Journal articles on the topic 'Executive leaders'
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Longenecker, Clinton, and Mike McCartney. "The benefits of executive coaching: voices from the C-suite." Strategic HR Review 19, no. 1 (January 30, 2020): 22–27. http://dx.doi.org/10.1108/shr-06-2019-0048.
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Purpose The purpose of this paper is to provide readers with research findings based on qualitative data that describe the benefits of executive coaching from a sample of 70 senior business executives, all of whom have a personal executive coach. In addition, the paper provides readers with specific questions concerning their organizations’ approach to executive leadership development and the application of these potential benefits to their enterprise. Design/methodology/approach The findings of this study are based on personal interviews with 30 executives and ten four-person focus groups in which both sets of participants were asked to describe personal and organizational benefits associated with their experiences in using executive coaches. Findings Interviews and focus group findings converged around a number of benefits associated with effective executive coaching. These benefits included improved executive focus, better alignment of key leadership behaviors, candid and ongoing feedback, accountability for appropriate leader behaviors, improved emotional intelligence and ego control and personal support and encouragement, among others. Research limitations/implications This qualitative study provides empirical evidence of the benefits of executive coaching from the perspective of senior business leaders. These findings provide researchers with specific criteria that can be tested and measured on a larger scale. The primary limitation of the study is the small sample size of only 70 executives. Practical implications The findings of this research provide a compelling set of benefit trends that individual executives, boards of directors and organizations need to consider in the development of their senior leaders. Specific questions are included to guide practitioner’s thinking concerning executive coaching and its role in their organizations. Social implications These findings make a compelling case that senior leaders can become more effective and can experience great benefits when they properly make use of an effective executive coach. The development of senior leaders using this tool can have a powerful impact on organizational performance and organization’s culture. Originality/value A review of the literature will reveal that anecdotal evidence abounds, but there is limited empirical research chronicling the true benefits of executive coaching.
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Leeds, J. Peter, Krystal N. Roach, Scott K. Burtnick, and Holly M. Moody. "Development and validation of an executive training and development-type taxonomy." Journal of Workplace Learning 30, no. 6 (August 13, 2018): 442–68. http://dx.doi.org/10.1108/jwl-01-2018-0025.
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Purpose The purpose of this study is to develop and validate a taxonomy useful for classifying the training activity preference patterns adopted by executives and for describing how these patterns relate to important workplace measures. Although many organizations hold that well-trained and developed leaders are important for organizational success, little is known about the patterns of self-developmental activities that such leaders choose to initiate and how such training impacts organizational outcomes. Understanding these patterns may be useful in characterizing leaders in terms of training interest and showing a relation between executive training and valued organizational outcomes. Design/methodology/approach Using a sample of 4,624 senior executives who completed a training activity and attitude survey, cluster analysis was used to derive a five-type training and development (T&D) taxonomy. Types varied by training activity pattern/attitudes and the proportion of well-trained and less-well-trained executives in each agency were described. The researchers collected an independent sample of employee perceptions of engagement and leader effectiveness and number of equal employment opportunity (EEO) complaints within each agency. Findings Organizations with higher concentrations of well-trained/developed leaders tend to have employees with more favorable workplace attitudes and higher regard for senior leaders and generate smaller proportions of EEO complaints. Research limitations/implications Data were collected from 2011 and 2012, government leaders were sampled, and outcome analyses were conducted at the agency level rather than at the individual level. Practical implications A link between leader training and organizational outcome is useful for promoting and justifying such training to stakeholders. Social implications Characterizing leaders by training pattern will be useful in examining training usage/interest and in crafting programs tailored to leaders of different patterns. Originality/value An executive training pattern taxonomy is unique in the literature and evidence linking such training to outcome is rare.
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Frugé, Kimberly R. "Repressive agent defections: How power, costs, and uncertainty influence military behavior and state repression." Conflict Management and Peace Science 36, no. 6 (October 19, 2019): 591–607. http://dx.doi.org/10.1177/0738894219881433.
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Leaders are incentivized to repress in the face of mobilized dissent. However, leaders are unable to repress alone and rely on repressive agents, who can shirk the order and weaken the leader’s control. I use a formal model to analyze when the leader can use repression strategically to avoid defection, based on leader type. Each type has incentives to repress to distort the leader’s risk of removal and thus deter defection. Power, cost, and uncertainty are important in both the leader’s and the agent’s decision to repress. Testable hypotheses reveal how executive power and punishment influence the level of repression.
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Nyukorong, Remy, and William Quisenberry. "Character Traits Of Effective Executives: A Phenomenological Study Of Ceos In Ghana." European Scientific Journal, ESJ 12, no. 20 (July 30, 2016): 69. http://dx.doi.org/10.19044/esj.2016.v12n20p69.
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Leadership in organizations has been widely studied in the literature. However, scant research could be found exploring the critical personality characteristics business executives need to have in order to lead corporate organizations more effectively. This qualitative, phenomenological study was designed to investigate the lived experience of top-level business leaders in leadership roles. Ten Chief Executive Officers of Ghana Club 100 were interviewed and told their experience as leaders. The email and face-to-face interview transcripts were coded and analyzed for themes. The following personality attributes emerged from the study which were found to support and promote strong executive effectiveness: integrity, forward-looking, selfconfidence, emotional intelligence and maturity, and caring for others. The study significance provides information to Board of Directors of Ghanaian Corporations in the selection, promotion, and training of executive-level managers, and potentially lower the costs associated with losing highpotential executive leaders. The study findings could also help business schools and management consultants to focus better on preparing business leaders for the future. A major limitation of the study was the small sample size, which may require caution in generalizing the findings to the entire population. The current study is one of the first to be carried out in Ghana on leader personality traits.
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Rao, M. S. "Grooming management graduates as leaders, entrepreneurs and chief executives." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 27–30. http://dx.doi.org/10.1108/hrmid-07-2015-0128.
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Purpose – Prepares management graduates to become leaders, entrepreneurs and chief executives. Design/methodology/approach – Offers leadership lessons based on the career of Jack Welch, former Chief Executive and Chairman of General Electric. Findings – Shows that becoming a chief executive requires consistent and persistent effort. Practical implications – Shows that the lessons can be applied in any industry to prepare management graduates as leaders, entrepreneurs and chief executives. Social implications – Shows how to groom management graduates as successful leaders, entrepreneurs and chief executives. Originality/value – Highlights what business schools do not teach. Emphasizes the importance of both classroom learning and corporate experience. Outlines tools and techniques to fast-track a career.
