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This study investigated the validity of inspirational motivation as measured by the multifactor leadership questionnaire (MLQ). Two new factors were identified, namely image‐based and concept‐based inspirational motivation, and their relationships with the leadership outcome of extra effort were investigated. Implications for research and practice are presented.

Although previous research emphasized the importance of inspiration in influencing consumer behavior, there is no categorical response to how social-media inspirational content inspires consumers across cultures. This paper aims to take on this agenda through a vignette experimental study.

This paper devised a vignette study involving subjects (n = 370) recruited from Nigeria and South Africa. The structural equation modeling procedure, analysis of variance (ANOVA) and regression analysis aided the examination of the scale psychometrics and hypotheses testing.

Among other findings, this study shows that: inspirational content (utilitarian vs hedonic) exerts a positive differential effect on customer inspiration (CI) such that the effect of hedonic content is more pronounced than utilitarian content; collectivistic consumers are inspired more than individualists; CI triggers customer engagement behaviors (CEBs) and purchase intention, and an inspired-to component of CI mediates the effect of inspired-by on CEBs and purchase intention.

While this study makes significant contributions to knowledge on CI, the focus on firm-generated content limits the scope of this study. Future research should examine the effect of consumer-generated content on CI. Additionally, the likely contextual influence of product type on CI and its triggers in the context of the foote, cone and belding grid creates the room to further interrogate the research model under conditions of high/low involvement products.

By showing how social-media inspirational content and cultural orientation separately influence and interact to influence CI which consequently triggers CEBs and purchase intention, the findings highlight the psychological mechanisms through which CEBs and purchase intention can be simultaneously triggered.

The purpose of this paper is to investigate the relationship between inspirational leadership, participative decision making (PDM) and happiness at work (HAW).

The sampling frame consists of medical specialists in allergy of Spanish public hospitals (n=167). The authors used structural equation modelling to verify if the relationship between inspirational leadership and HAW is mediated by PDM.

Results suggest that PDM fully mediates the relationship between inspirational leadership and HAW. Thus, PDM plays an essential role in explaining how inspirational leader behaviours.

The authors put forward a cross-sectional research, which does not guarantee similar results in the future. Future longitudinal studies may reveal further effects of inspirational motivation and PDM beyond HAW. Also the authors focussed on a specific population of medical specialists working in public allergy units. Future research might consider longitudinal analysis and other populations.

This research provides evidence of the direct and positive effect of inspirational leadership on HAW. However, fostering inspirational leadership is not sufficient on its own to foment HAW, and should be complemented by applying other organisational factors such as PDM.

In recent years, some studies have put forward different conceptual models to explain the gap in the relationship between human resource management and performance, considering the effect of mediating variables. This study proposes a theoretical model that attempts to develop this human resource “black box” by empirically validating a conceptual proposal that links inspirational leadership, PDM and HAW.

The leadership style of inspirational leadership has not gained substantial research attention. Studies have found inspirational leadership to be particularly relevant for practitioners. The purpose of this paper is to analyse the theoretical aspects of inspirational leadership and present practical steps for applying the theory.

First, inspirational leadership is defined in the context of other leadership theories, with particular emphasis on the vision that is central to inspirational leadership. Consequently, effective leadership behaviour is contrasted against management actions, to then define main areas leaders should focus on. Moreover, this paper outlines specific actions to be implemented in these focus areas.

Comparing the different perspectives on inspirational leadership theory, it becomes evident that self-awareness and authenticity are the main foundations for inspiring followers and implementing a shared vision.

A tool is presented for practical implementation that allows leaders to measure different characteristics of inspirational leadership and to assess their progress in these areas. In this context, this paper discusses the critical role of authentic behaviour and the challenge of showing the right level of authenticity as a leader. Special attention is given to authentic leadership development, and how organisations must work to avoid over-dependency on inspirational leaders.

The ideas outlined in this paper serve as a guide for leaders to practise inspirational leadership.

The purpose of this paper is twofold: first, to examine whether inspirational leadership of heads of specialized medical units is related to individual ambidexterity of their dependent physicians; and second, to study the possible mediating role of organizational learning capability (OLC) in the relationship between inspirational leadership and individual ambidexterity.

Structural equation modeling was used on a sample of 194 medical specialists from Spanish public hospitals.

