective.
Design/methodology/approach
An integrative literature review was undertaken to review and synthesise what has been written on the topic in journal articles and scholarly books.
Findings
The importance of the context and the practices that are embedded in it is the most central aspect affecting leadership development from the L-A-P perspective. This places workplace leadership development centre stage, but several papers also showed that leadership programmes have an important role. Not only collective capacity building is emphasised in the papers, but the importance of individual-level leader development is also recognised.
Originality/value
The contribution of this study is twofold: First, it brings the currently fractured information on L-A-P development together to enhance theory building by providing a synthesis of the literature. Second, a conceptual framework is constructed to show how the L-A-P perspective on leadership development can take both leadership development at the collective and individual levels into account, as well as the learning that takes place either inside or outside the workplace. This study’s results and framework show that the development has its own specific purpose and suggested methods in both levels, in both learning sites.
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Julianita Maria Scaranello Simões, José Carlos de Toledo and Fabiane Letícia Lizarelli
Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line…
Abstract
Purpose
Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line lean leader (FLL) capacities (cognitive, social, motivational, knowledge and experience), lean leader practices (developing people and supporting daily kaizen) and the degree of implementation of lean tools (pull system, involvement of employees and process control) in manufacturing companies.
Design/methodology/approach
A survey was conducted with FLLs from large Brazilian manufacturing companies. The survey collected 103 responses, 99 of which were validated. Data were analyzed using partial least squares structural equation modeling.
Findings
There was a positive, significant and direct relationship between FLL capacities, leadership practices and a degree of implementation of LPS tools on the shop floor. The validated model is a reference base for planning FLL capacities and practices that result in more effectively implementing LPS on the shop floor.
Practical implications
The findings provide managers with a new perspective on the importance of the development and training of FLLs focusing on leadership capacities. As decisions about developing lean capabilities impact the application of Lean leadership practices and the use of lean tools, they are also related to day-to-day lean activities and improved operational results. Additionally, the proposed model can be used by managers as a basis to diagnose, develop and select lean leaders.
Originality/value
This study seeks to fill a theoretical gap of knowledge on front-line lean leadership as it jointly addresses and empirically analyzes the existing relationships between lean leadership capacities, encompassing the perspective of psychology, lean practices and tools on the shop floor.
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The increasing number of ethical scandals reported in many public organizations all over the world, highlighted the need for more in-depth studies on the influence of ethical…
Abstract
Purpose
The increasing number of ethical scandals reported in many public organizations all over the world, highlighted the need for more in-depth studies on the influence of ethical leadership and management practices in the public sector organizations. This study examines the link (direct and indirect) between ethical leadership, HRM practices, ethical climate and organizational citizenship behaviors (OCBs) within the context of Nigerian local governments.
Design/methodology/approach
A cross-sectional design was adopted and data for the study was collected quantitatively by administering questionnaires to supervisors/leaders and their respective employees/subordinates. A total of 270 participants comprising 135 leaders/supervisors who are head of departments and another 135 employee/subordinates participated in the study. Partial Least Square Structural Equation Modeling (PLS-SEM) was used in testing the hypotheses.
Findings
The findings show that ethical leadership, HRM practices and ethical climate significantly affect OCBs. Also, the study shows that ethical climate mediated both the relationships between ethical leadership and OCBs, and HRM practices and OCBs respectively. Thus, the study concluded that both ethical leadership and HRM practices can influence OCBs directly and also indirectly through ethical climate.
Practical implications
The study empirically delineates the importance of ethical leadership, HRM practices and ethical climate in promoting more OCBs within the context of Nigerian local governments. Therefore, managers/administrators should encourage ethical leadership style, and implement good HRM practices and promote ethical climate within their organization so as to boost their employees' OCBs.
Originality/value
The findings of this study will contribute to the understanding of the relationships between ethical leadership, HRM practices, ethical climate and OCBs in the public sector organizations within Nigeria. The findings will also provide additional support that ethical climate is an important mechanism on the relationship between ethical leadership and HRM practices on OCBs.
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Joonkil Ahn and Alex J. Bowers
Leadership for learning emerged as an integrated leadership framework; however, attempts to establish an empirical measurement model have been limited. Critically, not much is…
Abstract
Purpose
Leadership for learning emerged as an integrated leadership framework; however, attempts to establish an empirical measurement model have been limited. Critically, not much is known about how much teachers' beliefs (e.g. self-efficacy) can mediate leadership for learning impact on teacher behaviors. This study establishes a leadership for learning measurement model and examines whether teacher self-efficacy mediates the effect of leadership for learning tasks on teacher collaboration, instructional quality, intention to leave current schools and their confidence in equitable teaching practice.
