Search results

Although the measurement of self‐leadership (RSLQ) has been developed and validated with samples from the USA with promising reliability and construct validity, its generalizability to the Chinese context is problematic. The purpose of this study is to modify the existing self‐leadership scale (RSLQ) in order to make the application of self‐leadership theory and measurement more relevant to the Chinese culture. This modification includes: enhancing the generalization of self‐leadership measurement to the Chinese context by refining the items of four existing dimensions (self‐observation, evaluations of beliefs and assumptions, natural rewards, and self‐punishment) found to have low‐reliabilities in one previous validation study; and extending the breadth of some self‐leadership components based on the cross‐cultural theory about self‐concept differences between individualism and collectivism. Three self‐leadership subscales are newly developed through extending three self‐leadership components (natural rewards, self‐observation, and evaluating beliefs and assumptions) with the incorporation of social/relation‐based features associated with collectivism.

The modified RSLQ was administered to 569 Chinese students. The reliability and construct validity of this modified self‐leadership scale was explored using exploratory (EFA) and confirmatory factor analysis (CFA). Test of association with self‐efficacy was also examined.

Results from the EFA demonstrated good reliability and stable factor structure for the modified scale and CFA demonstrated acceptable model fit for 11 factors of the modified self‐leadership scale. Most notably, the refinement of four existing dimensions (self‐observation, evaluations of beliefs and assumptions, natural rewards, and self‐punishment), which had failed to reach acceptable levels of reliability in Neubert and Wu's Chinese sample, showed increases above the commonly recommended level of 0.7. Two new extended dimensions, relation‐based natural rewards and social‐oriented evaluation of beliefs and assumptions, consistently emerged in two independent student samples. More interestingly, the items of another extended dimensions, relation‐based self‐observation consistently merged with the task‐based self‐observation (the original subscale) to form one factor, suggesting that, in Chinese culture, task‐based self‐observation cannot be separated from relation‐based self‐observation. The modified RSLQ was also positively and strongly associated with self‐efficacy.

Further validation work is required to examine whether the refined RSLQ could be generalized to another collectivistic country such as Korea or Japan.

Managers will benefit from understanding how culture shapes an individual's use of self‐leadership strategies.

The study makes a significant contribution to the universal application and generalizability of self‐leadership measurement to the Chinese population. The validation works to support the belief that the modified 38‐item RSLQ is a superior measure with higher internal consistency and more stable factor structure than that of the existing instrument, which could be generalized to a Chinese context.

In this study, self-leadership strategy serves as a self-regulatory mediating mechanism of individual differences in predicting individual creativity because it is related to actions intended to lead their own goal-directed activities. The purpose of this paper is to explore the boundary conditions of the effect of regulatory focus on employee self-leadership behaviors.

Considering the contextual influence, cross-level moderating effect of empowering leadership on the relationship between the promotion (prevention) focus and self-leadership has been examined. The research data were collected from 441 employees of 65 work teams from three software companies located in Northern Taiwan. A time-lagged design by implementing three time surveys was applied to minimize potential problems of cross-sectional design. At Time 1, employees completed the measures of promotion focus, prevention focus, empowering leadership, and individual-level control variables. At Time 2, employees reported the extent of their self-leadership at work. In the final survey, team leaders assessed the individual employee creativity.

This study concludes several findings. When self-leading behavior-focused strategies are considered as mediators, the indirect relationships that promotion focus and prevention focus had with individual creativity were confirmed. As an influential team-level indicator, empowering leadership could moderate the relatedness between employees promotion-focused strategies and behavior-focused strategies that positively influenced on individual creativity.

In this study, responding to the call by De Stobbeleir et al. (2011) to examine how employees actively manage their creative performance, the author zoomed in on self-leadership strategies and how these strategies relate to actual creative performance.

This paper examined a tiered leadership development program (LDP) designed to optimize natural organizational learning.

The heuristic design of the tiered LDP linked learning pragmatic to the leaders’ workplace to the LDP content instructed in real-time.

The longitudinal study showed that real-time connected natural learning and LDP instruction fortified the participants’ competencies systemically throughout the organization easily measured through continuous assessment and feedback from multiple sources.

The study relied on assessment data perceived by workplace observers. Though perception bias is prevalent in studies dependent on qualitative feedback, the feedback in this study was useful to determine the heuristic value of the study parameters. Future research focused on identifying specific elements of natural learning influencing leadership development would enrich the customized content of the tiered LDP. Organizations considering a tiered LDP are cautioned to contemplate if their organization has the internal expertise to implement and facilitate such a program or require external affordable consultancies for the LDP.

