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Article
Publication date: 20 September 2022

Lai Wan Hooi and Ai Joo Chan

This paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the moderating…

1438

Abstract

Purpose

This paper aims to examine the mediating effect of innovative culture in the relationship between transformational leadership and workplace digitalisation; and the moderating effect of rewards and recognition on the transformational leadership–innovative culture relationship.

Design/methodology/approach

A total of 256 valid samples were used in the structural equation modeling tests. The respondents were management-level executives from companies in Selangor/Kuala Lumpur, Malaysia.

Findings

The findings reveal that the transformational leadership–workplace digitalisation relationship is mediated by innovative culture. Besides, rewards and recognition moderate the transformational leadership–innovative culture relationship.

Practical implications

This study unpacks the black box to the practitioners how the prominent organisational factors interplay in shaping employees' perception and acceptance of workplace digitalisation.

Originality/value

The findings also enrich the interdisciplinary literature on how transformational leadership, rewards-recognition, and innovative culture intersect with employees' perception and acceptance of workplace digitalisation.

Details

Leadership & Organization Development Journal, vol. 43 no. 7
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 21 November 2022

Brent Ruben, Gwendolyn Mahon and Karen Shapiro

Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time…

Abstract

Superior leadership in higher education makes the difference between institutions that merely survive and those that can truly thrive in today's complex environment. At this time of significant transformation in higher education, academic leaders face intensifying institutional, environmental, and societal challenges, yet colleges and universities often devote limited attention to integrating their approaches to the selection, development, evaluation, and recognition of leaders. Moreover, traditional approaches and criteria used in the selection of academic leaders are often inadequate for predicting their success. Through the process of organizational and leader profiling, as described in this chapter, institutions can better understand the landscape in which the leader will be functioning, providing a more contextualized and useful approach to leader selection, development, evaluation, and recognition.

Details

International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

Keywords

Article
Publication date: 19 December 2018

Abderrahman Hassi

The purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and…

3016

Abstract

Purpose

The purpose of this study is to examine the influences of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and organisational citizenship behaviour (OCB) within Moroccan organisations.

Design/methodology/approach

Data were gathered from a sample of 219 employees working in seven different industries in Morocco and analysed using Structural Equations Modelling (SEM).

Findings

SEM analyses reveal that employee job satisfaction, affective commitment and OCB are only impacted by the personal recognition dimension of the transformational leadership style. The study indicates that charisma and intellectual stimulation (transformational leadership) as well as contingent reward and management-by-exception (transactional leadership) did not yield significant results.

Research limitations/implications

The use of a cross-sectional research design limits establishing cause-and-effect relationships.

Practical implications

The results of the current study may be of use and interest for organisations in designing effective leadership training programs, as it takes into account how managers and/or practitioners tap into their subordinates’ effective behaviour.

Originality/value

With insights derived from a non-Western perspective, the major theoretical contribution of the present study lies in exploring the effects of transactional and transformational leadership styles on employee job satisfaction, employee affective commitment and OCB in Morocco.

Details

International Journal of Organizational Analysis, vol. 27 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Book part
Publication date: 9 September 2019

E. Kevin Kelloway and Vanessa Myers

The service-profit chain model (Heskett, Jones, Loverman, Sasser, & Schlesinger, 1994) highlights the well-documented relationship between employee and customer attitudes…

Abstract

The service-profit chain model (Heskett, Jones, Loverman, Sasser, & Schlesinger, 1994) highlights the well-documented relationship between employee and customer attitudes suggesting that employees who are satisfied and engaged with their work provide better customer service resulting in higher levels of customer satisfaction and, ultimately, driving firm revenue. The authors propose an expansion of the service-profit margin identifying the leadership behaviors that create positive employee attitudes and engagement. Specifically, the authors suggest that leaders who focus on recognition, involvement, growth and development, health and safety, and teamwork (Kelloway, Nielsen, & Dimoff, 2017) create a psychologically healthy workplace for customer service providers and, ultimately, an enhanced customer experience.