Design/methodology/approach
Drawing on the most recent 2018 Teaching and Learning International Survey (TALIS), the study employed a structural equation modeling mediation approach.
Findings
Results suggested that teacher self-efficacy statistically significantly mediated 16 out of 20 of the relationships between leadership for learning task domains and teacher outcomes. Especially, in explaining the variance in instructional quality and teacher confidence in implementing equitable teaching practices, considerable proportions of the predictive power of leadership for learning tasks were accounted for (i.e. mediated) by teacher self-efficacy.
Research limitations/implications
School-wide efforts to craft the school vision for learning must be coupled with enhancing teacher self-efficacy. Critically, leadership efforts may fall short of implementing equitable teaching practice and quality instruction without addressing teacher confidence in their ability in instruction, classroom management and student engagement.
Originality/value
This study is the first of its kind to evidence teacher self-efficacy mediates leadership for learning practice impact on teacher behaviors.
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The aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in…
Abstract
Purpose
The aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in employees by finding an indirect effect of meaningful leadership on calling through sustainable human resource management (SHRM) practices. Furthermore, the authors predict that meaningful work will moderate this mediating effect.
Design/methodology/approach
In a three-wave time-lagged study, the authors followed 187 workers from multiple organizations across Pakistan to examine how meaningful leadership influences employee calling through SHRM practices in the form of signals. The authors established that this indirect effect is stronger when employees perceive their work as meaningful. The authors used structural equation modeling in MPlus to test a moderated mediational model.
Findings
The results show that meaningful leadership is positively related to calling through SHRM practices, and meaningful work significantly moderates this mediating relationship. Specifically, the indirect effect of meaningful leadership is stronger when meaningful work is high.
Originality/value
The study substantiates the high importance of meaningful leadership as a signaler and provides insight into the mechanism of meaningful work as a contingency to develop a calling. The uniqueness of the study lies in testing meaningful leadership empirically and identifying external antecedents of calling among employees.
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Mohammad M. Taamneh, Manaf Al-Okaily, Jamal Daoud Abudoleh, Rokaya Albdareen and Abdallah M. Taamneh
The purpose of this study was to investigate the connection between green human resource management (GHRM) and corporate social responsibility (CSR). In addition, this study also…
Abstract
Purpose
The purpose of this study was to investigate the connection between green human resource management (GHRM) and corporate social responsibility (CSR). In addition, this study also investigates how the impact of GHRM varies depending on the extent of transformational leadership.
Design/methodology/approach
Adopting a quantitative approach, the sample consists of 376 employees who hold leadership positions in the academic body and those who work in human resources units at universities who won the Web Metric Award.
Findings
Results have shown that all GHRM practices were found to have a significant and positive effect on CSR. In addition, the findings revealed that transformational leadership positively moderates the relationship between GHRM and CSR.
Originality/value
The findings of this study contribute to the existing body of knowledge by providing empirical evidence of the positive relationship between GHRM practices, transformational leadership and CSR performance. In addition, the study highlights the moderating influence of transformational leadership on the relationship between GHRM and CSR, suggesting that transformational leadership can increase the efficacy of GHRM practices in promoting CSR outcomes.
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Muhammad Ali and Muhammad Hassan
This study aims to examine the mediated effect of ethical leadership between trust based on commitment and compliance-based practices and green behavior intention in tourism…
Abstract
Purpose
This study aims to examine the mediated effect of ethical leadership between trust based on commitment and compliance-based practices and green behavior intention in tourism sector organizations.
Design/methodology/approach
The existing research in sustainability lacks the effects of leadership types on green management practices. This study uses a quantitative method through survey to determine this effect. Data collection is undertaken on the questionnaire formulated from existing studies. The collected data is analyzed with SmartPLS through measurement and structural model assessment for hypothesis confirmation.
Findings
The findings of the study reveal that ethical leadership does strengthen the relationship between trust and green behavior intention when trust is formed on commitment-based practices in comparison to compliance-based practices.
Research limitations/implications
The study contributes to the attribution theory and its application in sustainability studies by showing that both commitment-based and compliance-based practices help shape the individual trust in an organization which resonates with the assumption that an organization’s seriousness to respond to sustainability issues forms the employee’s trust in the organization. On the practical side, this study provides guidelines for the organizations in tourism industry to demarcate the environmental management activities between compliance and commitment-based practices for better outcomes.
