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11 – 20 of over 77000A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on…
Abstract
A self‐help guide to achieving success in business. Directed more towards the self‐employed, it is relevant to other managers in organizations. Divided into clear sections on creativity and dealing with change; importance of clear goal setting; developing winning business and marketing strategies; negotiating skills; leadership; financial skills; and time management.
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Mohammed Y.A. Rawwas, Basharat Javed, Karthik N.S. Iyer and Baochun Zhao
The purpose of this study was to examine the process of the use of management’s positivity and negativity sources and their mediation on pharmaceutical members’ satisfaction that…
Abstract
Purpose
The purpose of this study was to examine the process of the use of management’s positivity and negativity sources and their mediation on pharmaceutical members’ satisfaction that, in turn, enable a health-care organization to meet its business objectives with more agility.
Design/methodology/approach
Data were obtained from a survey of 106 pharmaceutical members regarding their relationships with management.
Findings
The results of LISREL analysis revealed that the use of positivity variables such as reward enhanced each of referent, expert and positive conflict; in addition, referent boosted satisfaction. However, the use of negativity variables such as opportunism enhanced power, but weakened each of referent, expert and legitimate power sources. The use of coercion enhanced power too, but produced dissatisfaction. Further, the prevalence of negative conflict caused dissatisfaction.
Originality/value
This study also reported major contributions when it examined the effect of the mediation of the use of positivity intrinsic power sources on satisfaction. It found that referent power functioned as a full mediator by dropping the amount of the relationship between the use of reward and satisfaction to zero and as a partial mediator by dropping the amount of the relationship between the use of coercion and satisfaction. In addition, the use of referent power mediated the joint effect of both the use of coercion and reward power sources, triggering a positive effect on satisfaction. Several managerial implications were discussed.
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Stefanie Richter-Killenberg and Judith Volmer
Drawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of leader…
Abstract
Purpose
Drawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of leader-member exchanges (LMXs) as a driver of leaders' job-related well-being and recovery. Specifically, they hypothesised positive affect and perceived competence as potential mechanisms enhancing leaders' job satisfaction and psychological detachment.
Design/methodology/approach
Daily diary data were collected from 85 leaders over five consecutive working days (376 daily observations) and analysed using multilevel path analyses.
Findings
Leader LMX behaviours were positively associated with leaders' positive affect and perceived competence at work at the person and day levels. Additionally, results provided support for most of the assumed indirect effects of leader LMX behaviours on leaders' job satisfaction and psychological detachment via positive affect and perceived competence.
Practical implications
Leadership development activities should raise leaders' awareness of the relevance of resourceful interactions with followers for leaders' own well-being. Organisations should create a working environment that facilitates high-quality exchanges amongst their members. The current trend towards increasing digital and less face-to-face collaboration may pose a risk to this important resource source for leaders.
Originality/value
These findings emphasise the day-to-day variation in leadership behaviours and that leaders' engagement in high-quality leader-follower interactions has the potential to stimulate a resource-building process for the benefit of leaders themselves.
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Shane Connelly, Blaine Gaddis and Whitney Helton-Fauth
Emotion and emotion-related concepts are interspersed throughout theories of charismatic and transformational leadership. Existing research in this area articulates expected…
Abstract
Emotion and emotion-related concepts are interspersed throughout theories of charismatic and transformational leadership. Existing research in this area articulates expected relationships of global emotion constructs such as emotional intelligence, positive affect, and negative affect to leadership. However, there has been little attention to the potential roles of more specific emotions. This chapter describes some of the existing theoretical and empirical research on leadership and emotion, and proposes a framework to examine more systematically how specific emotions may influence transformational and charismatic leadership. The emotion framework is applied to two theories to demonstrate its utility in gaining a more in-depth understanding of how emotions influence leader communication, motivation, interpersonal relations, and relationship management with followers.
Panagiotis Gkorezis, Eugenia Petridou and Panteleimon Xanthiakos
Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is…
Abstract
Purpose
Leader-member exchange (LMX) has been proposed as a core mechanism which accounts for the impact of various antecedents on employee outcomes. As such, the purpose of this paper is to examine the mediating effect of LMX regarding the relationship between leader positive humor and employees’ perceptions of organizational cynicism.