Details

Examining the Role of Well-being in the Marketing Discipline
Type: Book
ISBN: 978-1-78973-946-6

Keywords

Article
Publication date: 9 April 2018

Imen Keskes, Jose M. Sallan, Pep Simo and Vicenc Fernandez

The purpose of this paper is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different…

8556

Abstract

Purpose

The purpose of this paper is to propose and to test three models in order to examine the mechanisms through which dimensions of transformational leadership influence different forms of organizational commitment by testing the possible mediating role of leader-member exchange (LMX) dimensions.

Design/methodology/approach

The participants in this study are represented by 427 senior executive French employees having a university degree and minimum two years of work experience in their current organization. The relationships between different variables were analyzed using structural equation modeling.

Findings

The results indicate that the dimensions of LMX mediated the relationships between the dimensions of transformational leadership and organizational commitment dimensions. The contribution dimension of LMX acts as a consequence, rather than an antecedent of commitment. These findings are important since they may serve as a bind between leadership dimensions and the kind of organizational commitment that each of these dimensions can generate in followers.

Originality/value

To the authors’ knowledge, this is the first empirical study that tests the interaction of transformational leadership and LMX on organizational commitment in a French context. The originality of this work leads on investigating these three concepts as multidimensional constructs and focusing on the mediating role of LMX in the relationship between dimensions of transformational leadership and different forms of organizational commitment which can be considered as a novelty in the field of research in this area. As a result, this study addresses concerns about that lack of academic research on the mechanisms by which transformational leaders influence the organizational commitment of their followers.

Details

Journal of Management Development, vol. 37 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 6 December 2021

Andrew N. Garman, Melanie P. Standish, Cassia Carter, Matthew M. Anderson and Callie Lambert

Increasingly, addressing healthcare's grand challenges requires complex system-level adaptations involving continuously evolving teams and leaders. Although leadership development…

Abstract

Increasingly, addressing healthcare's grand challenges requires complex system-level adaptations involving continuously evolving teams and leaders. Although leadership development strategies have been shown to improve individual leader effectiveness, much less is known about how organization-level leadership development affects organization-level outcomes. To begin building an evidence base as well as encouraging evidence-based practices, the US-based National Center for Healthcare Leadership developed a program capitalizing on leaders' demonstrated interest in organizational competitiveness: the biennial Best Organizations for Leadership Development (BOLD) program. In this chapter, we describe the philosophy behind this unique survey program and summarize research to date on relationships between survey dimensions and organizational outcomes such as patient experience and financial performance. We conclude with a description of promising areas for future study.

Details

The Contributions of Health Care Management to Grand Health Care Challenges
Type: Book
ISBN: 978-1-80117-801-3

Keywords

Book part
Publication date: 19 October 2020

Iain L. Densten

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with…

Abstract

This chapter investigated how pre-existing ideas (i.e., prototypes and antiprototypes) and what the eyes fixate on (i.e., eye fixations) influence followers' identification with leaders from another race. A sample of 55 Southeast Asian female participants assessed their ideal leader in terms of prototypes and antiprototype and then viewed a 27-second video of an engaging Caucasian female leader as their eye fixations were tracked. Participants evaluated the videoed leader using the Identity Leadership Inventory, in terms of four leader identities (i.e., prototypicality, advancement, entrepreneurship, and impresarioship). A series of multiregression models identified participants' age as a negative predictor for all the leader identities. At the same time, the antiprototype of masculinity, the prototypes of sensitivity and dynamism, and the duration of fixations on the right eye predicted at least one leader identity. Such findings build on aspects of intercultural communication relating to the evaluation of global leaders.

Article
Publication date: 4 July 2016

Anita J. Snell, Graham Dickson, Debrah Wirtzfeld and John Van Aerde

This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health…

Abstract

Purpose

This is the first study to compile statistical data to describe the functions and responsibilities of physicians in formal and informal leadership roles in the Canadian health system. This mixed-methods research study offers baseline data relative to this purpose, and also describes physician leaders’ views on fundamental aspects of their leadership responsibility.

