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Open Access
Article
Publication date: 5 May 2020

Denita Cepiku and Marco Mastrodascio

The purpose of this research is to highlight the impact of integrative leadership behaviors on network performance in local government networks.

2020

Abstract

Purpose

The purpose of this research is to highlight the impact of integrative leadership behaviors on network performance in local government networks.

Design/methodology/approach

The data were retrieved from a survey conducted on 362 local government network leaders in Italy. Their leadership behaviors were compared with the level of network performance anonymously self-reported.

Findings

The findings show that high frequency in the usage of a specific category of behavior does not always lead to high performance in local government networks. Moreover, leadership behaviors leading to highly performing networks are not always engaged most frequently by networks' leaders.

Originality/value

This research gives an empirical contribution to a neglected topic: network leadership. Moreover, the authors attempt to highlight how it is able to influence network performance.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 32 no. 2
Type: Research Article
ISSN: 1096-3367

Keywords

Article
Publication date: 24 November 2017

Claire Davis and Di Bailey

In recent years, police leadership integrity and standards have been positioned as central to the professionalisation agenda of the police service England and Wales (College of…

1758

Abstract

Purpose

In recent years, police leadership integrity and standards have been positioned as central to the professionalisation agenda of the police service England and Wales (College of Policing, 2015). The purpose of this paper is to explore the challenges for developing innovative, more people-oriented approaches to leadership in a command environment like the police.

Design/methodology/approach

A case study approach in one UK police constabulary was adopted. In all, 38 semi-structured interviews were conducted with senior police officers from chief constable to inspector rank. Interviews were audio recorded, transcribed verbatim and thematically analysed.

Findings

Police officers drew on managerial and command discourses in their understandings of leadership. Perceptions of the situation, particularly in terms of perceived risk and visibility, influenced leadership practices in the constabulary.

Originality/value

Current research and policy places emphasis on “what works” in police leadership; the meanings of leadership to police officers is overshadowed by a focus on effectiveness. Through the use of semi-structured interviews, this research captures police leaders’ understandings of themselves and their leadership. The findings reveal that, at a time when police leadership needs to become more innovative and people focussed, the pressures and complexities of contemporary policing mean that police officers retreat to leadership that is command-based and driven by the primacy of business needs.

Details

International Journal of Emergency Services, vol. 7 no. 1
Type: Research Article
ISSN: 2047-0894

Keywords

Article
Publication date: 12 March 2016

Gahye Hong, Youngsam Cho, Fabian Jintae Froese and Mannsoo Shin

The purpose of this study is to develop and empirically test a conceptual model based on the culturally endorsed implicit leadership theory to comprehend differences in the…

2959

Abstract

Purpose

The purpose of this study is to develop and empirically test a conceptual model based on the culturally endorsed implicit leadership theory to comprehend differences in the relationships between consideration, and initiating structure leadership styles and affective organizational commitment for U.S. and Korean employees. Further, we investigate how rank and seniority moderate the relationships between the two leadership styles and affective organizational commitment in both countries.

Design/methodology/approach

We developed and conducted a cross-sectional survey in the U.S. and Korea. To test our hypotheses we performed a series of hierarchical regression analyses.

Findings

Survey results from 452 U.S. and Korean employees show that the positive relationship between consideration leadership (i.e. people-oriented leadership) and affective organizational commitment was stronger among U.S. employees than Korean employees. Initiating structure leadership (i.e. task-oriented leadership) was negatively related to affective organizational commitment in the U.S., whereas this relationship was positive in South Korea (henceforth Korea). Further, these relationships were moderated by rank and seniority in Korea, but not in the U.S. Specifically, the positive relationship between consideration leadership and affective organizational commitment was stronger when Korean employee’s rank was higher and seniority was shorter.

Originality/value

The comparative nature of our study enables us to identify differences in the effects of leadership styles on affective organizational commitment across countries and thus helps us to better understand employees from different cultures. Furthermore, we demonstrate the differential effects of demographic variables such as rank and seniority in the relationships of leadership styles and affective organizational commitment. The findings provide important managerial recommendations for how managers can better lead U.S. and Korean employees.

Details

Cross Cultural & Strategic Management, vol. 23 no. 2
Type: Research Article
ISSN: 2059-5794

Article
Publication date: 6 February 2009

Lee Huey Yiing and Kamarul Zaman Bin Ahmad

The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and…

36169

Abstract

Purpose

The purpose of this paper is to investigate the moderating effects of organizational culture on the relationships between leadership behaviour and organizational commitment and between organizational commitment and job satisfaction and performance in the Malaysian setting.

