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Article
Publication date: 1 June 1997

Daewoo Park

Previous leadership studies indicate that stereotypically masculine behaviours characterize task‐oriented leadership style and that stereotypically feminine behaviours…

Abstract

Previous leadership studies indicate that stereotypically masculine behaviours characterize task‐oriented leadership style and that stereotypically feminine behaviours (relations‐oriented leadership style) are devalued. However, it has been frequently observed in the past that organizational goals could not be exclusively achieved by either masculine or feminine characteristics of leaders. Suggests that an integration rather than a polarization becomes necessary for leaders and organizations. That is, an androgynous leadership style can be the most appropriate for achieving high performance in many organizations.

Details

Leadership & Organization Development Journal, vol. 18 no. 3
Type: Research Article
ISSN: 0143-7739

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Article
Publication date: 12 October 2015

Dg Kamisah Ag Budin and Syed Azizi Wafa

– The purpose of this paper is to examine the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

Abstract

Purpose

The purpose of this paper is to examine the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

Design/methodology/approach

The sample of this research was selected based on purposive convenient sampling whereby all respondents are located in Kota Kinabalu. A questionnaire was administered for data collection with a sample of 219 employees from both the public and the private sectors. The data were analyzed using linear regression.

Findings

The evidence was found on the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

Research limitations/implications

Understanding on what is preferred by employees and what is practiced by the leaders will lead to better and improved performance among the employees. Better understanding on the influence of culture will help a leader to be more effective and successful in their role. Therefore, it provide implication that leader should understand the culture in order for them to be accepted by the followers.

Originality/value

This paper fulfils an identified need to study what leadership style preferred by the employees among Sabah ethnicity.

Details

Journal of Management Development, vol. 34 no. 10
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 24 August 2021

Pavitra Dhamija, Andrea Chiarini and Shara Shapla

Leadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The…

Abstract

Purpose

Leadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The main objective of this article is to explore the association between leadership styles and technology, major themes in this area and what can be the future research directions of this work.

Design/methodology/approach

Leadership style denotes the behavioural pattern of leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The present article aims to review significant work by eminent researchers towards technology and leadership styles in the form trends, annual scientific production; popular affiliations and sources, a three-field plot of countries, scholars and themes, most cited references, trending keywords, thematic analysis of leadership styles and technology research by taking insights from situational leadership theory.

Findings

The findings indicate connections between various keywords and provide interesting themes like transformational leadership style is connected to knowledge management, transactional leadership, empowering leadership, psychological capital and e-leadership. Similarly, leadership is connected to leadership development, gender stereotypes, emotional exhaustion, innovative leadership and organizational performance.

Originality/value

This review analysis of leadership styles and technology is in itself a novice contribution and first of its nature. The identified themes are presenting good knowledge and food for thought for future researches.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 22 June 2021

T. S. Nanjundeswaraswamy

The aim of this study is to identify the association between leadership styles (LS) and employee commitment(EC) among employees working in the mechanical manufacturing…

Abstract

Purpose

The aim of this study is to identify the association between leadership styles (LS) and employee commitment(EC) among employees working in the mechanical manufacturing small- and medium-sized enterprises (SMEs), mediated by job satisfaction.

Design/methodology/approach

The research is cross-sectional and the survey method was used, and Pearson correlation analyses, regression analysis and structural equation modelling (SEM) were used to examine the hypothesis. A sample of 911 responses was collected from 102 mechanical manufacturing SMEs in and around Bangalore, India.

Findings

EC depends on the age, the experience of employees, LS of the superior and job satisfaction of employees who are working in the mechanical manufacturing SMEs. The research found out that job satisfaction partially mediates the relationship between LS and EC.

Research limitations/implications

The study is cross-sectional in nature; it measures and quantifies the different variables at a single point period; therefore, the research does not offer outcomes over a long period.

Practical implications

To enhance the commitment of employees working in the mechanical manufacturing SMEs, managers/superiors should make an effort to exhibit a holistic view of LS that enhances job satisfaction and improves the pleasant relationship in the work environment.

