Relevant bibliographies by topics / Leadership behaviour

Academic literature on the topic 'Leadership behaviour'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Leadership behaviour"

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Zhang, Xinyong, Zhenzhen Sun, Zhaoxiang Niu, Yijing Sun, and Dawei Wang. "The Effect of Abusive Supervision on Safety Behaviour: A Moderated Mediation Model." International Journal of Environmental Research and Public Health 18, no. 22 (November 18, 2021): 12124. http://dx.doi.org/10.3390/ijerph182212124.

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Leadership behavior has an impact on the behavior of employees. Previous studies have mainly studied the impact of positive leadership behaviors on employees’ behaviors, but there is an absence of research on the impact of negative leadership behaviours (abusive supervision) on safety behaviours (including safety participation and safety compliance). In this study, 599 front-line employees in the petrochemical industry were selected as subjects. Abusive supervision, safety behaviour, safety motivation and a conscientiousness questionnaire were used as measurements to explore the relationship between abusive supervision and employee safety behaviors, and to further explore the roles of safety motivation, conscientiousness and the relationship between them. This study found that abusive supervision is negatively related to employee safety behaviours (safety compliance and safety participation); that safety motivation plays a mediating role in the relationship between abusive supervision and employees’ safety behavior; and that conscientiousness moderates the role of safety motivation between the relationship of abusive supervision and employees’ safety behaviour. With a higher level of conscientiousness, the indirect relationship between abusive supervision and employee safety behaviours is weaker. Finally, we discuss the theoretical and practical significance of these findings for abusive supervision and the management of safety behaviours.
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Ibrahim, Mohammed Gunu. "Distributed Leadership and Positive Behaviour Management in Ghanaian High Schools: Contextualisation of theory and practice." International Journal of Social Science Research and Review 5, no. 9 (September 28, 2022): 503–13. http://dx.doi.org/10.47814/ijssrr.v5i9.611.

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There is an increasing interest in school leadership's ability to maintain school discipline whilst protecting students' rights and dignity as well as self-esteem. The accelerating interest in school leadership's ability to maintain a disciplined school is anchored on the belief that school discipline determines student learning outcomes. Whilst there is the need for effective leadership behaviour to propel Positive Behaviour Management in Secondary is widely acknowledged, there is no accessible literature on the leadership behaviour which can produce the desired behaviour. This research aimed to explore the theoretical underpinning of Distributed Leadership and Positive Behaviour Management and the empirical evidence of using these concepts in developing successful schools. The findings of the research demonstrated that the link between Distributed Leadership and Positive Behaviour Management is positive and significant. This understanding has implications for how Positive Behaviour Management is conceptualized and implemented in schools by school leaders and teachers.
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Azeem, Saba, and Wasif Wazir. "Leadership Behaviour; Organizational Development." International Journal of Health and Rehabilitation Sciences (IJHRS) 6, no. 3 (2017): 149. http://dx.doi.org/10.5455/ijhrs.0000000131.

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Sanders, Karin, and Birgit Schyns. "Leadership and solidarity behaviour." Personnel Review 35, no. 5 (September 2006): 538–56. http://dx.doi.org/10.1108/00483480610682280.

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Bohan, Peter, and Graeme Mitchell. "Examining commissioners' leadership behaviour." British Journal of Healthcare Management 21, no. 8 (August 2, 2015): 384–94. http://dx.doi.org/10.12968/bjhc.2015.21.8.384.

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Amankwaa, Albert, Michael Asiedu Gyensare, and Pattanee Susomrith. "Transformational leadership with innovative behaviour." Leadership & Organization Development Journal 40, no. 4 (June 10, 2019): 402–20. http://dx.doi.org/10.1108/lodj-10-2018-0358.