Design/methodology/approach

Data were gathered from 238 Malaysian UM MBA part‐time students and the researchers' working peers. Data on the respondents' organizational culture and leadership behaviours, and how they affect organizational commitment, job satisfaction and employee performance, were collected using the OCI, leadership behaviour questionnaire, ACS, single global rating for job satisfaction and overall performance questionnaire, respectively. Descriptive statistics were reported, followed by factor analysis, reliability analysis, Pearson correlation and hypotheses testing using hierarchical multiple regression.

Findings

Generally, and with a few exceptions, leadership behaviour was found to be significantly related to organizational commitment, and organizational culture played an important role in moderating this relationship. Organizational commitment was found to be significantly associated with job satisfaction, but not with employee performance. However, only supportive culture influenced the relationship between commitment and satisfaction. Possible causes and implications for managers are discussed.

Originality/value

The paper contributes to the existing pool of knowledge on the relationships between leadership behaviours, organizational culture, organizational commitment, job satisfaction and employee performance. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees.

Details

Leadership & Organization Development Journal, vol. 30 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

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 new…

1575

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

Keywords

Article
Publication date: 1 April 2020

Preeti Dwivedi, Vijit Chaturvedi and Jugal Kishore Vashist

This research aims to examine the influence of transformational leadership on employee efficiency. The research also examines the role of knowledge sharing as a mediator between…

2707

Abstract

Purpose

This research aims to examine the influence of transformational leadership on employee efficiency. The research also examines the role of knowledge sharing as a mediator between transformational leadership and employee efficiency.

Design/methodology/approach

The research is based on the survey conducted among 200 employees of logistics firms. Exploratory Factor analysis (EFA) and Confirmatory Factor Analysis (CFA) approaches are used for the evaluation.

Findings

The study found that transformational leadership has positive and significant influence on employee efficiency. The research also demonstrates that after introducing knowledge sharing, it fully mediated the influence of transformational leadership on employee efficiency. The study suggests that, if leaders share their knowledge and expertise among the team, employees have a propensity to be highly effective and efficient than without knowledge sharing.

Research limitations/implications

Blue collar staff and unskilled labors of the firms are not included in the study. So, the study is limited to white collar staff only which can further be expanded by considering other ground staff. Also few or no such researches have been conducted in logistics firms, particularly in Indian logistics firms. So, the result of this study can be used as reference to explore the area. This study can be replicated in the logistics firms of other regions also.

Practical implications

The finding of the study will help the top management of the organizations to formulate strategies to enhance its senior-subordinate relationship through knowledge sharing. The study also suggests that regular dissemination of knowledge among the team improves the efficiency of the team members and hence the performance of the organization.

Originality/value

This research examines the degree to which knowledge sharing acts as a mediator between transformational leadership and employee efficiency, which has not been found in previous studies.

Details

Benchmarking: An International Journal, vol. 27 no. 4
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 22 April 2020

Paul Pounder and Damian Eisenghower Greaves

The purpose of this paper is to explore effective leadership based on information collected from leaders in the healthcare delivery system within the Caribbean. It assesses…

Abstract

Purpose

The purpose of this paper is to explore effective leadership based on information collected from leaders in the healthcare delivery system within the Caribbean. It assesses leadership challenges and the ability to perform based on balancing limited resources.

Design/methodology/approach

The authors used grounded theories as the basis for data gathering and formulating a strategy for thematic analysis. The researchers analyzed the data through identifying, synthesizing and evaluating codes. The sample comprised 20 senior officials from 7 ministries of health, 7 permanent secretaries and 6 chief medical officers across the 12 island states in the Caribbean region.

Findings

The findings are broken down into two main areas: first of these is the competency areas and the second part is the personal characteristics. The first part highlighted the Leader's ability to lead others or projects. The second part assessed the leaders' personality traits and distinguishing qualities that are embodied in the individual leaders.

Research limitations/implications

The study is exploratory; given that this is the first time that such research has been done within the healthcare sector of the Caribbean region. Because of the chosen research approach, interviewees' comments within the paper may be biased based on their specific situation and exposure.

Practical implications

The study highlights that there is a need for more training in leadership and other management competencies to assist in the decision-making process within the healthcare section of the public sector.

Social implications

The study highlights that there is a need for better understanding of the inter-connectivity of the public service culture, global health governance and healthcare delivery. This paper provides a basis to help academics and practitioners think through leadership styles and strategies; plus, identify suitable best practices to lead more effectively in a social care field.

Originality/value

The study assesses the effectiveness of the leadership styles in the healthcare sector within the context of the Caribbean and it contributes by adapting and extending the literature on leadership in the study. Further, the paper contributes to the discourse on the demands on leadership for developing countries.

