Search results

Drawing on COR theory and based on a person-centered approach, this study aims to explore profiles of both leadership behavior (transformational leadership, abusive supervision) and well-being indicators (cognitive irritation, emotional exhaustion). Additionally, we consider whether certain resource-draining (work intensification) and resource-creating factors (leader autonomy, psychological contract fulfillment) from the leaders' work context are related to profile membership.

The profiles are built using LPA on data from 153 leaders and their 1,077 followers. The relationship between profile membership and correlates from the leaders' work context is examined using multinomial logistic regression analyses.

LPA results in an interpretable four-profile solution with the profiles named (1) Good health – constructive leading, (2) Average health – inconsistent leading, (3) Impaired health – constructive leading and (4) Impaired health – destructive leading. The two groups with the highest sample share – Profiles 1 and 3 – both show highly constructive leadership behavior but differ significantly in their well-being indicators. The regression analyses show that work intensification and psychological contract fulfillment are significantly related to profile membership.

The person-centered approach provides a more nuanced view of the leadership behavior – leader well-being relationship, which can address inconsistencies in previous research. In terms of practical relevance, the person-centered approach allows for the identification of risk groups among leaders for whom organizations can provide additional resources and health-promoting interventions.

Strategic resources are critical for the survival of organizations. One such critical strategic resource is the quality of leadership found within an organization. The competitive advantage provided by any intangible resource like leadership is predicated upon two bases – an adequate level of skill and the skill's relative rarity in the market. Just how rare are patterns of leadership skills within an organization, a multi-foci organization or even an industry? Leadership skills are assessed for these three contexts. We find great similarity of patterns within each type of entity and across all three contexts. This argues that some leadership patterns may indeed be effective in a variety of contexts but may not be the only strategic resource contributing to the competitive advantage of an organization since on their own they are not rare.

The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by those who actually lead in work organizations.

Using data from a graduate survey oriented to provide evidence on the transition from higher education to labour market, a structural equations model (SEM) is specified and estimated to explain leadership behaviour at work in terms of the competency profile developed by individuals and its determinants. The competency profile behind leadership behaviour is the combination of two elements: the competency accumulated through professional experience and the competency profile of individuals five years before, which was partially a result of higher education. The relationships are tested on two subsamples of graduates from engineering and business/economics fields, and on a sample of graduates from all study fields.

Estimates show evidence of significant direct and indirect effects of a specific competency profile on three connected dimensions of leadership behaviour at work: tasks, relations and change. The results show direct effects of competency profiles at the time of graduation on competency profiles five years later, and of specific higher education ways of teaching and learning on competency profiles at the time of graduation. The effects are also significant by field of study with slight differences on estimates size and on the composition of effects.

The analysis brings together leadership behaviour, competency development and education production literatures to help scholars and managers to better understand the relationships between the process of competency development and individual leadership behaviour in working environments.

This paper is a regional exploratory study of implicit leadership theories in two regions of China. The purpose of this paper is to compare ideal vs Confucian leadership profiles and explore the possibility of a cultural hybrid perspective of leadership.

This study empirically explores leadership profiles through indigenous leadership research and compares implicit leadership theories of Confucian leadership and ideal leadership among a group of 128 managers representing two regions in mainland China. In doing so, measures developed by Global Leadership and Organizational Behavior Effectiveness that were translated into the local language are employed.

The results empirically show that a region known to have a deeper cultural entrenchment interprets Confucian ideology as ideal leadership, while a region more disconnected from the cultural center transforms its ideology based on more globally accepted leadership ideals.

The findings of this study caution leadership researchers (whether universally-etic or specifically-emic focused) from making generalizations regarding leadership. Although there might be some broad universals of leadership, context-specific leadership practices are deeply rooted between and within cultures.

This paper contributes to the literature by providing insight on implicit leadership theories in China and by proposing a culturally hybrid perspective of leadership based on globalization and cultural entrenchment forces.

The purpose of this study is to investigate the relationship between leadership profiles and differences in managers’ own levels of work stress symptoms and perceptions of work stressors causing stress.

Cross-sectional data were used. Healthcare managers (n = 188) rated three dimensions of their leadership behavior and levels of work stressors and stress. Hierarchical cluster analysis was performed to identify leadership profiles based on leadership behaviors. Differences in stress-related outcomes between profiles were assessed using one-way analysis of variance.

Four distinct clusters of leadership profiles were found. They discriminated in perception of work stressors and stress: the profile distinguished by the lowest mean in all behavior dimensions, exhibited a pattern with significantly more negative ratings compared to the other profiles.

This paper proposes that leadership profile is an individual factor involved in the stress process, including work stressors and stress, which may inform targeted health promoting interventions for healthcare managers.

This is the first study to investigate the relationship between leadership profiles and work stressors and stress in healthcare managers.

The purpose of this paper is to describe The Leadership Circle Profile as a significant advancement in leadership assessment and development technology.

This paper will describe how The Leadership Circle Profile integrates many of the best psychological, leadership, and spiritual development frameworks and theory into an integrated competency‐based leadership assessment.

In addition to describing The Leadership Circle Profile, the article will summarize key statistical information that suggests the underlying validity of the instrument. It will also show how the major dimensions measured by the Profile are correlated to leadership effectiveness and a business performance index. A full description of the validity data and research methodology is beyond the scope of this paper.