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Allen, Stuart, and Louis W. Fry. "Spiritual development in executive coaching." Journal of Management Development 38, no. 10 (November 11, 2019): 796–811. http://dx.doi.org/10.1108/jmd-04-2019-0133.
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Purpose Spiritual topics emerge in executive leadership coaching. However, the scholarly literature has emphasized the performance development aspects of executive coaching (EC) more than the development of executives’ inner lives, although there is some evidence of practitioners addressing spiritual topics. Executive leaders have spiritual needs and executive coaches may be well positioned to address the intersection of the leaders’ work and spiritual lives, provided coaches observe skill boundaries and the limitations of the coaching context. The purpose of this paper is to discuss the merits of including spiritual development (SDev) in EC and how executive coaches can incorporate it in their practice. Design/methodology/approach EC, SDev and spiritual direction are compared, drawing attention to conflicting and complementary aspects of SDev applied in EC. Organizations’, clients’ and coaches’ likely concerns about such integration are explored and addressed. Suitable contexts, principles, a basic developmental framework and practical steps for executive coaches considering the inclusion of SDev in EC are proposed. Findings The paper provides coaches, consultants, executives and those charged with executive development with a foundational understanding of the role of SDev in EC. Originality/value A framework is provided for professionals involved in executive management development to address executive leaders’ spiritual needs through EC.
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Lichtenstein, Scott, and Pat Dade. "The Shareholder Value Chain: Values, Vision and Shareholder Value Creation." Journal of General Management 33, no. 1 (September 2007): 15–31. http://dx.doi.org/10.1177/030630700703300102.
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Business now almost universally accepts that the primary management task is value creation. The impact of leaders’, directors' and executives' personal values in the value creation process has been largely ignored in the literature. This paper seeks to redress the current situation by proposing that the needs and values of leaders and executives drive the vision, goals and strategies to create shareholder value. Yet, while most directors and senior managers will be at ease with pushing the organisation farther and faster in the creation of new methods to create more shareholder value, this is creating dis-ease amongst other directors, executives and the organisations' operator who have different values. This disease potentially stymies leaders' and boards' ability to create more value for shareholders. By understanding the values dynamic and asking different questions, boards and leaders can motivate the culture to create more value. The objective of this paper is to build on previous executive values research by examining the impact of how the values of one executive value group translate into methods of creating shareholder value and proposing the linkage between leaders values and shareholder value. First, a theoretical background is provided. Next, the results of empirical research into executive values are briefly reviewed and combined with data and insights from proprietary market research to discuss how the needs and values of one executive value group impact on strategic leadership factors driving shareholder value creation methods. This is followed by proposing a conceptual framework illustrating the linkages between leaders' values and shareholder value creation with propositions. Conclusion and implications are drawn and finally limitations and areas for further research are provided.
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Tkaczyk, Bart. "Crafting continuing learning and development: a positive design tool for leadership development." Development and Learning in Organizations: An International Journal 28, no. 4 (June 2, 2014): 5–8. http://dx.doi.org/10.1108/dlo-10-2013-0079.
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Purpose – The purpose of this paper is to consider leaders as continuing learning and development (L&D) crafters. Design/methodology/approach – To maximize leaders’ “self-awareness” and “learning agility”, this article addresses itself to positive, purposeful and planned self-development by means of continuing L&D crafting. Findings – Executing leader’s structured and personalized developmental portfolios produce both personal and organizational gains, as reported by participants in the global “Learning Entrepreneurs” research project. Practical implications – The article offers a “designy” tool that executives can use in the workplace and outside. Social implications – Apart from the fact that it seems highly practical to employ L&D crafting as a business leadership development method, one can extrapolate this idea, and recommend this technique to leaders outside of business. This may transform institutions at large into learning organizations. Originality/value – Rooted in design thinking and positive organizational studies, the article advances a “continuing developmental portfolio” made up of two components: a continuing executive development “Check-in” and “Design”. These together are a mechanism for natural and disciplined learning from opportunistic incidents.
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Cole, Loressa, and Jeffrey N. Doucette. "Meet ANCCʼs New Executive Leaders." JONA: The Journal of Nursing Administration 47, no. 10 (October 2017): 472–73. http://dx.doi.org/10.1097/nna.0000000000000526.
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Miller, Steven V. "Individual-level expectations of executive authority under territorial threat." Conflict Management and Peace Science 34, no. 5 (October 28, 2015): 526–45. http://dx.doi.org/10.1177/0738894215600384.
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What makes individuals likely to support state leaders with few constraints on executive authority? Leaders who reorganize power around their position seem inimical to most individuals’ welfare. Yet in many countries these leaders receive broad popular support when citizens feel some type of threat. This study argues that territorial threat leads individuals to support this type of state leadership. Mobilization of the military for defense of territory requires discretion by the state leader, leading individuals to interpret checks and balances as obstacles to security. The results using mixed effects logit analyses show a robust connection between territorial threat and individual-level expectations of the state leader. Individuals who live in states under territorial threat are more likely to prefer a state leader unconstrained by legislative process or other checks and balances. The analyses provided in this study have important implications for the study of popular support of democracy.
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Topal, Zehra, and Yasemin Torun. "Evaluation of Executive Selection from Perspective of the Corporate Reputation: a Research on Financial Institutions' Executives in Turkey." European Journal of Social Sciences Education and Research 1, no. 1 (May 1, 2014): 106. http://dx.doi.org/10.26417/ejser.v1i1.p106-111.