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PurposeThe purpose of this paper is to examine simultaneously multiple mediating mechanisms through which transformational leadership affects innovative work behaviour (IWB). Specifically, the authors test job autonomy, affective commitment and supportive management as the three mediating paths through which transformational leadership predicts innovative wok behaviour.Design/methodology/approachData were collected from 358 employees working in large retail banks in Accra, the capital of Ghana. A partial least squares structural equation modelling technique was used to estimate the measurement and structural models.FindingsJob autonomy and supportive management rather than affective commitment mediated the relationship between transformational leadership and IWB. In addition, transformational leadership positively relates to job autonomy, affective commitment, supportive management and IWB.Practical implicationsBy adopting leadership behaviours that seek to offer employees freedom on the job, a feeling of attachment to the organisation and positive perception of leadership support, managers and HR professionals can potentially foster employee innovation. This could stimulate organisational innovation and business success in the financial sector.Originality/valueAlthough it is important to understand the mechanisms or processes through which transformational leadership behaviour promotes IWB, research in this area is scanty and scarce. This study theorises and empirically examines job autonomy and support management as novel mechanisms through which transformational leadership behaviour translates into workers’ innovative behaviour in formal banking institutions.
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Waheed, Zarina, Muhammad Ilyas Khan, and Sufean Bin Hussin. "Orientations of Leadership Behaviours Required for School Transformation and Change." International Journal of Innovation in Teaching and Learning (IJITL) 6, no. 1 (July 1, 2020): 1–16. http://dx.doi.org/10.35993/ijitl.v6i1.808.

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Leadership is considered as one of the most important factors in school success. Leaders from the successfully transformed schools demonstrate multiple leadership behaviours that vary according to situations. This qualitative study explored important orientations of leadership behaviours in two selected transformed schools in Malaysia. Data were collected through interviews, observations and document review. 28 participants (14 from each schools) including school leaders, administrators and teachers were selected through purposive sampling for interviews. The data collected were consolidated, reduced and interpreted. The four leadership behaviour orientations, which included task-oriented, relation-oriented, change-oriented and ethical-oriented leadership behaviour, came out as main orientations of leadership behaviours required for school transformation. The study offers important implications for school leaders, policy makers, educationists and researchers in Malaysia and elsewhere with similar contexts. Keywords: Leadership behaviour orientations, School leaders, School transformation
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Kiruba, J. "LEADERSHIP BEHAVIOUR OF B.Ed. TRAINEES." International Journal of Research -GRANTHAALAYAH 4, no. 12SE (December 31, 2016): 68–72. http://dx.doi.org/10.29121/granthaalayah.v4.i12se.2016.2481.

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Leadership is an important aspect of managing people. It is the art of dealing with and influencing people so that they will try hard happily and actively toward the achievement of group or organizational goals. The leaders understand what makes their followers to get motivated and how well these motivations operate. This understanding will reflect in their leadership behaviour. Preparing young people for leadership responsibility begins at home with an enriched environment that offers opportunities for children to acquire broad interests, self-esteem and the insights and skills that characterize leaders. Parents can provide their children with support and encouragement as they participate in a wide variety of home and community activities. The aim of the present study is to find out the level of leadership behaviour of B.Ed. trainees. The investigator has used the leadership behavior inventory as tool. The sample consists of 300 B.Ed. trainees from six B.Ed. Colleges in Kanyakumari District. Stratified random sampling technique has been used for collecting the data. The major finding reveals that there is significant difference between rural and urban B.Ed trainees in their leadership behaviour.
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Kiruba, J. "LEADERSHIP BEHAVIOUR OF B.Ed. TRAINEES." International Journal of Research -GRANTHAALAYAH 4, no. 12(SE) (December 31, 2016): 68–72. http://dx.doi.org/10.29121/granthaalayah.v4.i12(se).2016.2481.

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Leadership is an important aspect of managing people. It is the art of dealing with and influencing people so that they will try hard happily and actively toward the achievement of group or organizational goals. The leaders understand what makes their followers to get motivated and how well these motivations operate. This understanding will reflect in their leadership behaviour. Preparing young people for leadership responsibility begins at home with an enriched environment that offers opportunities for children to acquire broad interests, self-esteem and the insights and skills that characterize leaders. Parents can provide their children with support and encouragement as they participate in a wide variety of home and community activities. The aim of the present study is to find out the level of leadership behaviour of B.Ed. trainees. The investigator has used the leadership behavior inventory as tool. The sample consists of 300 B.Ed. trainees from six B.Ed. Colleges in Kanyakumari District. Stratified random sampling technique has been used for collecting the data. The major finding reveals that there is significant difference between rural and urban B.Ed trainees in their leadership behaviour.
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Magombo-Bwanali, Neria. "Relationship between Leader Behaviours and Subordinates’ Work Performance." International Journal of Research in Business and Social Science (2147-4478) 8, no. 1 (February 24, 2019): 50–63. http://dx.doi.org/10.20525/ijrbs.v8i1.180.