Details

International Journal of Public Leadership, vol. 16 no. 2
Type: Research Article
ISSN: 2056-4929

Keywords

Open Access
Article
Publication date: 6 November 2017

Federico R. León, Oswaldo Morales, Juan D. Ramos, Álvaro Goyenechea, Paul A. Rojas, José Meza and Andrés Burga-León

Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study…

2137

Abstract

Purpose

Call centers generate stress and absenteeism in staff and the literature suggests that people-oriented leadership is the right way of supervision for such a situation. This study compared its effects versus those of other types of leadership.

Methodology

Absentee data of 379 representatives of customer services of a Peruvian call center were analyzed and the representatives answered a questionnaire about the Framework of Values in Competition and its four types of leadership. Day and night work shifts were compared.

Results

It was observed that absenteeism declines with people-oriented leadership, although only during the day shift, and the addition of leadership oriented to change, results and control devalues models.

Limitations/implications

Future studies should cover the performance of the worker. The findings suggest a need to re-focus the theoretical focus on environmental contingencies that affect leadership effectiveness.

Originality/value

Leadership theorists will ask themselves in what circumstances the multiple leadership is effective. Call center managers will appreciate the organizational value of people-oriented leadership at the first level of supervision.

Details

Journal of Economics, Finance and Administrative Science, vol. 22 no. 43
Type: Research Article
ISSN: 2077-1886

Keywords

Article
Publication date: 14 September 2012

Arijit Sikdar and Sumit Mitra

The extant literature on leadership in the Arab world reflects the traditional bias of leadership being a male domain. Arising out of a patriarchal social structure, men assume…

4188

Abstract

Purpose

The extant literature on leadership in the Arab world reflects the traditional bias of leadership being a male domain. Arising out of a patriarchal social structure, men assume leadership in organizations while women are often confined to work at home. The purpose of this paper is to investigate the emergence of women leaders in UAE organizations by going beyond biological sex role biases to identify leadership as masculine or feminine gendered role stereotypes in organizations.

Design/methodology/approach

The data collected over two periods comprised two sets of Schein Descriptive Index (SDI) together with those of leadership intention and behaviour style; correlations thereof were computed to test hypotheses constructed from the literature.

Findings

The findings indicate that within organizations in the UAE, employee feedback highlights gender‐role stereotypes as defining leadership roles, rather than individual biological sex and their traditional family and social role. The findings reveal that in the UAE, gender stereotypes influence leadership intention and behaviour rather than individual biological sex and related traditions. Accordingly, women leaders having higher proportions of “agentic” characteristics of male gender stereotype together with lower proportions of “people orientation” of female gender stereotype, which makes successful leaders in the UAE break the proverbial “glass ceiling”. This explains the emergence of an increasing number of women leaders in the UAE.

Research limitations/implications

Generalizability of the findings is limited by non‐representation of countries with high gender egalitarianism, as well as the geographical limitation of the study to the UAE only. In the context of traditional male‐dominated organizations in the UAE, the findings on gender‐role stereotypes of leaders in these organizations cannot only help organizations take informed decisions in choosing leaders without the “glass ceiling” biases, but can go further to identify and nurture potential leaders, including women leaders, within organizations. These findings are of considerable significance to the Middle East and the Arab world in general, in the wake of the developments witnessed there.

Originality/value

The paper explains women leadership in organizations in the UAE, a part of the Arab world of the Middle East, from the perspective of gender‐role stereotypes, as opposed to traditional sex‐role biases, to bring women leaders there into the mainstream gender literature.

Details

Education, Business and Society: Contemporary Middle Eastern Issues, vol. 5 no. 3
Type: Research Article
ISSN: 1753-7983

Keywords

Article
Publication date: 7 September 2015

Jos Mesu, Karin Sanders and Maarten van Riemsdijk

The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be…

7682

Abstract

Purpose

The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style.

Design/methodology/approach

The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling.

Findings

Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the relationship between transformational leadership and organizational commitment in manufacturing SMEs.

Research limitations/implications

Leaders in the service industry SMEs should engage in transformational leadership, whereas leaders in manufacturing industry SMEs should engage in other types of leadership. Future research should examine effective leadership in manufacturing.

Practical implications

As the results of this study suggest, a distinction should be made between manufacturing and service industry. The advice therefore needs to be twofold. Supervisors in manufacturing SMEs can best improve employees’ organizational commitment by intensifying transformational leader behaviour combined with a directive decision style. Supervisors in service SMEs do not have to combine transformational leader behaviour with a particular leader decision style, if they wish to be more effective.

Social implications

Demonstrating transformational leader behaviour can be successful in both manufacturing and service SMEs. However, in manufacturing companies this will only be effective when combined with a directive leader decision style.

Originality/value

Although SMEs most of the time are considered as one similar group in comparison to large organizations, the authors follow Hughes and Wood (1999; see also Stonehouse and Pemberton, 2002) who argue that because of their different products, customers, and labour it is important to disaggregate research on SMEs and differentiate between manufacturing and service SMEs.

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