This paper introduces a unique and comprehensive tiered leadership development program that promotes stackable and transferable learning symbiotic of leaders’ relationships and organizational tasks at a variety of organizational levels.

Although natural science disciplines significantly contribute to sustainable development goals (SDGs), little research attends to how higher education institutions (HEIs) influence the development of leadership skills needed among sustainability leaders. This paper aims to examine the leadership development experiences of natural scientists at the forefront of disciplines associated with SDGs to identify barriers and drivers to sustainability leadership skills development at HEIs.

A mixed-methods comparative study was used, integrating qualitative interviews among 21 natural scientists and 11 non-scientists, two focus group discussions and a cross-sectional survey of 221 leaders. The theory of planned behaviour was used as the analytical frame to identify themes emerging from the data as facilitators or barriers to leadership development.

There was a statistically significant difference between scientists and non-scientists in the attitudes, beliefs and perceptions that drive participation in leadership development activities. Attitudes belittling leadership skills, limited integration of leadership skills in medical, engineering and agricultural curricula and a social identity of superior learning efficacy impede natural scientist students at HEIs from engaging in leadership development.

Further research using a larger sample could assess the prevalence and effect of the drivers and barriers on sustainability leadership effectiveness.

Beyond integrating leadership skills in HEIs curricula, the development of sustainability leadership requires deliberate elevation of the value of leadership skills within natural sciences, specifically by addressing attitudes, beliefs and workload challenges that impede scientists’ engagement in co-curricular activities.

Integrating multiple disciplines provides generalised insights into the context of leadership development among natural scientists at HEIs. This study identifies specific drivers and barriers affecting leadership development at HEIs in a developing country setting.

Water resource professionals and others involved in managing water resources face increasingly complex challenges. Effective leadership development programs are needed to produce water leaders who can address these challenges. Leadership programs must be designed not simply to increase participants’ environmental and leadership knowledge but to develop in participants the requisite abilities and skills. This exploratory study determines the extent to which water-related leadership programs go beyond knowledge only, event-type workshops to determine what proportion are grounded in leadership theory, and employ developmental experiences with assessment, challenge, and support components. Results indicate that most water professionals and others seeking to develop 21^st century leadership abilities and skills to manage water resources are not getting the developmental experiences they need. Water-related leadership development programs must be grounded in evidence-based theory; provide assessment, challenge, and support; and offer a variety of developmental experiences and the opportunity to learn from experience. There is an urgent need for new or revised leadership development programs for those interested in water resource management.

This study aims to determine the effects of lodging infrastructure development (LID) on Cordillera Administrative Region’s (CAR) environmental quality and natural resource management and its implication to globally responsible leadership. Specifically, this study sought to determine the contribution of LID to environmental deterioration and natural resource degradation in the CAR. As a result, a mathematical model is developed, which supports sustainability practices to maintain the environmental quality and natural resource management in CAR, Philippines.

This study used a descriptive research design using a mixed-methods approach. Self-structured interview and survey were used to gather the data. The population of this study involved three groups. There were 6.28% (34) experts in the field for the qualitative data, 70.24% (380) respondents for the quantitative data and 23.47% (127) from the lodging establishments. 120 respondents from the Department of Tourism – CAR (DOT-CAR) accredited hotels. Nonparametric and nonlinear regression analysis was used to process the data.

The effects of LID on the environmental quality and natural resource management in CAR as measured through carbon emission from liquefied petroleum gas (LPG), electricity and water consumption in the occupied guest rooms revealed a direct correlation between the LID. Findings conclude that the increase in tourist arrival is a trigger factor in the increase in LID in the CAR. The increase in LID implies a rise in carbon emission in the lodging infrastructure. Any increase in tourist arrivals increases lodging room occupancy; the increased lodging room occupancy contributes to carbon emissions. Thus, tourism trends contribute to the deterioration of the environmental quality and degradation of the natural resources in the CAR. A log-log model shows the percentage change in the average growth of tourist arrival and the percentage increase in carbon emissions. Establishments should observe standard room capacity to maintain the carbon emission of occupied lodging rooms at a minimum. Responsible leadership is a factor in the implementation of policy on standard room capacity.