Organization development consultants and executive coaches will discover a new leadership assessment technology that goes beyond what is available in other tools, in that, it is a more complete model of leadership development; immediately brings the key internal and behavioral issues to the surface; and invites the client to work more deeply and transformationally within themselves.

Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time of significant transformation in higher education, academic leaders face intensifying institutional, environmental, and societal challenges, yet colleges and universities often devote limited attention to integrating their approaches to the selection, development, evaluation, and recognition of leaders. Moreover, traditional approaches and criteria used in the selection of academic leaders are often inadequate for predicting their success. Through the process of organizational and leader profiling, as described in this chapter, institutions can better understand the landscape in which the leader will be functioning, providing a more contextualized and useful approach to leader selection, development, evaluation, and recognition.

The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques.

Using leadership attributes of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, this paper develops an ideal leadership profile of a production manager who aims to develop a lean production system (based on Liker’s seminal work in 2004). Five hypotheses related to contributor and inhibitor leadership behaviors and their associated leadership attributes are analyzed using survey data based on a PLS model.

According to the results, the proposed conceptual leadership profile, in which leadership attributes are divided into two sets (contributors and inhibitors), required modification. The authors identified five distinct leadership behaviors (specific interrelated sets of leadership attributes). Two of the five leadership behaviors (communicative and micromanager) for production managers contributed to lean implementation. None of the leadership behaviors were inhibitors. Surprisingly, a theoretical inhibitor type of leadership behavior, namely micromanager, proved to be a contributor.

The results provide direct guidance for Hungarian managers with leadership behaviors that can contribute to the successful adaptation of lean techniques. However, managers must also consider that although these leadership behaviors may result in short-term gains, the micromanager leadership behavior can undermine the long-term sustainability of lean success and can hinder the development of a lean culture.

Leaders are frequently considered to be the key drivers of lean management. The empirical paper is unique because it analyzes the relationship among leadership behaviors, leadership attributes, and lean contexts.

This is the third part of a three-part paper on the intersection between sex, gender and leadership in the UK Civil Service. The first part of this paper provided an introduction to the research, a literature review and some conjectures derived from it. The second part formulated specific null hypotheses, outlined the research methodology and presented research findings. The purpose of this paper is to explore the practical implications of the research findings, presents an evidence-based framework for understanding the transition into leadership, with prescriptions for its use and ends with a concluding discussion on the overall research findings.

Information was collected from a wide cross-section of UK Civil Servants between 1993 and 2013. Individuals were participants on training and development activities carried out by the authors. Individuals completed psychometric instruments, including self-assessments and 360 degree assessments and provided information on their sex, work role and work situation. Statistical analysis was carried out to identify behaviours associated with effective leadership, taking account of behaviours used, behaviours valued and behaviours valued more highly than in those in follower roles and situations. Comparisons were made between the effective leader behaviour profile and those for sex differences and gender stereotypes.

A very strong statistical relationship was found between the frequency with which individuals use a range of behaviours and the extent of their leadership role and situation. Moreover, particular behaviours were found to be more valued in leadership roles/situations, with clear differences between those valued in follower roles/situations. A combined leadership effectiveness profile had little in common with either the male/masculine or female/feminine profile.

The research was a by-product of the authors’ training and development work. It was not part of a purpose-built and wide-ranging research programme into sex, gender and leadership. It also relates to one context, the UK Civil Service, and may not generalise to other contexts. Nonetheless, there are clear parallels between these findings and previous research.

Gender stereotypes were best tackled by ensuring that all jobs are properly described and all assessments involved the use of relevant information against agreed job criteria, with appropriate training and development essential to maintaining best practice. Moreover, training and development activities should concentrate on actual individual differences, rather than stereotypical generalisations about such differences. Finally, an evidence-based, gender-neutral leadership framework was proposed. The leadership framework is relevant to would-be leaders, line managers and human resource professionals, including training and development specialists.

The research findings are relevant to understanding the intersection between sex, gender and leadership in the UK Civil Service. They relate to wider social issues concerning equal opportunities and diversity.

There is an extensive body of theory and research on the intersection between sex, gender and leadership. However, very little focuses specifically on the UK Civil Service. These research findings and the subsequent analysis are, therefore, original. The gender-neutral, evidence-based leadership framework is an original contribution to both theory and practice.

The purpose of this paper is to examine the differences between leadership competences of project managers and those of functional managers.

Leadership styles of 414 project managers were assessed using a validated research instrument, the leadership development questionnaire. The results were compared with the leadership profiles of over 1,000 functional managers, assessed with the same instrument. Quantitative analysis techniques were used to identify significant differences in the leadership styles of project managers when compared to functional managers. Correlations between leadership competences and leadership performance and follower commitment of project managers were compared with those of functional managers.

The paper finds that project managers score higher than functional managers on conscientiousness, sensitivity, and critical analysis, but they score lower on communication and development competencies. The correlation between the fit of project managers to their organizational context and their leadership performance and follower commitment was calculated.

Comparisons show differences in leadership competences for functional and project managers. Managers in general management roles should be trained to a lesser extent in managerial and intellectual competences than those in project management roles. However, solid training in emotional competences is needed for success in both managerial roles.

The differences in leadership competences of project managers and line managers from industry and government are identified.