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Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment…
Abstract
Purpose
The purpose of this paper is to investigate the relationships between the idealized influence component of transformational leadership (TL) and employee organizational commitment in two different cultural contexts.
Design/methodology/approach
Data were collected from the members of two manufacturing organizations, one in Australia and one in Iran. Questionnaires were distributed to all levels of the two organizations. In total, 189 completed questionnaires were returned from the two countries, representing a response rate of 56.7%. Structural equation modeling (SEM) was employed to test the hypotheses.
Findings
The results demonstrated statistically significant relationships between two forms of idealized influence –attributed and behavior – and the employees' organizational commitment in the Iranian sample. However, in the Australian sample, only idealized influence behavior showed a significant impact on employee commitment. Furthermore, the findings showed that identified motivation mediates the relationship between idealized influence behavior and organizational commitment.
Practical implications
The findings of the current research point to additional ways of increasing identified motivation that, in turn, enhances organizational commitment through leadership practices that are culturally informed. These findings are especially salient in culturally diverse and multinational organizations.
Originality/value
This paper has arrived at a deeper explanation of the processes through which leader behavior can produce employee commitment by clarifying the mediation role of identified motivation between idealized influence behavior and organizational commitment.
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Arran Caza and Barry Z. Posner
The purpose of this paper is to examine the influence of grit, which is the tendency to pursue long-term goals with perseverance and continuing passion, on leaders’ self-reported…
Abstract
Purpose
The purpose of this paper is to examine the influence of grit, which is the tendency to pursue long-term goals with perseverance and continuing passion, on leaders’ self-reported behavior in terms of role modeling and innovating, as well as inspiring, empowering and supporting followers.
Design/methodology/approach
Data were collected from an international sample of 3,702 leaders in work and non-work contexts. They reported their level of grit and how frequently they engaged in five leadership practices. Moderation analysis was used to test the influence of grit on leadership behaviors across contexts.
Findings
High grit leaders reported more frequent role modeling and innovating behaviors, but less inspiring behavior. Grit’s effect on empowering behaviors depended on the context; grit caused leaders to empower followers more in non-work contexts, but not in work-related ones.
Research limitations/implications
That grit is an important predictor of leadership behavior yields both practical and theoretical implications. For practice, the results suggest that grit is a desirable trait in managers, corresponding with their greater use of various leadership behaviors. For theory, the results suggest that part of the effect of traits in leadership arises from influencing the frequency with which leaders engage in particular behaviors.
Originality/value
This is the first study to examine grit’s role in leadership, and it has practical and theoretical implications. For practice, the results suggest that grit is a desirable trait in leaders, but one which requires unique supports from the leader’s environment. For theory, the results begin to fill an important gap. It is well-established that personality influences leadership outcomes, but it remains uncertain how and when. The current study suggests how, since traits influence the frequency with which leaders engage in particular behaviors, and begins to define when, highlighting differences between work and non-work contexts.
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Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross‐industry international research project…
Abstract
Purpose
Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross‐industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership.
Design/methodology/approach
Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated.
Findings
The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un‐reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction!
Research limitations/implications
Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro‐management).
Originality/value
This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.
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Vanessa Urch Druskat and Anthony T. Pescosolido
The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that…
Abstract
The purpose of this paper is to help clarify the actions of effective emergent leaders in self-managing work teams (SMWTs). Multiple methods were used to test hypotheses that leader's behaviors consistent with the development of emotionally competent team norms (interpersonal understanding, caring behavior, creating an optimistic environment, and proactive problem solving) would be more strongly linked to team trust, open communication, personal task engagement, and team effectiveness than traditional task-focused leader's behaviors (directive statements, using questions). Most hypotheses were supported. Directive leader's behaviors were for the most part negatively associated with team trust, open communication, and personal task engagement. It is argued that in SMWTs that have a history and a future together, emergent leaders who engage in behaviors that build emotional competence in the team are more likely to create team effectiveness than emergent leaders focused on directing team members.
Maria J Mendez and John R. Busenbark
– The purpose of this paper is to examine the effect of shared leadership on the gap between male and female leadership influence in groups.
Abstract
Purpose
The purpose of this paper is to examine the effect of shared leadership on the gap between male and female leadership influence in groups.
Design/methodology/approach
The leadership influence of 231 members from 28 committees was studied using a social networks methodology. Gender differences in committee members’ directive and supportive leadership influence were analyzed through two ANCOVA tests.
Findings
Results confirm significant differences between men and women’s leadership influence, as rated by their peers, using directive and supportive leader behaviors. Surprisingly, shared leadership has no significant effect on reducing this gender gap.
Research limitations/implications
Results cannot be extrapolated to all other types of groups, since the committees studied have very unique characteristics due to their low typical mutual interaction.