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The paper assesses the relationship between leader behaviours and subordinates’ work performance in the context of tax administration. Data were collected in Malawi using two validated questionnaires administered online for subordinates and team leaders at a field office of a tax administration. Frequency distributions were used to identify dominant primary leader behaviours and the Spearman’s rank-order correlation analysis was used to assess the relationship between leader behaviours and subordinates’ work performance. Participative path-goal leadership behaviour is the most common primary leadership behaviour that team leaders in tax administration employ. Secondly, supportive and achievement oriented leader behaviours have a significant relationship with subordinates’ work performance in tax administration. The study concluded that achievement oriented path-goal leadership behaviour could be effective for public organisations involved in law enforcement. It is recommended that leaders should conduct a self-assessment of their leadership; adopt the relations-oriented leadership behaviours and incorporate coaching during performance evaluation exercise; and that organisations should equip leaders with leadership and management skills through training.The study is limited by the small sample-size, therefore, future studies could repeat the assessment with a larger sample and determine the mathematical equations for predicting the effect of each leadership behaviour on subordinates’ work performance.
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Dissertations / Theses on the topic "Leadership behaviour"

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Turner, Paul Steven. "Aligning organisational coaching with leadership behaviour." Thesis, Birmingham City University, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.533142.

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Schuster-Cotterell, Caroline. "Leadership behaviour & corporate success how leadership behaviour can influence the performance and the success of an organisation." Saarbrücken VDM Verlag Dr. Müller, 2003. http://d-nb.info/986631469/04.

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Anderson, David Wayne. "Personality, self-efficacy and managerial leadership behaviour." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0012/NQ42493.pdf.

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Anderson, David Wayne. "Personality, self-efficacy and managerial leadership behaviour." Ottawa : National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.nlc-bnc.ca/obj/s4/f2/dsk1/tape10/PQDD_0012/NQ42493.pdf.

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Van, Zyl Jandre. "Leadership behaviour that facilitate shared leadership emergence in internationally dispersed non-formal teams." Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/79673.

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Globalisation and the increased complexity of organisations creates the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations. As dispersion of teams increase, some traditional leadership approaches become less effective. Shared leadership however, has greater effects on team performance when team dispersion increases. Studies into shared leadership increased over the past decade, however the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership, and quality leader-member exchanges. This qualitative study inductively explored the perspectives of twelve purposively sampled internationally dispersed team members, who represented three different functional non-formal teams. Semi-structured in depth interviews were conducted, after which the data was analysed using categorical aggregation and thematic analysis. The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serve as a basic for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. This study was limited to one large multi-national organisation (Hilti Corporation), which operates in the global construction and industrial sectors. Participants represented nine nationalities, dispersed across eight countries, on four continents.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
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De, Beer Ampie. "Influencing Leadership Skills, Behaviour and Values : an Equine Assisted Leadership Development Course Evaluation." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59812.