Social implications

In the competitive business environment retaining skilled and talented employees is the major challenge for the organization. Many research studies explored that committed employees will retain in the organization for a long tenure. Thus, our study contributes to the body of the literature on predictors of EC. It is noted that the involvement of employees by the leaders during the decision-making process, creates an effective working ambience for the employees and establishes a pleasant relationship among employees. The leader will motivate the employees to work efficiently and effectively, in addition to that they motivate employees to continue working with the same organization. Hence there is a need for the mechanical manufacturing firms to design and implement strategies of motivating employees to remain in the organization. Our study was cross-sectional in nature; it measures and quantifies the different variables at a single point period; therefore, research does not offer outcomes over a long period. Hence a longitudinal study over some time gives more accurate outcomes, and it is more appropriate. This study focused on employees working in the mechanical manufacturing firms, in and around Bangalore, India; therefore, findings cannot be generalized to all employees of the mechanical manufacturing firms.

Originality/value

This research contributes to the existing literature by exploring further evidence and support for the relationship between LS and EC in mechanical manufacturing SMEs. And research also reveals that job satisfaction partially mediates the relationship between the LS and EC in mechanical manufacturing SMEs.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

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Book part
Publication date: 5 October 2020

Kittisak Jermsittiparsert

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect…

Abstract

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect effect of job satisfaction, competitive advantage and business sustainability is also examined. For this purpose, a cross-sectional research design was selected. Population of the study were based on the manufacturing Small and Medium Enterprises (SMEs) of Thailand. Employees of these SMEs were selected to collect the data. Therefore, respondents of the study were employees of Thai manufacturing SMEs. Various close ended questions related to the concerned study were asked on a five-point Likert scale. Furthermore, this study analyzed the data with the help of Partial Least Square-Structural Equation Modeling (PLS-SEM). Results of the study revealed that both leadership styles and Industry 4.0 have significant role in organization performance. Leadership styles and Industry 4.0 influence positively on job satisfaction and competitive advantage, respectively. Further, job satisfaction and competitive advantage influence positively on business sustainability. Finally, business sustainability significantly improves organization performance. Therefore, the current study has vital importance for practitioners to enhance organization performance through leadership styles and Industry 4.0.

Details

Agile Business Leadership Methods for Industry 4.0
Type: Book
ISBN: 978-1-80043-381-6

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Article
Publication date: 28 October 2020

De-Graft Owusu-Manu, Caleb Debrah, Lydia Amissah, David J. Edwards and Nicholas Chileshe

Leadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates…

Abstract

Purpose

Leadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager's mindset behaviour and project leadership style in the construction industry.

Design/methodology/approach

Literature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian construction industry (GCI). A quantitative research strategy was then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson's correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style.

Findings

The study's results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the “growth mindset”. Furthermore this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style.

Research limitations/implications

This research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policymakers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries.

Originality/value

This research represents the first comprehensive study appraising the linkages between project managers’ mindset behaviour and project leadership style in the construction industry. Empirical data presented bridge the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers' mindset has on leadership styles in the GCI.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 25 November 2020

Kehinde Alade and Abimbola Olukemi Windapo

Globally, the business organisations are experiencing a transformation due to the Fourth Industrial Revolution (4IR). The need for an effective 4IR leadership has placed…

Abstract

Purpose

Globally, the business organisations are experiencing a transformation due to the Fourth Industrial Revolution (4IR). The need for an effective 4IR leadership has placed new demands on organisations to develop and select leaders to effectively lead the organisations in the 4IR era. Hence, it becomes important to understand the attributes for an effective 4IR leadership. This study examines the relationships between leadership styles, leadership traits, leadership intelligence and effective 4IR leadership to empirically validate the effective 4IR leadership framework that was conceptualised. The hypothesised relationships from the framework were tested using a survey of 416 senior construction executives across the nine provinces of South Africa.

Design/methodology/approach

To achieve the study objectives, an online survey was sent to construction firms across the nine provinces of South Africa. “Construction”, for the purpose of this study comprised building and civil engineering firms listed on the construction industry development board (cidb) register of contractors in South Africa. The target group was the upper echelon executives, i.e. Chairman, CEOs, managing directors and chief operating officers, and the survey was directed to contact e-mail of the study samples. The professional service providers (architects, consultants and surveyors) were not part of the survey sample. The database of the organisational leaders was obtained from the cidb. The online survey was created on the 23rd of August 2019 and closed on the 23rd of April 2020, thereby making the duration of the survey eight months. The total number of respondents at the time of closure of the survey was four hundred and sixteen (416). Structural equation modeling (SEM) was used for the analysis of the results.