Practical implications
Organizations may need to consider complementary strategies in their group leadership design to prevent the emergence of strong gender gaps when leadership is shared. These strategies could involve training members to recognize gender inequalities in leadership status and assigning leadership roles formally to ensure more equal participation in leadership.
Originality/value
This paper examines the promise of gender equality in shared leadership and provides empirical data that shows that this promise is not being realized.
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Ştefan Cătălin Popa, Simona Cătălina Ştefan, Ana Alexandra Olariu, Cătălina-Florentina Popa and Marius Ioan Pantea
Organizational culture (OC) is not only a key factor in the development of organizational performance but also an important source of employee orientation toward a better…
Abstract
Purpose
Organizational culture (OC) is not only a key factor in the development of organizational performance but also an important source of employee orientation toward a better understanding of organizational goals. This study aims to analyze the influence of two individual factors on OC: (1) the competencies of employees and (2) perceived leadership behavior. The study also focuses on how the relationship between individual factors and OC differs between public and private organizations.
Design/methodology/approach
In this study, data were collected through a survey, and a structural equation modeling approach, partial least squares structural equation modeling, was used to highlight the proposed direct, mediated and moderated relationships. The sample comprises 1,284 respondents, representing both public and private sector organizations.
Findings
Based on the results, the employees' competencies positively and significantly influence the hierarchical and market orientation of OC. Additionally, the perceived leadership behavior positively and significantly influences the adoption of all four types of cultural characteristics (i.e. clan, adhocracy, market and hierarchy).
Practical implications
The results are of great benefit to organizations who may become more aware that employees' skills and how employees perceive leadership behavior can significantly influence OC.
Originality/value
These findings make an important contribution to understanding how the characteristics of each type of OC can be influenced by certain behaviors, skills and perceptions and how those relationships may be shaped by the organization's ownership.
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Yishan Du, Liguo Xu, You Min Xi and Jing Ge
The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances.
Abstract
Purpose
The purpose of this paper is to explore the Chinese leader–follower interaction model in school cases considering followers’ effect at varying social distances.
Design/methodology/approach
This study uses a case study approach.
Findings
First, Chinese leader–follower interactions in school cases are flexible in practice. Second, within leader–follower flexible interactions, contradictory perceptions and field-of-work consciousness foster different behavior choices between leaders and followers. Third, perceptions concerning the proximity of leaders to followers are positively influenced in relation to hierarchical distinctions and negatively influenced owing to private connections. Finally, the perceived leader distance of leaders from followers further influences the contradictory perceptions and field-of-work consciousness of leaders and followers and positively influences the degree of flexible leader–follower interaction.
Research limitations/implications
This study examined a single institution; hence, results may have been influenced by school-specific features and conditions. Future research should study more organizations to explore whether their unique characteristics and contexts could affect leader–follower interactions, thus providing more generalized and universally applicable conclusions.
Originality/value
First, this study proposed a leader–follower flexible interaction model in school cases and the concepts of field-of-work consciousness and contradictory perceptions, exploring the active effects of followers in the leadership process to offer guidance toward better understanding the leadership process. Second, it was found that private connections between leaders and followers, as well as hierarchical differences, influenced the perceptions of both leaders and followers concerning leader distance in a Chinese context, and the influence of leader distance on leader–follower interactions was also analyzed.
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Dongwon Choi, Minyoung Cheong and Jihye Lee
While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader…
Abstract
Purpose
While the Ohio State leadership approach had been forgotten for several decades, scholars in the field of leadership have begun revisiting the validity and the role of leader consideration and initiating structure. Building on self-expansion theory, this study suggest the effects of leader consideration and initiating structure on employee task performance. Also, integrating self-expansion theory and regulatory fit theory, the purpose of this paper is to propose and examine the moderating role of employee regulatory focus on the relationship between the Ohio State leadership behaviors and employee task performance, which was mediated by emloyees’ creative behavior as well as citizenship behavior.
Design/methodology/approach
To test the hypothesized model of this study, cross-sectional data were collected using questionnaires. Pairs of survey packages, which included group-member surveys and a group-leader survey, were handed out to employees in organizations. The authors collected data from 47 groups and 143 group members in 25 private companies in the Republic of Korea, including from financial, technology, manufacturing, and research and development organizations.
Findings
The results showed that leader consideration exerts significant effects on employee task performance. Also, the authors found the moderating role of employee regulatory promotion focus on the relationship between leader consideration/initiating structure and employee task performance, which were mediated by creative behavior and citizenship behavior.
Originality/value
This study contributes to the advancement of the Ohio State leadership approach by integrating self-expansion theory and regulatory fit theory to investigate the distinct mechanisms and boundary conditions of its leadership process. The current study also contributes to the literature on extra-role behavior that the Ohio State leadership behavioral dimensions can be considered as one of the antecedents of employees’ creative and citizenship behavior.
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