Design/methodology/approach
Data were collected from 114 public employees. In order to examine the authors’ hypotheses hierarchical regression analysis was conducted.
Findings
As hypothesized, results demonstrated that LMX mediates the relationship between leader positive humor and organizational cynicism.
Research limitations/implications
Data were drawn from public employees and, therefore, this may constrain the generalizability of the results. Also, the cross-sectional analysis of the data cannot directly assess causality.
Originality/value
This is the first empirical study to examine the mediating effect of LMX in the relationship between leader humor and employees’ perceptions of organizational cynicism.
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Claire Mason, Mark Griffin and Sharon Parker
This paper aims to investigate whether leaders whose transformational leadership behavior improves after training exhibit different psychological reactions compared to leaders…
Abstract
Purpose
This paper aims to investigate whether leaders whose transformational leadership behavior improves after training exhibit different psychological reactions compared to leaders whose leadership behavior does not improve.
Design/methodology/approach
The authors followed 56 leaders taking part in a transformational leadership training program. Questionnaire measures of leaders’ self-efficacy, positive affect, perspective taking, and transformational leadership behavior were obtained pre- and post-training.
Findings
Leaders whose self-efficacy, perspective taking and positive affect increased over the training period also reported improvements in their transformational leadership behavior. In addition, leaders whose positive affect increased were more likely to receive improved transformational leadership behavior ratings from their supervisors, team members and peers.
Research limitations/implications
The study supports the proposition, derived from social cognitive theory that change in transformational leadership behavior is related to change in leaders’ psychological attributes. Further research is required to establish the direction of this relationship and whether leaders’ psychological reactions represent a means through which the effectiveness of leadership interventions can be improved.
Practical implications
Leaders’ psychological reactions should be monitored and supported during developmental interventions. Effective leadership training interventions are important not only to achieve change in behavior, but to avoid negative psychological outcomes for leaders.
Originality/value
The study is unusual because it explores the relationship between leader attributes and leadership behavior longitudinally, in a training context. The longitudinal analysis, focussing on change in leaders’ psychological attributes, allowed us to explain more variance in leaders’ reactions to training.
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Lisa Ritzenhöfer, Prisca Brosi, Matthias Spörrle and Isabell M. Welpe
Current research suggests a positive link between followers’ perceptions of their leaders’ expression of positive emotions and followers’ trust in their leaders. Based on the…
Abstract
Purpose
Current research suggests a positive link between followers’ perceptions of their leaders’ expression of positive emotions and followers’ trust in their leaders. Based on the theories about the social function of emotions, the authors aim to qualify this generalized assumption. The purpose of this paper is to demonstrate that followers’ perceptions of leaders’ expressions of specific positive emotions – namely, pride and gratitude – differentially influence follower ratings of leaders’ trustworthiness (benevolence, integrity, and ability), and, ultimately, trust in the leader.
Design/methodology/approach
The hypotheses were tested using a multimethod approach combining experimental evidence (n=271) with longitudinal field data (n=120).
Findings
Both when experimentally manipulating leaders’ emotion expressions and when measuring followers’ perceptions of leaders’ emotion expressions, this research found leaders’ expressions of pride to be consistently associated with lower perceived benevolence, while leaders’ expressions of gratitude were associated with higher perceptions of benevolence and integrity.
Originality/value
This paper theoretically and empirically establishes that leaders’ expressions of discrete positive emotions differentially influence followers’ trust in the leader via trustworthiness perceptions.
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Cathleen Clerkin and Marian N. Ruderman
Today’s work environment requires a new type of leader development. It is no longer enough for leaders to be qualified and knowledgeable. Leaders must be focused, adaptable, and…
Abstract
Today’s work environment requires a new type of leader development. It is no longer enough for leaders to be qualified and knowledgeable. Leaders must be focused, adaptable, and resilient in order to be effective amid the increasingly distracting and chaotic organizational world. We argue that current methods of leader development need to evolve to encompass leader well-being and focus on intrapersonal competencies in order to adequately prepare leaders for today’s stressful work world. We provide a holistic development framework for leaders which we believe is a better match for the intrapersonal capabilities required by leadership roles. Our approach is two-fold. First, we believe it is important to educate leaders on the potential interaction between the external sources of stress and leaders’ neurophysiological and subjective well-being. Second, we believe leaders need different development experiences, ones that can help renew psychological resources. We review four categories of holistic leadership practices – mindfulness, social connections, positive emotion inductions, and body-based practices – which can help to counter the effects of overload and exhaustion. We also discuss the future of holistic leader development and suggest directions for future research.