Findings

This study validates the effective 4IR leadership framework as proposed by Alade and Windapo (2019) by empirically examining relationships between leadership styles, leadership traits, leadership intelligence and effective 4IR leadership. The findings from this study have shown that effective 4IR leadership is positively associated with leadership styles, leadership traits and leadership intelligence. Hence, an effective 4IR leader must spread the knowledge and understanding of the 4IR opportunities and threats in the organisations. The leader must ensure that the executives in the construction organisation become change conversant and ensure that the employees acquire 4IR skills. Multiple leadership intelligence is essential to effective 4IR leadership. These multiple intelligence are the ability to adapt knowledge and skills to different situations, ability to handle interpersonal relationships judiciously, a high level of understanding, ability to process and analyse information and ability to utilise knowledge from many disciplinary boundaries.

Research limitations/implications

This study is focused on construction business organisations in South Africa. As such, similar studies on 4IR leadership effectiveness can be carried out in other countries and across other organisations. Future studies should also consider using a case study approach specifically focused on organisations with high implementations of 4IR technologies. Interacting with the leaders of such organisations and their employees will give a broader perspective in understanding the reasons of their effectiveness.

Practical implications

The leadership of construction organisations must partner with the academia, industry players and team members in their efforts to implement 4IR in their organisations. Also, the existence of a positive association between leadership traits and effective 4IR leadership implies that to ensure a 4IR-driven work process in construction organisations, the leadership must embrace disruption and quickly respond to change. Further, it can be concluded from the findings of this study that appropriate leadership styles are required for effective 4IR leadership. The appropriate leadership style for effective 4IR leadership requires the leadership of construction organisations to delegate some of the 4IR function. The 4IR function must be performed based on the challenges that are associated with 4IR. The positive correlation between leadership intelligence and leadership styles makes it possible to conclude that the competencies of leadership of construction organisations in a 4IR-driven change depend on the level of leadership intelligence of the executives of construction organisations. It is evident that 4IR will change the business environment; hence, leadership intelligence is required to adapt construction organisations to the change dynamics. This study has provided information on what 4IR leadership entails in construction organisations. The study has contributed a framework for ensuring effective and smooth flow 4IR implementation in construction organisations through a purposeful leadership that combines leadership styles, leadership traits and leadership intelligence.

Social implications

This research will be useful to government agencies and board members of construction organisations, in appointing leaders to see the construction industry and organisations perform better in the 4IR era. Young individuals who are also aspiring to take on leadership role in the industry will benefit from this study.

Originality/value

This study is a new and original research that seeks to investigate the need for an effective 4IR leadership in construction business organisations. Construction as an industry is usually criticised for her slow response to change. Since leadership is required to drive the change agenda, this study examines the relationships between leadership styles, leadership traits, leadership intelligence and effective 4IR leadership to empirically validate the effective 4IR leadership framework that was conceptualised.

Details

Engineering, Construction and Architectural Management, vol. 28 no. 5
Type: Research Article
ISSN: 0969-9988

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Article
Publication date: 2 April 2020

Sinda Ben Sedrine, Amel Bouderbala and Hamza Nasraoui

The purpose of this article is to explain the effect of leadership styles on a virtual team efficiency, assuming the existence of mediating variables (media richness…

Abstract

Purpose

The purpose of this article is to explain the effect of leadership styles on a virtual team efficiency, assuming the existence of mediating variables (media richness) influencing this relationship.

Design/methodology/approach

The data were collected within the framework of an online survey based on a sample of 300 observations (MENA region) with respondents from the IT sector. These results were generated by SPSS and AMOS 23 software and treated using an exploratory factor analysis and modeling by structural equation.

Findings

The results of the research attest that trust and operational cohesion play a mediating role between leadership styles and team performance. They also confirm that leadership styles impact operational cohesion and group trust according to different levels of media richness, thus creating different situations fluctuating according to its level.

Research limitations/implications

From a methodological point of view, the sample choice was not diversified. Only the IT companies are concerned with this study. Therefore, the generalization of obtained results can be questioned. The research results could be refined by trying to highlight trust mediating variable through antecedents evoked by Mayer et al. (1995) or Williams (2001), namely, competence, benevolence or even integrity. Competence and benevolence deserve, on the conceptual plan, to be fully integrated to the definition itself of trust under penalty of see the concept itself of trust impoverish considerably (Mayer et al., 1995).