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In this study, it's examined reasons for executive selection based on data is obtain in Turkish Financial Sector context. Executive selection as an organizational behavior is extensively studied from perspective of contingency theory, resource dependency theory, institutional theory and agency theory. According to the theory of contingency, executive selection decisions depends on the characteristics of executives or performance of executives. On the other hand agency theory perspective sees executives aspects of agency cost. in terms of resource dependency theory, those organizational behaviors are explained by organizations need to manage dependencies. According to resource dependence theory, organizations that are dependent on environmental actors in order to gain power and control provide executive selection. As an intangable asset and strategic tool Corporate Reputation is defined by Fombrun (1996: 70) as " a perceptual representation of a company's past actions and future reprospects that describes the firm's overall appeal to all of its key constituents when compared with other leading rivals". So Corporate Reputation effects its relationship with all stakeholders and it is essential for its survival (Rose, 2004). Leadership and vision is one of the compotent of Corporate Reputation and an important dimension of Reputation measurement. in the Fortune, Management Today, Financial Times, Rayner (2001), Reputation Quotient and Reputex Social Responsibility Ratings (Bebbington, Larrinaga- Moneva 2008), Management quality and leadership is one of the elements that is focused on evaluation and measurement of the construct. Similarly, in different reputation raking surveys such as Reputation Quotient, Fortune, Capital and Good reputatin index, quality of management is a basic criteria for Corporate Reputation. As leadership and vision can make the organization gain more reputation in the eyes of the stakeholders, a crisis created by the leader can also yield to the loss of the Reputation (Okur ve Akpınar, 2012). Leaders and top management are the most visible people and they represent their companies in all areas. Therefore for the companies want to build a good reputation, protect and development it successfully, leaders and top management is essential. They are expected to hire managers and leaders who contrubute company's Corporate Reputation. Moreover, they are expected to establish selecting criterias that approprate to this aims for management or leader positions. The paper draws on both quantitative and qualititative analyses. Firstly it reveals the demographic profile of executives. Secondly, it applies a discourses analysis of interviews of 82 managers gathered from company magazines or other published materials. According to the results of the study, it is observed that selecting process of candidates for executives of firms heavily takes into account the prestige of the school they graduated and worked in the past. Further, gender is also considered as a matter corporate reputation in this selection process; %92 of executive positions are occupied by men.
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Zuber, Jennifer. "Executive Excellence: Protocols for Healthcare Leaders." AORN Journal 81, no. 4 (April 2005): 901–2. http://dx.doi.org/10.1016/s0001-2092(06)60373-6.
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Silvestri, Richard F. "Building Leaders Through Planned Executive Development." Leader to Leader 2013, no. 68 (March 2013): 19–26. http://dx.doi.org/10.1002/ltl.20070.
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Caro, Denis H. J. "Toward Executive Support Systems in Health Management: Strategic Leadership Imperatives." Healthcare Management Forum 11, no. 1 (April 1998): 27–33. http://dx.doi.org/10.1016/s0840-4704(10)61001-0.
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Executive support systems (ESSs) complement information technologies and add value to the work of senior health executives by enhancing management effectiveness, efficiency and productivity. This article examines the characteristics of executive support systems and their promising implications for executives in health services delivery. The systems' critical success factors are highlighted through a review of key development and management implementation strategies. The article concludes with a commentary on the fundamental significance of ESSs for health service leaders and managers.
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Coghlan, David, A. B. (Rami) Shani, Jonas Roth, and Robert M. Sloyan. "Executive development through insider action research: voices of insider action researchers." Journal of Management Development 33, no. 10 (October 7, 2014): 991–1003. http://dx.doi.org/10.1108/jmd-06-2012-0072.
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Purpose – The purpose of this paper is to address the fundamental question “can insider action research approach trigger and enhance simultaneously executive development and company performance”. To answer this question the framework of first, second and third person practice is useful in capturing the range of experiences and challenges that the executives face as they work to lead change in their organizations. Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership competencies. Design/methodology/approach – Insider action research. Findings – Insider action research offers a value-added approach to management development and executive education programmes. It extends the acquisition of basic business disciplinary knowledge to the development of the competency (knowledge and skills) to design, facilitate and lead change by the rigours of the action research process and through a focus on first, second and third person practice. Research limitations/implications – Action research is particular and generates actionable knowledge in localized settings. Further cases in how executives engage in insider action research as they lead change in their organizations are needed to extend this underdeveloped approach. Practical implications – Yet, despite wide spread executive educational programmes and the rhetoric about the need to make executive education more relevant to organizational needs, an astonishing number of business leaders claim that executive programmes and executive degrees fail in addressing the emerging needs of business leaders. Insider action research provides a radically different executive education orientation. Originality/value – Insider action research is an approach that facilitates executive development, creates new knowledge and develops change leadership capabilities.
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Norris-Tirrell, Dorothy, Jennifer Rinella, and Xuan Pham. "Examining the Career Trajectories of Nonprofit Executive Leaders." Nonprofit and Voluntary Sector Quarterly 47, no. 1 (July 24, 2017): 146–64. http://dx.doi.org/10.1177/0899764017722023.
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Although much has been written about the need for effective nonprofit leadership and management, less attention has been paid to the unique career paths taken by professionals who occupy the highest nonprofit staff positions. This study investigated who is serving in the role of executive leader of nonprofit organizations and the variables that may affect reaching the CEO position. Data for this research included a random sample of LinkedIn profiles of local and regional leaders from 12 national nonprofit organizations. K-modes cluster analysis and multiple regression modeling revealed clues for understanding the career trajectories of current top leaders and resulted in the development of a new typology for nonprofit executive career paths. Significant factors affecting the path to the CEO role included gender, education, age, mission-focused career, and sector-specific experience. These findings inform nonprofit professional career decision making and guide boards in the executive selection process.
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Mthunzi, Mncane, Bhasela Yalezo, and Cecile Gerwel Proches. "Leadership development and diversity in JSE-listed companies." Corporate Governance and Organizational Behavior Review 6, no. 3 (2022): 87–96. http://dx.doi.org/10.22495/cgobrv6i3p8.
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The study sought to reveal and analyze the causes for the lack of advancement of black talent in Johannesburg Stock Exchange (JSE)-listed companies, including how they can be dealt with. The research further examined the impact of leadership development on the acceleration of black talent at executive levels within the JSE-listed companies in South Africa. A qualitative research approach was employed. This was an exploratory study. This paradigm was considered suitable in attempting to understand the problem situation. The study used purposive, non-probability sampling. The data were obtained from 16 semi-structured interviews conducted with different business leaders employed by or who served on the board of directors of a JSE-listed company. The respondents included board chairpersons, chief executives, executives, and human resources (HR) practitioners of different companies. Leadership development will require a transformational approach from leaders who need to sponsor such outcomes (Daft, 2018). The leadership development initiatives that the study recommends include the conversion of non-executives to executives, career sponsorships, stretch assignments and rotations, and executive assistant initiatives. The study outcomes provide practical guidance to companies for accelerating black talent to executive levels in JSE-listed companies by using the recommended leadership development initiatives
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Fisher, Mark, David L. Franklin, and Jerrold M. Post. "Executive dysfunction, brain aging, and political leadership." Politics and the Life Sciences 33, no. 2 (2014): 93–102. http://dx.doi.org/10.2990/33_2_93.