Design/methodology/approach

A survey with both quantitative and qualitative fields yielded 689 valid responses from physician leaders. Data from the survey were utilized in the development of a semi-structured interview guide; 15 physician leaders were interviewed.

Findings

A profile of Canadian physician leadership has been compiled, including demographics; an outline of roles, responsibilities, time commitments and related compensation; and personal factors that support, engage and deter physicians when considering taking on leadership roles. The role of health-care organizations in encouraging and supporting physician leadership is explicated.

Practical implications

The baseline data on Canadian physician leaders create the opportunity to determine potential steps for improving the state of physician leadership in Canada; and health-care organizations are provided with a wealth of information on how to encourage and support physician leaders. Using the data as a benchmark, comparisons can also be made with physician leadership as practiced in other nations.

Originality/value

There are no other research studies available that provide the depth and breadth of detail on Canadian physician leadership, and the embedded recommendations to health-care organizations are informed by this in-depth knowledge.

Details

Leadership in Health Services, vol. 29 no. 3
Type: Research Article
ISSN: 1751-1879

Keywords

Article
Publication date: 4 July 2023

Caroline Blake and Mark Fielding

There is a significant volume of literature relating to the mentoring needs of new principals and vice/deputy principals, but little is known about the mentoring needs of recently…

Abstract

Purpose

There is a significant volume of literature relating to the mentoring needs of new principals and vice/deputy principals, but little is known about the mentoring needs of recently appointed middle leaders in an educational setting. This study explored the mentoring needs of five female middle leaders at a K–12 case study school of 550 students in Perth, Australia.

Design/methodology/approach

Each participant had three mentoring sessions, followed by a semi-structured interview using open-ended questions to provide data on the participants' mentoring needs. The research was framed within an interpretive phenomenology paradigm that focussed on the participants' perceived experiences and how they then interpreted these experiences. One of the researchers was active in this research, acting as the mentor (Neubauer et al., 2019; Smith and Osborn, 2021).

Findings

The findings of this study revealed the importance of the mentor being a “critical friend”. In addition, the participants referred to leadership identity, leadership from the middle, managing relationships and gender as other important mentoring needs.

Originality/value

This empirical study contributes original findings on the mentoring needs of a previously neglected group of educational leaders who provide an essential bridge between classroom practitioners and senior leadership in Australian schools. This study is unique because it links these mentoring needs to the practice architectures, factors at the case study school that either constrained or enabled middle leading (Kemmis et al., 2014).

Details

International Journal of Mentoring and Coaching in Education, vol. 12 no. 3
Type: Research Article
ISSN: 2046-6854

Keywords

Book part
Publication date: 8 July 2021

Christian Thoroughgood

The term “destructive leadership” has been utilized as an overarching expression to refer to various “bad” leader behaviors thought to be associated with damaging outcomes for…

Abstract

The term “destructive leadership” has been utilized as an overarching expression to refer to various “bad” leader behaviors thought to be associated with damaging outcomes for followers and organizations. Yet, there is a recognition in the broader leadership literature that leadership involves much more than the behaviors of leaders. It is a dynamic, cocreational process that unfolds between leaders, followers, and environments, the product of which results in group outcomes. In this chapter, I argue that in order to achieve a more balanced view on destructive leadership, it is vital to develop more integrative approaches that are grounded in the contemporary leadership discourse and that recognize flawed or toxic leaders, susceptible followers, and conducive environments as interdependent elements of a broader destructive leadership process. To this end, I provide a critique of the extant literature, propose a broader definition of destructive leadership, and discuss strategies to examine destructive leadership in a broader, holistic manner.

Details

Destructive Leadership and Management Hypocrisy
Type: Book
ISBN: 978-1-80043-180-5

Keywords

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