Practical implications

On a practical level, the optimal efficiency of a virtual team depends on a high level of media richness with a transformational leadership mobilized by the managers that would favor a good operational cohesion of the group. Various techniques could be employed to improve a social dynamic of the group (periodic conference calls, face to face meetings, team building).

Originality/value

This research clarifies how leadership styles influence virtual team efficiency through operational cohesion and trust. Furthermore, this research reaffirms, in addition from previous works, that the communication means to which virtual teams recur influence the degree of operating cohesion and increase that of performance.

Details

Journal of Management Development, vol. 40 no. 5
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 16 December 2019

Hirokazu Yokota

The purpose of this paper is to examine how internationally recognized styles of transactional, instructional, transformational and distributed leadership have emerged in…

Abstract

Purpose

The purpose of this paper is to examine how internationally recognized styles of transactional, instructional, transformational and distributed leadership have emerged in the Japanese education system.

Design/methodology/approach

National legislation and policy documents in Japan since 1945 were collected by searching for the word “principal” or “head of school.” Then, four types are excluded: those that are unique only to one school type, do not explicitly deal with the role of the principal, are in subordinate laws prescribing contents that essentially overlap with those in superordinate statutes and define procedural roles of the principal. As a result, 17 legal provisions and 35 policy documents remained, each of which was analyzed by using four leadership styles.

Findings

Despite an increasing focus on instructional, transformational and distributed styles, Japan has not comprehensively articulated attributes and abilities expected of the principal. Additionally, a movement away from instructional leadership in the 2000s contrasts with the recent emphasis on “educational leadership.” Moreover, transformational leadership has centered on the school–family–community collaboration and the expansion of principal autonomy, and distributed leadership has taken the forms of new positions that support the principal, both of which were influenced by the decentralization movement.

Research limitations/implications

It points to the susceptibility of the role of the principal in Japan and western countries alike to broader structural reforms but with different implications and distinct timing of the advent of leadership styles among them. Additionally, Japan has adopted a modified approach to distributed leadership style, which is somewhat similar to delegation, to make a compromise between the emergent theory and the centrality of the principal in the school hierarchy. Furthermore, instructional leadership seems to be a “late bloomer” in Japan because of its practice-based nature and unsuitability to daily realities of the principal.

Originality/value

As an arguably unprecedented attempt to apply leadership styles to legislation and policy documents, this study builds a foundation for understanding how school leadership is shaped by education policies. Moreover, while making connections to the western view, it creates a paradigm for future studies of school leadership in Japan and in the field of comparative educational administration.

Details

Journal of Educational Administration, vol. 58 no. 2
Type: Research Article
ISSN: 0957-8234

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Article
Publication date: 27 February 2020

Rogers Mwesigwa, Immaculate Tusiime and Bob Ssekiziyivu

The purpose of this paper is to examine the relationship between leadership styles and Organizational commitment among academic staff in Ugandan Public Universities…

Abstract

Purpose

The purpose of this paper is to examine the relationship between leadership styles and Organizational commitment among academic staff in Ugandan Public Universities, mediated by Job Satisfaction.

Design/methodology/approach

The study was cross-sectional, quantitative, and used correlation and regression to test the hypothesis. A sample of 353 academic staff was drawn from five public universities in Uganda, of which a response rate of 66 percent was obtained.

Findings

Organizational commitment among academic staff in public universities in Uganda depends on the age of the academic staff, length of service, position level, leadership styles employed, and job satisfaction. Findings further show that job satisfaction partially mediates the relationship between leadership styles and organizational commitment.

Research limitations/implications

Only a single research methodological approach was employed; thus, future research through interviews could be undertaken to triangulate.

Practical implications

In order to boost the organizational commitment among academic staff in Ugandan Public Universities, managers should always endeavor to employ a blend of leadership styles that leads to job satisfaction and can add value to the employee-employer relationship.

Originality/value

This study contributes to the body of knowledge by finding further support on the relationship between leadership styles and organizational commitment among academic staff in Ugandan public universities. It further demonstrates that job satisfaction partially transmits the effect of leadership styles on organizational commitment in public universities in Uganda.

Details

Journal of Management Development, vol. 39 no. 2
Type: Research Article
ISSN: 0262-1711

Keywords

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