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Decision-making is an essential component of executive function, and a critical skill of political leadership. Neuroanatomic localization studies have established the prefrontal cortex as the critical brain site for executive function. In addition to the prefrontal cortex, white matter tracts as well as subcortical brain structures are crucial for optimal executive function. Executive function shows a significant decline beginning at age 60, and this is associated with age-related atrophy of prefrontal cortex, cerebral white matter disease, and cerebral microbleeds. Notably, age-related decline in executive function appears to be a relatively selective cognitive deterioration, generally sparing language and memory function. While an individual may appear to be functioning normally with regard to relatively obvious cognitive functions such as language and memory, that same individual may lack the capacity to integrate these cognitive functions to achieve normal decision-making. From a historical perspective, global decline in cognitive function of political leaders has been alternatively described as a catastrophic event, a slowly progressive deterioration, or a relatively episodic phenomenon. Selective loss of executive function in political leaders is less appreciated, but increased utilization of highly sensitive brain imaging techniques will likely bring greater appreciation to this phenomenon. Former Israeli Prime Minister Ariel Sharon was an example of a political leader with a well-described neurodegenerative condition (cerebral amyloid angiopathy) that creates a neuropathological substrate for executive dysfunction. Based on the known neuroanatomical and neuropathological changes that occur with aging, we should probably assume that a significant proportion of political leaders over the age of 65 have impairment of executive function.
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Vlachopoulos, Dimitrios. "Organizational Change Management in Higher Education through the Lens of Executive Coaches." Education Sciences 11, no. 6 (May 31, 2021): 269. http://dx.doi.org/10.3390/educsci11060269.
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This study investigated perceptions of organizational change management among executive coaches working with British higher-education leaders and factors that make leaders effective when managing change. This basic qualitative research used semi-structured interviews with eight executive coaches selected through purposeful sampling. As main challenges to efficient, inclusive change management, participants mentioned leaders’ lack of a strategic vision or plan, lack of leadership and future leader development programs, and lack of clarity in decision-making. They recognized that leaders’ academic and professional profiles are positively viewed and said that, with coaching and support in leadership and strategic planning, these people can inspire the academic community and promote positive change. Additional emphasis was given to the role of coaching in the development of key soft skills (honesty, responsibility, resiliency, creativity, proactivity, and empathy, among others), which are necessary for effective change management and leadership in higher education. The paper’s implications have two aspects. First, the lessons of the actual explicit content of the coaches’ observations (challenges to efficient change management and views of leaders); second, the implications of these observations (how coaching can help and what leaders need).
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Hall, Nina, and Ngaire Woods. "Theorizing the role of executive heads in international organizations." European Journal of International Relations 24, no. 4 (November 30, 2017): 865–86. http://dx.doi.org/10.1177/1354066117741676.
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International Relations scholars have long neglected the question of leadership in international organizations. The structural turn in International Relations led to an aversion to analysing or theorizing the impact of individuals. Yet, empirical studies suggest that different leaders affect the extent to which international organizations facilitate cooperation among states and/or the capacity of a global agency to deliver public goods. It is difficult to study how and under what conditions leaders have an impact due to the challenges of attributing outcomes to a particular leader and great variation in their powers and operating context. We offer a starting point for overcoming these challenges. We identify three different types of constraints that executive heads face: legal-political, resource and bureaucratic. We argue that leaders can navigate and push back on each of these constraints and provide illustrations of this, drawing on existing literature and interviews with executive heads and senior management of international organizations. Executive heads of international organizations may operate in a constrained environment but this should not stop scholars from studying their impact.
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Huang, Lei Vincent, and Tien Ee Dominic Yeo. "Tweeting #Leaders." Internet Research 28, no. 1 (February 6, 2018): 123–42. http://dx.doi.org/10.1108/intr-08-2016-0248.
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Purpose To better understand executive communication on social media, the purpose of this paper is to examine the pattern of messages posted by chief executive officers (CEOs) on Twitter and their retweetability (rate of reposting by other users). Design/methodology/approach The study data comprises 1,068 original tweets randomly selected from all Fortune 1000 CEOs’ tweets in 2014. The impact of the contextual factors (industry background, activeness, and Twitter age) and content factors (content types, supplementary information, and linguistic features) on retweetability was examined through regression analyses. Findings CEOs tweet to share information and insights, to promote their companies or products, to update work or life status, and to interact with the public. Original insights, promotional messages, and seasonal greetings were most likely to be retweeted. CEOs’ backgrounds, usage of hashtags, and certainty of language were also positively associated with retweetability. Practical implications CEOs may enhance their online social influence through demonstrating leadership by sharing insights about their organization or industry and posting topical messages (e.g. season’s greetings). Furthermore, CEOs could use hashtags strategically to initiate or participate in discussions and promote their personal visibility. Originality/value This study is one of the first to evaluate how leaders of the largest companies in the USA communicate on Twitter. It contributes to a theoretical understanding of the factors underlying online influence – the influence of the status of the online communicator vs the message content on information forwarding.
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Kohnen, James. "Executive Intelligence: What All Great Leaders Have." Quality Management Journal 14, no. 1 (January 2007): 58–59. http://dx.doi.org/10.1080/10686967.2007.11918016.
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Allen, Stuart, and Peter Williams. "Navigating the Study of Executive Leaders’ Spirituality." Journal of Management Inquiry 26, no. 2 (December 20, 2016): 216–24. http://dx.doi.org/10.1177/1056492616679734.
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Rogers, Robert W., and Audrey B. Smith. "Spotting executive potential and future senior leaders." Employment Relations Today 31, no. 1 (2004): 51–60. http://dx.doi.org/10.1002/ert.20006.
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Wong, Michael, and Davey Yeung. "Permission-based Leadership and Change Management in Hong Kong's Nongovernment Organisations." Nang Yan Business Journal 3, no. 1 (December 1, 2014): 67–91. http://dx.doi.org/10.1515/nybj-2015-0006.
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Abstract This study addresses the management of transformational change by chief executives in nongovernment organisations (NGOs) in Hong Kong. The study takes an exploratory approach with interviews of 18 chief executives from a cross section of Hong Kong's NGOs. The findings indicate that organisational transformation is driven by increasing competition within the NGO sector and from commercial firms, by a demand for greater transparency and by internal forces. These factors are countered by structural inertia. Leadership of the organisational transformation of an NGO is permission-based; agreement from the various stakeholders must be gained to execute a successful transformation. The chief executive should have a humanistic style and be visionary, ethical and participative. Constant communication and involvement facilitate this process. Through this approach, followers will have a greater commitment to the organisational transformation. Organisational change is a combination of planned and emergent processes. The chief executive should relax control and foster a nurturing environment for transformation. This research suggests a leadership style, behavioural approach and model for managing change that will provide chief executives and senior leaders with useful considerations and insights.