Originality/value
A gap is found in sustainability literature where leadership-type effects are rarely explored in green behavior intention formation. To determine the impact of ethical leadership on the relationship between green management practices and green intention behavior, attribution theory is used as a basis combining social responsibility and tourism organizations. The relationship between green management practices and ethical leadership is a novelty by evaluating the compliance-based and commitment-based practices individually to determine their effect on green behavior intention.
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Julio César Acosta-Prado, Rodrigo Arturo Zárate-Torres, Arnold Alejandro Tafur-Mendoza, Ricardo Prada-Ospina and Claudia Fabiola Rey Sarmiento
While the relationship between some leadership styles and emotional intelligence has been studied, leadership practices and emotional intelligence have not been studied for an…
Abstract
Purpose
While the relationship between some leadership styles and emotional intelligence has been studied, leadership practices and emotional intelligence have not been studied for an understanding of how both variables enable a leader to look for pathways to goal attainment. This study aims to examine the impact of leadership practices on pathways to goal attainment while considering the mediating effect of emotional intelligence.
Design/methodology/approach
This study was empirical with an associative strategy. The type of study was explanatory, and latent variables design was followed. The sample consists of 496 Colombian managers, obtained through a non-probability sampling (purposive sample), who work in companies located in Bogota, Colombia. For measuring the variables, three instruments were used, Leadership Practices Inventory, Adult Dispositional Hope Scale and Wong and Law Emotional Intelligence Scale.
Findings
Results from this study suggest that the relationship between leadership practices (model the way, inspire a shared vision and enable others to act) and pathways to goal attainment is mediated by emotional intelligence. Also, leadership practices and emotional intelligence explained 45.60% of the variability of the pathways to goal attainment.
Originality/value
The effectiveness of leadership practices can be explained through the hope they have about the future by using emotional intelligence as an influencing strategy. This study aims to explain how emotional intelligence helps leaders to look for pathways to goal attainment.
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Munwar Hussain Pahi, Umair Ahmed, Sohel M. Imroz, Syed Mir Muhammad Shah and Irene Seok-Ching Yong
The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility…
Abstract
Purpose
The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility, behavioral flexibility and human practice flexibility on firm performance and to what extent these relationships are strengthened/weakened when there was the moderation of empowering leadership in small- and medium-sized enterprises (SMEs) of the Kingdom of Bahrain.
Design/methodology/approach
The data were collected from chief executive officers (CEOs) through a questionnaire survey method to test the hypothesized relationships. A final dataset of 315 valid responses was utilized for data analysis, and results were analyzed using the Smart partial least squares structural equation modeling (PLS-SEM) technique.
Findings
The findings revealed positive effects of skill flexibility, behavioral flexibility and human practice flexibility on firm performance. The moderating role of empowering leadership further strengthened the effects of employee skill flexibility and employee behavioral flexibility had on firm performance. However, empowering leadership did not pose any moderating effect on human practice flexibility and firm performance relationship.
Research limitations/implications
This paper offers implications for theories on HRM and leadership. It also provides valuable insights for organizations and leaders seeking to boost firm performance across SMEs.
Practical implications
This paper offers implications for theories on HRM and leadership and also contributes in the understanding of the modern managers.
Originality/value
This paper investigated the effects of flexible HRM practices on firm performance and the role of empowering leadership across SMEs in Bahrain. It also explored how the performance of SMEs can be improved using flexible HRM practices followed by the presence of empowering leadership.
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Rob Sheffield, Karina R. Jensen and Stephanie Kaudela-Baum
This chapter reviews the key findings and innovation leadership insights from this book, as well as pointing out directions for future research. We find a series of learning…
Abstract
This chapter reviews the key findings and innovation leadership insights from this book, as well as pointing out directions for future research. We find a series of learning insights for people engaged in innovation leadership, at the distinct levels of self-leadership, team leadership, organisational leadership, and ecosystem leadership. We also find commonalities across these levels, as well as differences that reflect the complexity of these different leadership arenas. Leadership practice that orchestrates contributions from diverse viewpoints, seeing itself as with the group, rather than above it, is most likely to help turn ideas into value in repeatable ways. We also find evidence that mindset, skills, and behaviours are all important in the make-up of competencies. We point to the requirement for further research at all four levels, to bring further insights in what is still an emerging field; as well as a need for more research into competency development for innovation leadership; and we advocate a research approach that emphasises relational leadership, acknowledging that most leadership practice is shared across people.
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