The result of the study has some implications for the lodging businesses, the local government unit (LGU), the Department of Tourism (DOT) and the Department of Environment and Natural Resources (DENR) in the CAR. The study highlights the contribution of the lodging establishments to CO₂ emission, which can degrade the quality of the environment, and the implication of responsible leadership in managing natural resources in the CAR. The direct inverse relationship between energy use and CO₂ emission in hotels indicates that increased energy consumption leads to environmental degradation (Ahmad et al., 2018). Therefore, responsible leadership among policymakers in the lodging and government sectors – LGU, DOT and DENR – should abound in the CAR. Benchmarking on the model embarked from this study can help in designing and/or enhancing the policy on room capacity standardization, considering the total area with its maximum capacity to keep the carbon emission at a lower rate. Furthermore, as a responsible leader in the community, one should create programs that regulate the number of tourists visiting the place to decrease the number of overnight stays. Besides, having the political will to implement reduced room occupancy throughout the lodging establishments in CAR can help reduce the carbon emissions from the lodging businesses. After all, one of the aims of the International Environment Protection Organization is to reduce CO₂ emissions in the tourism industry. Hence, responsible leadership in environmental quality preservation and sustainable natural resource management must help prevent and avoid greenhouse gas (GHG) emissions.

Most studies about carbon emission in the environment tackle about carbon dioxide emitted by transportation and factories. This study adds to the insights on the existing information about the carbon emission in the environment from the lodging establishments through the use of LPG, electricity and water consumption in the occupied guest rooms. The findings of the study open an avenue for globally responsible leadership in sustaining environmental quality and preservation of natural resources by revisiting and amending the policies on the number of room occupancy, guidelines and standardization, considering the total lodging area with its maximum capacity to keep the carbon emission at a minimum, thus contributing to the lowering of GHG emissions from the lodging industry.

The purpose of this study is to investigate the effectiveness of online self-leadership training (OSLT) in promoting leaders’ self-leadership skills and recovery experiences.

A non-randomized controlled trial was conducted under two conditions: a standardized seven-week OSLT (N = 43) and a control without any intervention (N = 42). All participants (N = 85) completed standardized questionnaires measuring self-reported self-leadership skills and recovery experiences. Additionally, participants in the intervention group were assigned to invite one team member each (N = 26) to assess their leaders’ pre-post self-leadership skills and pre-post leader–member exchange.

Significant interaction effects of time and group and increases in the OSLT group (t1 vs t2) in self-leadership skills (cognitive and natural reward strategies) and recovery experiences (detachment and relaxation) indicated the effectiveness of OSLT training. Significant improvements in self-leadership skills and leader–member exchange were reported by team members of leaders in the OSLT group.

To the best of the authors’ knowledge, this study was the first to examine the effectiveness of OSLT for leaders in business contexts in a controlled before-after intervention design. The findings of this study revealed improvements in self-leadership skills and recovery experience because of OSLT.

Despite the popularity and potential of self‐leadership strategies in modern organizations, no acceptably valid and reliable self‐leadership assessment scale has heretofore been developed. The present study tests the reliability and construct validity of a revised self‐leadership measurement scale created on the basis of existing measures of self‐leadership. Results from an exploratory factor analysis (EFA) demonstrate significantly better reliability and factor stability for the revised scale in comparison to existing instruments. Further, results from a confirmatory factor analysis (CFA) utilizing structural equation modeling techniques demonstrate superior fit for a higher order factor model of self‐leadership, thus providing evidence that the revised scale is measuring self‐leadership in a way that is harmonious with self‐leadership theory. Based on these results, the revised scale appears to be a reasonably reliable and valid instrument for the measurement of self‐leadership skills, behaviors, and cognitions. Implications for future empirical self‐leadership research are discussed.

The concept of leadership is an oft-discussed issue among practitioners and scholars alike without regard to culture, background, or organizational affiliation. Based on our international experiences, leadership is an art that is traditionally taught as a science which is impacted via various psychological concepts. It is both a natural phenomenon and a learned attribute that is planted, nurtured, developed, and tested over time. Certain leadership approaches are formal, only succeeding in formal settings and environments while others are dependent upon conditioning of the leader. Regardless of one’s leadership style and characteristics, it is critical that both leaders and followers define and understand the variances between failure and success within an organization. This chapter addresses international leadership styles and the psychological theories that support differing approaches assisting the reader to more clearly understand and identify the subtle differences in the development of a successful leader and organization from global perspectives.