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Agnew, Tom, and Shelly Oakley. "Executive Perspectives." Leading Edge 39, no. 10 (October 2020): 698. http://dx.doi.org/10.1190/tle39100698.1.
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SEG Advanced Modeling Corporation (SEAM) is a not-for-profit research arm of SEG. It organizes collaborations among industry, government, and academia to address major industry subsurface challenges. By doing so, SEAM provides a forum for industry leaders to resolve geophysical problems of common interest and advance subsurface management research and development through numerical modeling and computation.
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Banyi, Monica, and Rebecca A. Bull Schaefer. "A commitment to change? CEO pay and alignment with environmental, social, and governance objectives." Corporate Ownership and Control 19, no. 4 (2022): 42–54. http://dx.doi.org/10.22495/cocv19i4art4.
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In the 2019 Business Roundtable “Statement on the Purpose of a Corporation”, over two hundred executives committed to expanding the focus of their respective corporations beyond shareholder primacy. Following advice from agency theory, compensation committees traditionally seek to align executive pay with desired organizational outcomes. Our qualitative study examines whether the signatories made discernible changes to executive compensation structures to align executive incentives with a broader stakeholder view. We observe the compensation committee reports of 135 signatory firms’ proxy statements for the fiscal year ending 2020, to identify whether each firm’s incentive compensation structure included measures aligned with the firm’s commitment to a stakeholder focus. Nearly half of the sample firms continued to reward executives exclusively using measures to assess financial objectives, although thirteen made promises to include stakeholder corporate performance measures in their 2021 compensation programs. Although most leaders say they act in all stakeholder interests, we do not find evidence that these leaders are incentivized to implement the strategic and organizational changes to ensure their firms consider the environmental, social, and sustainable implications of their decisions. Future research should follow these firms’ financial performance to observe strategic consequences to action versus inaction to change.
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Wasylyshyn, Karol M. "A road resisted: ‘Fakers’ in executive coaching and how to avoid wasting company resources on them." Coaching Psychologist 16, no. 1 (June 2020): 34–40. http://dx.doi.org/10.53841/bpstcp.2020.16.1.34.
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While executive coaching (EC) persists as a major development resource for senior business leaders, an untold story is that some leaders actually ‘fake’ their participation. In doing so, they fail to evolve as leaders and they waste company resources. This article discusses key ‘faking’ factors and underscores the criteria of ideal executive coaching clients – especially those who are focused on making behavioural changes that will strengthen their leadership effectiveness. Finally, a convenient checklist is provided for company EC decision makers as a tool for getting the most from executive coaching (i.e. not wasting executive development resources on EC).
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Prystupa-Rządca, Kaja, and Maciej Rządca. "DEVELOPMENT OF FUTURE LEADERS THROUGH TRANSFORMATIONAL EXECUTIVE EDUCATION PROGRAMS." Problems of Management in the 21st Century 16, no. 2 (December 15, 2021): 112–21. http://dx.doi.org/10.33225/pmc/21.16.112.
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The goal of executive education programs is to prepare the leaders to act in swiftly changing business and social environment. However, various research show that the program completion may not induce the expected change unless it has more transformational nature. In other words, the program curriculum should put more emphasis on soft skills development and incorporation of experiential learning methods. Therefore, the quantitative, longitudinal research was conducted among participants of executive education program at a highly ranked university which met the criteria of transformational education program. The study aimed to measure the change at the level of basic motivators among 71 Executive MBA students that occurred during 2 years of studies at the executive program using REISS Motivation Profile®. There were discovered significant changes in 5 motivators: Acceptance, Social Contact, Status, Order and Tranquility. The results indicate that the program participants become leaders that are more oriented towards collaboration with others and value more planning and balanced approach to management. The results bring valuable indication for both university management and educators calling for changes in the executive education curriculum. Keywords: executive education, leadership development, RMP®, quantitative research
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Meng, Anne. "Accessing the state: Executive constraints and credible commitment in dictatorship." Journal of Theoretical Politics 31, no. 4 (September 18, 2019): 568–99. http://dx.doi.org/10.1177/0951629819875515.
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When do executive constraints provide credible commitment power in dictatorships, and under what conditions do leaders establish such constraints? This article argues that institutions successfully constrain autocrats only when elites are given real access to state power, such as appointments to key governmental positions. I present a game theoretic model in which an autocratic leader decides whether to establish binding constraints at the start of her rule. Doing so shifts the future distribution of power in favor of elites, alleviating commitment problems in bargaining. I show that leaders are likely to place constraints on their own authority when they enter power especially weak, and these initial decisions shape the rest of their rule. Even if a leader enters power in a uniquely weak position vis-á-vis other elites, and is on average, quite strong, the need to alleviate commitment problems in the first period swamps expectations about the future distribution of power. I illustrate the model’s findings through case studies of Cameroon and Côte d’Ivoire.
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J. Montana, Patrick, Francis Petit, and Tara M. McKenna. "Marketing executive development in a changing world: the needed executive skills." Journal of Management Development 33, no. 1 (February 4, 2014): 48–56. http://dx.doi.org/10.1108/jmd-11-2013-0136.
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Purpose – The purpose of this paper is to identify the challenges and marketing executive development needs of the future as revealed in surveys of senior marketing executives, chief marketing officers and CEOs of major corporations in the USA and globally. Design/methodology/approach – A historical analysis of the marketing function, its importance and emerging needs was conducted. Findings – Within this paper, the two questions of key importance that will be explored to manage marketing in tomorrow's world are as follows: what emerging trends present challenges to the marketing executive of the future? And what skills and knowledge trends and changes demand that the effective marketing executive acquire? The conclusion of this study indicate that the marketing executive of the future must have the needed skills in managing innovation and change, educating and developing leaders, understand technology, formulate and implement strategy, apply new leadership concepts, collaborate with government, anticipate social and technological advances, become more customer oriented and be more flexible. Originality/value – The paper is valuable in that it highlights the challenges and needs of senior marketing executives going forward in a changing world.
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Gilani, Uzma Syeda, and Umar Ali Khan. "A Comparative and Narrative Analysis: Executive Leader as Team Builder at the University Level." Global Social Sciences Review IV, no. III (September 30, 2019): 39–47. http://dx.doi.org/10.31703/gssr.2019(iv-iii).06.