Results show that inspirational leadership is positively related to individual ambidexterity among healthcare physicians. In addition, the results of the study revealed that the relationship between inspirational leadership and individual ambidexterity is mediated by conditions that facilitate learning, namely, OLC.

This study uses cross-sectional data, which do not guarantee causality relationships among the examined variables.

The results of this paper suggest first that heads of healthcare units should inspire followers to achieve both exploration and exploitation. Second, it is also necessary to consider that inspirational leaders promote those conditions that facilitate learning, which should be particularly taken into account to enhance both physician’s exploration and exploitation.

In stressing an evident gap in the relationship between leadership and ambidexterity at the individual level, this paper attempts to advance in the leadership literature by revealing how the action or power of moving the intellect or emotions, and enhancing enthusiasm and confidence, empowers physicians to both explore and exploit knowledge. The results also indicate that the inspiration transmitted by the heads of medical services, facilitate physician’s perceived learning conditions which, in turn, fosters their individual ambidexterity.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The review is based on “How to become an Inspirational Leader, and what to avoid” by Sarah (2017). This paper about inspirational leadership unpacks what it takes to harness and direct the energy of people within an organization, in line with a strategic, clear vision. An inspirational leader must step beyond themselves to build organizational capability by filling their people with the self-confidence that, once in play, will drive the organization’s future success. Becoming an inspirational leader is a growth process that can be learned by mastering a range of measurable skills along the way. In particular, high-level emotional intelligence must be developed to bring people together to achieve collective excellence.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The study examined the association between four influence tactics known to be effective in generating a target's commitment to a task and perceptions of transformational leadership. Eighty military personnel were rated by 181 peers on four influence tactics and four transformational leadership factors. The influence tactics of rational persuasion, inspirational appeals, consultation and collaboration were expected to differentially predict idealized influence (behaviour), inspirational motivation, intellectual stimulation and individualized consideration. Results show that rational persuasion significantly contributed to the variance in all four transformational leadership factors. Inspirational appeals made significant contributions to the variance in idealized influence and inspirational motivation. Consultation and collaboration did not significantly contribute to explaining the variance in any of the four transformational leadership factors. These results suggest that training in rational persuasion and inspirational appeals may increase perceptions of transformational leadership style.

The rapidly increasing practice of “sharing” and “liking” religious and spiritually inspiring content on social media platforms suggests it is engaging for consumers, but it is unclear why. This study aims to investigate consumer interpretations of spiritual content on social media in relation to participatory roles.

Qualitative in-depth interviews and thematic analysis are used. Members of social networks actively engaged in social media posting were identified through researcher networks and snowballing.

The social media space facilitates enhanced consumer agency in the consumption of spiritual messages which are readily accessible in this secular context. Three levels of interpretive meaning for consumers, conditional on the perceived sender motivations and temporality of receipt and related to participatory roles are identified. Despite being widely disseminated and immersed in the profane, some participants receive spiritual inspiration, which helps them achieve self-transcendence. Others receive inspiration through affirmation of their values and identity; however for a few, inspirational messages are met with scepticism and are not meaningful. Social media facilitates consumers’ ability to provide others with positive inspiration, however, this is not always their intent.

This work contributes unique insight regarding consumption of spirituality in a social media environment highlighting the importance of sender mediation and temporal context with implications for spiritual meaning and online engagement with spiritual content. A unique typology relating interpretive meaning to participatory roles is presented.

An inspiring leader is perceived by followers to be knowledgeable, enlightened and sensitive to the problems at hand. From this, follower confidence is built. Followers share with the leader common beliefs about what is wrong, beliefs that the leader articulates publicly for them. Unlike the charismatic leader who substitutes for the follower's ego ideal, the inspirational leader can represent and symbolise it.

In this study, the construct validity and effectiveness of a newly identified influence tactic, organizational appeal, is tested. Utilizing a sample of practicing professional accountants, study results show that organizational appeal is distinct from other influence tactics, is perceived to be used frequently by supervisors, and is effective at influencing subordinates. The organizational appeal influence tactic could be particularly useful in situations where accounting supervisors and managers use proactive tactics to influence others to complete tasks or make decisions; to influence outsiders (e.g., suppliers, clients, government agents) over whom they have little authority; and where other influence tactics are not effective or appropriate.