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This study aims to explore the factors that build positive leadership identities in women and reduce woman-leader identity conflict in societies with low gender equality. In doing…
Abstract
Purpose
This study aims to explore the factors that build positive leadership identities in women and reduce woman-leader identity conflict in societies with low gender equality. In doing so, it responds to calls to examine the role of “context” for women aspiring to leadership roles.
Design/methodology/approach
The required data were collected through semistructured interviews with 30 senior-level female leaders in the corporate sector of Pakistan and analyzed using NVivo.
Findings
Successful professional women are often facilitated by various social and organizational factors that boost their confidence and ability to view themselves positively as leaders, reducing woman-leader identity conflict. The main facilitators observed were egalitarian values practiced at home, male sponsorship in organizations and individual leadership experiences. Furthermore, the age and socio-economic status of women have also emerged as important factors contributing to the success of women leaders in Pakistani society, which is characterized by gender inequality and high power distance.
Practical implications
Organizations committed to developing women for leadership roles and attaining their gender diversity goals need to address the structural and psychological barriers that hinder women’s progress in the workplace. Moreover, men need to be engaged as allies to enable women’s advancement as organizational leaders.
Originality/value
This study highlights how culture, gender norms and significant experiences of women moderate equality lows in patriarchal societies. It aims to demonstrate that women can progress as leaders within a low gender-egalitarian culture in the presence of factors that facilitate the establishment of their identities as leaders, thus reducing identity conflict. In addition, the role that men can play in creating a supportive environment for establishing women’s leadership identities is particularly highlighted in this study.
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Gerry Larsson, Malin Mattson Molnar, Helena Tinnerholm Ljungberg and Christina Björklund
The study represents a theory-based leadership approach in exploring the subordinate's perceptions of leadership behaviors in relation to age, gender and type of work environment…
Abstract
Purpose
The study represents a theory-based leadership approach in exploring the subordinate's perceptions of leadership behaviors in relation to age, gender and type of work environment. The aim was (1) to compare subordinates' ratings of their respective leaders' leadership behaviors based on of the leaders' age and gender, controlling for type of work environment and (2) to analyze the relationship between the subordinates' ratings of their leaders' leadership behaviors and their ratings of the outcome of these leadership behaviors.
Design/methodology/approach
Data were collected using the Developmental Leadership Questionnaire (DLQ) from a sample of Swedish leadership course participants (n = 10,869) and their respective subordinates (n = 97,943). The DLQ measures leadership behaviors designed to reflect the following leadership styles: developmental leadership, conventional-positive leadership, conventional-negative leadership and destructive leadership.
Findings
Results showed that older leaders (51 years or older) were rated less favorably than younger (29 years or younger) and mid-aged leaders. Female leaders received more positive ratings than male leaders. A 3-way analysis-of-variance showed strong main effects for age, gender, and type of work environment and no significant interaction effects. A significant model with high equivalents of R2 coefficients (Cox and Snell, 1989; Nagelkerke, 1991) was obtained in a logistic regression analysis. Developmental leadership and conventional-positive leadership made significant positive contributions to the subordinates' ratings of the outcome of their leaders' leadership behaviors. Destructive leadership behaviors contributed negatively to the outcome ratings.
Research limitations/implications
Weaknesses include the cross-sectional study design. The large sample size is a strength, and the results have novel implications for leadership theory related to subordinates' view on leadership.
Practical implications
Counter-stereotype age and gender findings may have implications for organizational decisions and processes regarding selection of managers. Development programs are suggested for all categories but for older, male leaders with a focus on reducing their use of leadership behaviors perceived negatively by their subordinates, whereas younger female leaders should be encouraged to continue to develop their positive leadership behaviors.
Originality/value
The theory-based approach on subordinates' perceptions of leadership behaviors with a simultaneous focus on age, gender and type of work environment, based on a large-scale data set, is new.
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