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This study was to compare and narrate the difference in the role of team building, through self-assessed inventory by VC (Executive Leader), observation sheet filled by co-workers as well as the narrated view of executive leaders regarding team-building of the newly established University of the region. Concurrent triangulation mixed-method design was followed. Vice-Chancellors of all Public universities of Khyber Pakhtunkhwa, Pakistan constitutes the population of the study. According to the design, the same sampling technique was used. Four ViceChancellors of newly established Universities and five observers among their co-workers of each VC were taken as respondents of the study. There were significant differences among the self-assessed views of VCs regarding team building and views of their coworkers and narrative views of executive leaders at newly established universities. For team leadership, egalitarian style, knowledge of emotional intelligence and target-oriented communication are recommended
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Santora, Joseph C., Gil Bozer, and Mari Kooskora. "Views of Estonian nonprofit executives on succession: lessons from the field." Development and Learning in Organizations: An International Journal 33, no. 3 (May 7, 2019): 5–8. http://dx.doi.org/10.1108/dlo-08-2018-0098.
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Purpose The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations. Design/methodology/approach This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives. Findings Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unexpected behavior, and possible ethical issues were key risk factors associated with succession; and mixed opinions were received regarding the advantages and disadvantages of succession planning. Research limitations/implications Narrow focus on Estonian nonprofit organizations and their executives, purposive sampling, and single qualitative research method. Results may not be applicable to other nonprofits. Practical implications Practitioners of Estonian nonprofits can better understand the implications of executive succession issues. Lessons learned may help other nonprofit leaders. Social implications Having a carefully crafted succession plan can enable smoother transitions between organizational leaders and create organizational stability, thereby ensuring a continuous delivery of goods and services to clients. Originality/value Seminal research – this is the first study of its kind on Estonian nonprofit organizations and executive succession issues. This paper can serve as a foundation for further research on Eastern European nonprofits.
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Wasylyshyn, Karol M., Hal S. Shorey, and Jason S. Chaffin. "Patterns of leadership behaviour: Implications for successful executive coaching outcomes." Coaching Psychologist 8, no. 2 (December 2012): 74–85. http://dx.doi.org/10.53841/bpstcp.2012.8.2.74.
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An analysis of 300 business executive coaching cases resulted in the identification of three leadership behaviour patterns. These patterns were conceptualised on a continuum of remarkable, perilous, and toxic behaviour. It is suggested that the ability to recognise where their clients are on this behavioural continuum may aid executive coaches in sustaining coaching traction and achieving successful outcomes. This article presents several factors in a coach/boss partnership approach that helped discern where these executives fell on this continuum, as well as preliminary psychometric data that indicate the empirical validity of these leadership behaviour patterns. Further, based on using this behaviour patterns information in hundreds of positive coaching outcomes, specific coaching guidance is also provided. This guidance is based on an insight-oriented coaching model focused on promoting behaviour change most often in the area of emotional intelligence (EQ). Helping remarkable executives to leverage their reciprocal engagement with others can accelerate coaching success with these leaders. Minimising executives’ deep-seated feelings of ‘unrequited work’ is key for the effective coaching of those with a perilous behaviour pattern. Leaders with predominately toxic behaviours warrant particular scrutiny at the needs assessment stage for they may or may not be viable coaching candidates.
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Lipscombe, Kylie, Sharon Tindall-Ford, and Peter Grootenboer. "Middle leading and influence in two Australian schools." Educational Management Administration & Leadership 48, no. 6 (October 17, 2019): 1063–79. http://dx.doi.org/10.1177/1741143219880324.
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Increasingly, educational systems are appreciating the importance of middle leaders leading educational improvement in schools. Schools depend on middle leaders to lead site-based educational development in areas including curriculum development, teacher professional learning and student learning improvement. Middle leaders are in a unique but complex position where they influence both executive leadership and teachers within the school organisation. Adopting case study methodology to investigate the practices and influence of middle leaders leading a school-based educational development project, three semi-structured interviews and artefacts from two middle leaders were collected over eight months. The theory of practice architectures afforded an examination of data to explain the conditions and arrangements enabling and constraining the middle leaders’ practices of influence. The findings showed middle leaders’ influence was dependent on executive leadership support, time, formal role descriptions and trusting relationship. Furthermore, the results reveal middle leaders can influence educational development at the school level through advocating for, collaborating with, and empowering colleagues to support teacher ownership of site-based projects. Of interest, this study showed influence can be reciprocal, between middle leaders and colleagues, and between middle leaders and executive leadership.
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Brown, Damon. "Leadership Hiring: Does the Promotional Practice and Selection in Public Service Result in Placing Highly Skilled Experts in Our Communities?" Business Ethics and Leadership 5, no. 1 (2021): 98–108. http://dx.doi.org/10.21272/bel.5(1).98-108.2021.
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Primarily, this technical article intends to address the hiring practices of executive police leadership. The article questions police executives’ capability based upon a significant number of police chiefs exiting their position for several reasons related to the summer of 2020, whereas several societal crises ensued. The article demonstrates how police executives are not hired based on their ability to be capable leaders or, highly skilled experts but are repeatedly hired based upon tenure, deemed as qualified. Subjective measures exclude specific demographics, human and conceptional skills, and the lack of community input from the societies they are appointed to serve are continually used to hire police leaders. Additionally, the subsequent promotional exams allowing aspiring police leaders are subjective, demonstrated by the multiple suits filed from across the country, as is the proper selection or lack of essential training such as entry to the FBI academy law enforcement training. A specific model, the Three Skill Approach, outlines the various skills for selection criteria. The article asserts that other models can be employed, emphasizing that multiple skills within potential leaders are critical. Also strongly suggested in the report is that the community in which police serve must be aware of how police executives are selected and included in that process, allowing for a partnership between the police leadership and the community. Often, unknown to the community is the right to articulate and establish how they are policed, which can only be realized by a leader who has the multiple skills and has developed a genuine relationship with the community, eventually seen as part of the community.
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Bolshakov, D. Yu, S. E. Eroshin, and Ya V. Novikov. "Self-development problems of a work team leader." Journal of «Almaz – Antey» Air and Space Defence Corporation, no. 2 (June 30, 2016): 9–12. http://dx.doi.org/10.38013/2542-0542-2016-2-9-12.
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We analyse the positive and negative features of emotional intelligence characterising leaders of industrial and scientific teams who hold executive positions. We suggest a method for developing positive features and correcting negative ones so as to increase the intellectual capacity of a team leader.
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Rao, M. S. "Can HR leaders excel as company chief executive?" Human Resource Management International Digest 21, no. 5 (July 12, 2013): 3–5. http://dx.doi.org/10.1108/hrmid-05-2013-0034.
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Haskins, Mark E. "Executive education program faculty leaders: their “BASIC” roles." Development and Learning in Organizations: An International Journal 34, no. 3 (November 23, 2019): 15–18. http://dx.doi.org/10.1108/dlo-06-2019-0140.
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Purpose This article highlights and codifies the primary responsibilities of those individuals tasked with leading an executive education (EE) custom program design, development, and delivery team. The perspective presented is comprehensive and client centric. Design/methodology/approach The personal insights presented are based on over 20 years of serving as an EE program faculty leader (FL) on some of the largest and longest-running custom clients at one of the world’s premiere EE providers, while also observing others serving in that same capacity on other clients. Findings The primary, ongoing responsibilities of a FL are presented in a fashion analogous to the key players in the custom home building setting. Those roles are: architect, builder, supervisor, inspector, and client liaison. Each role is highlighted and explained. Practical implications The FL roles described herein are easily understood and immediately actionable as a robust array of priorities for those potentially cast in a FL role or its equivalent. Originality/value The EE role of FL is an important one. This article is unique providing a robust and succinct depiction of the multi-faceted role for FLs to embrace in order to richly and effectively fulfill that position.
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Sessa, Valerie I., and Jodi K. Taylor. "Choosing leaders a team approach for executive selection." Leadership in Action 19, no. 2 (March 17, 2007): 1–6. http://dx.doi.org/10.1002/lia.4070190201.
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Damore, David F., and Michelle Kuenzi. "Executive turnovers in sub-Saharan Africa." International Area Studies Review 22, no. 1 (January 12, 2019): 21–40. http://dx.doi.org/10.1177/2233865918822260.
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We use competing risks duration analysis to examine the role of ethnicity and governance institutions in executive turnovers of power in 47 sub-Saharan African countries between 1960 and 2008. Using measures that capture the politically important aspects of countries’ ethnic divisions, we find that as compared to countries characterized by one, and only one, potential majority ethnic grouping, leaders’ tenures are shorter in countries with a majority ethnic group that comprises a majority subgroup and that these leaders are at risk of losing power through both coups and elections. In contrast, leaders of countries with no ethnic majority group are better positioned to stave off coups, perhaps by undercutting rivals’ efforts to coordinate among different ethnic groups. Our results, however, suggest that the effectiveness of this strategy wanes over time. Although the results also suggest that the type of regime matters, they do not indicate a monotonic relationship between democracy and elections and authoritarianism and coups.
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Gabatino, Bryan B., and Bonimar T. Afalla. "Establishing a nexus between executive functions and management efficacy of academic leaders." International Journal of Evaluation and Research in Education (IJERE) 10, no. 3 (September 1, 2021): 938. http://dx.doi.org/10.11591/ijere.v10i3.21515.
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Executive functions enable an individual to initiate and stop actions, track and modify behavior, and plan imminent behavior when faced with specific tasks and circumstances. This study, therefore, identified a connection between the executive functions and management efficacy of academic leaders of a State University in the Philippines. The Behavior Rating Inventory of Executive Function-Adult Version was used in a correlation analysis to gauge the executive functions of academic leaders and a researcher-made questionnaire was administered to determine their management efficacy. The study was conducted using t-scores, means, and Pearson r. The stronger the potential of academic leaders to carry out their management skills, the more their emotional regulation leans towards the borderline. As academic leaders' management skills become remarkable, the more they are predisposed to functioning on their own initiative and can control their actions in the light of the circumstances. Further, when academic leaders normally conduct change, self-monitoring, initiation, planning/organization, and task monitoring functions, they exemplify outstanding performance in their communication skills, adaptability, interpersonal relationships, and initiative, and imagination. But when their working memory, cognitive control, inhibition, and arrangement of materials is at the borderline, better interpersonal relationships, decision-making and judgment, and initiative and imagination are achieved.
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RedCorn, Alex. "Considerations for Building a Prosperous and Self-Determining Osage Nation Through Education." Journal of Cases in Educational Leadership 23, no. 1 (March 7, 2019): 21–39. http://dx.doi.org/10.1177/1555458919831339.
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This case introduces the current educational leadership context found in the executive branch of the Osage Nation, which is experiencing an era of rapid growth in the wake of a constitutional reform effort in 2004 to 2006. Utilizing a specific narrative that puts an Osage educational leader in charge of developing a 10-year plan that will guide the development of an emerging Osage Nation Birth-12th grade school system, this case helps educational leaders consider the various dynamics associated with building schools and educational programming from the perspective of the Osage Nation executive branch.
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Aridi, Amalisha Sabie. "Developing More Effective and Adaptive U.S. Governmental Healthcare Leaders." International Journal of Health Systems and Translational Medicine 2, no. 1 (January 1, 2022): 1–25. http://dx.doi.org/10.4018/ijhstm.314579.
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With the enormous number of deaths and hospitalizations related to COVID-19, the need for public health government leaders that are responsive and effective has never been more important. The purpose of this qualitative phenomenological study was to explore the lived experiences of 20 government supervisors who experienced executive coaching to illuminate patterns of effective and agile coaching practices by drawing from theories of experimental and interdisciplinary learning and transformational leadership models. This study proposes executive coaching as a potentially effective and functional methodology to solve this problem, and supports the government in understanding the practical and theoretical dimensions of executive coaching as a developmental method in U.S. government healthcare organizations. This research shows that coaching can be a useful tool to help in the development of more effective healthcare managers, many of which have only been extensively trained in clinical areas.
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Appiea, Linda, Dorothy Ndletyana, and Anthony Wilson-Prangley. "Empowering the next generation of leaders." Emerald Emerging Markets Case Studies 10, no. 2 (June 6, 2020): 1–24. http://dx.doi.org/10.1108/eemcs-12-2019-0323.
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Learning outcomes The main teaching objective for the case is for students to build a better understanding of how to advance women (and other minorities) in the workplace through mentorship. This is achieved through recognizing the wide variety of issues that enable and constrains women’s advancement in the workplace; defining mentoring, sponsorship, coaching and networking; and highlighting how mentoring, sponsorship, coaching and networking can overcome the challenges of facing women’s advancement in the workplace? Case overview/synopsis The case study explores the role of senior women leaders in the career advancement of other women in the workplace. It helps us understand how mentoring can address the low prevalence of women at senior levels despite companies’ efforts to advance women. The case profiles the career and leadership journey of a senior female executive, Maserame Mouyeme. It documents her rise from the dusty streets of Soweto, South Africa to become one of the first black female executives in several corporate contexts across Africa and especially at Coca-Cola. The case illustrates her practice of mentoring and its impact on her and others’ careers. Also illustrated is Mouyeme’s leadership style, mentoring approach and workplace experiences. Students deliberate Mouyeme’s dilemma: whether to continue to advance a new generation of women leaders or whether to focus on her core role of building the business she is responsible for. The selected research method is a teaching case study, grounded in an exploratory approach. Primary data was collected via semi-structured interviews with the protagonist and four of her mentees. Secondary data was collected via studies about the protagonist and the companies she has worked for in her career. The case provides empirical insights about the role of leaders and especially women, in advancing women. The case shows the approaches in which organizations can advance women. It also shows how emerging leaders can better manage their own careers. The case deepens knowledge of women advancement and career development. Complexity academic level The case is appropriate for post-graduate level study, including MBA-level. It is also appropriate for use on executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.
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Dannels, Laura P., and John D. Masters. "Getting executives to SIT: building leaders’ resilience and stress tolerance for enhanced organizational effectiveness." Development and Learning in Organizations: An International Journal 34, no. 5 (January 2, 2020): 1–4. http://dx.doi.org/10.1108/dlo-05-2019-0122.
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Purpose This paper presents stress inoculation as a method for reducing executives’ stress and enhancing their resilience and performance. Design/methodology/approach A review of theory and research on executive stress, resilience, and stress inoculation training was conducted. Findings Across studies, stress inoculation training has yielded reductions in performance anxiety and state anxiety while improving performance under stress. Practical implications Stress inoculation training offers a highly customized and practical way for executives to design adaptive responses to the stressors they find particularly difficult. Originality/value Stress inoculation training traditionally has been applied in clinical settings and in extremely stressful settings (e.g., military, law enforcement). This article describes how this intervention may be applied within organizations as a needed addition to the complement of stress management approaches currently offered to executives.
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Anand, R. "Choosing Executive Education: Needs, Criteria and Methods." NHRD Network Journal 12, no. 1 (January 2019): 37–42. http://dx.doi.org/10.1177/2631454119831522.
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In this article, we explore executive education with a consumer’s hat. What must be the key criteria to shortlist a provider for developing our leaders? Why are these criteria important? We will also explore how the provider as well as the consumer can interact in a far more structured manner to create better outcomes for leaders whom they are serving. We do this by posing twelve questions which must be aced to unlock high value from executive education.
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Shelton, Charlotte D., Sascha Hein, and Kelly A. Phipps. "Resilience and spirituality: a mixed methods exploration of executive stress." International Journal of Organizational Analysis 28, no. 2 (November 23, 2019): 399–416. http://dx.doi.org/10.1108/ijoa-08-2019-1848.
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Purpose The purpose of this mixed methods research study was to explore the relationships between spirituality, leader resiliency and life satisfaction/well-being. Design/methodology/approach Using an explanatory sequential design, the authors tested three research hypotheses to explore the relationships between the participants’ spiritual practices and level of resiliency, life satisfaction and sense of well-being. Data were collected from 101 executive MBA alumni of a US-based university. Following the quantitative analysis of the survey results, interviews were conducted with 25 executives who scored high in the frequency of spiritual practice to further explore how they applied their spirituality in stressful work situations. Findings The results found positive relationships between spirituality, resilience and overall life satisfaction. Participants who engaged in meditative practices had a significantly higher overall resilience score than non-meditators. Research limitations/implications Key limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed. Practical implications Organizational stress is pervasive and executive burnout is a risk factor for leaders and their organizations. This research offers practical suggestions for ways that human resource managers and organization development practitioners can provide prevention resources to their executives. Originality/value This research contributes to the literature by providing support for mindfulness/meditation training for executives. It also demonstrates the value of mixed methods research for a deeper understanding of the lived experiences of the participants.
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Reyes-Housholder, Catherine. "A Theory of Gender’s Role on Presidential Approval Ratings in Corrupt Times." Political Research Quarterly 73, no. 3 (April 11, 2019): 540–55. http://dx.doi.org/10.1177/1065912919838626.
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The rise of female chief executives appears to signal gender progress, but this may not be unequivocally so. This article advances a contextual theory for the role of gender on leaders’ approval ratings, a key measure of “success” and source of executive power. I argue that because of gendered expectations and discourse, female presidents will receive lower approval ratings in contexts of corruption. The study focuses on Latin America, known for its powerful, masculinist presidential regimes and its democratically elected female leaders. I first trace the gendered construction of President Michelle Bachelet’s image as an honest mother. Upon a presidential scandal, higher standards and gendered discourse resulted in deeply disappointed citizens, significantly undermining her popularity. Models of eighteen Latin American countries next reveal a negative impact of being a female—rather than a male—president on approval ratings. Marginal effects plots show that female presidents score worse than their male counterparts in contexts of at least one presidential scandal and higher executive corruption. This article contributes to the growing literature on gender and corruption. It also challenges some conventional wisdom on the pro-women consequences of female leadership in providing a more nuanced account of the role of gender in the executive branch.
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DIAS, MARIA APARECIDA MUNIZ JORGE, and RENATA SIMOES GUIMARAES E. BORGES. "PERFORMANCE AND LEADERSHIP STYLE: WHEN DO LEADERS AND FOLLOWERS DISAGREE?" RAM. Revista de Administração Mackenzie 18, no. 2 (April 2017): 104–29. http://dx.doi.org/10.1590/1678-69712016/administracao.v18n2p104-129.
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ABSTRACT Purpose: The goal of this research is to analyze how team performance is influenced by leadership styles in the public sector, confronting the perspectives of the leaders with the perception of their teams. Originality/gap/relevance/implications: The main contribution of this study is to compare the perspectives of leaders and followers in the same context. Furthermore, this research investigates the relationship between team performance and style of leadership in the public sector. This research offers empirical data that can support the development of human resources policies and practices directed at improving leadership and reduce the gap between leaders and followers. Key methodological aspects: The survey method was used to collect data in the Executive Branch of State of Minas Gerais, which was answered by 315 individuals. We applied standardized questionnaires based on well tested instruments available in the literature. Summary of key results: The results indicate that leaders feel that team performance is directly influenced by transformational leadership, supporting the literature. For the followers, the level of team performance is directly influenced by the transactional characteristics of the leaders and not transformational characteristics. The results also suggest that the performance evaluation run by the government might be overvalued, since leaders and non-leader employees think that their own team performance is lower than the officially measured performance. Key considerations/conclusions: The idiosyncratic dynamics of people management of the Executive Branch of Minas Gerais reinforce behaviors that require leaders to use transactional leadership style. However, when managers achieve upper levels, the transformational style seems to be better suited to improve the other managers' performance.