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In the current turbulent business climate, the need for well-developed leaders, that can handle the internal and external corporate pressure, is increasing There are a number of established leadership development programs but not many that make use of experiential learning techniques. More recently, there has been an increase in Equine Assisted Leadership Development (EALD) Programmes in the world and in South Africa. There is evidence that Equine Assisted Programmes can have a positive lasting effect on the participants of the programme. The aim of this study is to evaluate an equine assisted leadership development programme. The focus is on the leader's behaviour change, the impact it has on their leadership style, and their perceived relationship with their followers. Qualitative, exploratory researched methods were used to gain new insights into the behaviour change of the leaders after they had attended an Equine Assisted Leadership Development programme. A total of 13 semi- structured, in-depth interviews were conducted with leaders and senior leaders, 12 to 36 months after they attended the programme. The participants work in the mining industry. Each interview was analysed by means of thematic content analysis. The leaders that attended the EALD courses shared their real-life experiences and the perceived impact the programme had on their leadership skills, behaviour and values. What emerged from the findings was an Equine Assisted Leadership Development Process Flow and Impact Model, which documented the journey of a leader taking part in an EALD programme, starting at the pre EALD course, through the process, to an end outcome resulting in improved leaderships skills, behaviour and a shift in values. The final outcome of the programme is illustrated in an adapted model which divides impact areas into three groups: namely impact on the individual, their relationship with others and their team. Each grouping describes the change in leadership skills, behaviour and a shift in values that was enacted in the specific areas.
Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2017
Gordon Institute of Business Science (GIBS)
MBA
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Bernal, Enric. "Evaluating authentic behaviour change in leadership development programmes." Thesis, Aston University, 2013. http://publications.aston.ac.uk/19913/.

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The global economic crisis that hit the western countries strongly has emphasised the need to abandon the economic-performance significance of leadership and return to a meaning-making significance. While a lot of research has been done in the field of leadership and management disciplines, little has been done on how to develop leadership. This study evaluated the degree in which leadership training in the market-place today was effective at developing authentic leadership and, therefore, at changing individual behaviour. Since none of the leadership theories address how behavioural change is actually achieved, theories of change were integrated in the current study. A conceptual model combining Authentic Leadership Development (ALD) theory and the Theory of Planned Behaviour (TPB) was proposed. Furthermore, this study explored the relationship between a positive contemplation of change and the actual change observed in individuals after the leadership intervention. In order to test this conceptualisation, a longitudinal quasi-experimental study was conducted. Leaders were surveyed in this study one month before and one month after the programme. Three complementary questionnaires were distributed to participants in one of four leadership development programmes (two corporate initiatives and two business-school programmes). Analyses showed that leaders who attended a leadership intervention (as compared to a control group) developed higher levels of authentic leadership, as rated by them-selves and others in their working environment and controlling for baseline scores. The results also indicated that intentions were developed through the interventions and that the development of such intentions translated into changes in authentic behaviour. Intentions mediated the relationship between attitude and authentic leader-ship. In addition, when contemplation of change was high and attitudes towards authentic leadership were positive, the development of intentions was stronger. The implications of these findings for the theory and practice of leadership development programmes and the impact on organisational performance are discussed.
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Phetmany, Thiphapone. "The relationship between leadership behaviours and job satisfaction and leadership behaviour preferences of different cultural work groups : an empirical study." Thesis, Queensland University of Technology, 1997. https://eprints.qut.edu.au/36292/1/36292_Phetmany_1997.pdf.

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During the past few decades, there has been a growth in research looking at the relationship between leadership and subordinates. Many of these studies have focused on subordinates' job satisfaction - with a concern for both organisational efficiency and individual well-being. Two leadership approaches, transactional and transformational, in particular, have been extensively tested for their relationship with subordinate job satisfaction. In most cases, the new leadership paradigm, transformational, has been shown to have a more augmenting effect on subordinate satisfaction than transactional leadership. However, most studies have focused on subordinates' satisfaction with a leader alone. Although the two leadership models and other aspects of subordinates' job satisfaction such as extrinsic and intrinsic job satisfaction have some inherent conceptual bridges, no research has been reported in relation to this. Moreover, the studies have been conducted within "individualist cultures" where the theories originated. Little research has been reported from "collectivist cultures". Furthermore, no research has been reported from "multi-cultures". Indeed, the leadership and job satisfaction theories have been questioned for their validity in other cultures. The change in business environments such as globalisation, international mergers and acquisitions, and diverse cultural workforces, in particular, has made the "universal assumptions" of these theories questionable. In addition, the increased recognition of "multicultural workforces" as inherent assets has called for organisations to have a better understanding of the cultural diversity of their workforces. And more importantly, it has called for leaders to develop diversity expertise . This is because different cultural values of followers could influence the followers' specific behaviours and in turn could moderate the relationship between the leaders and followers differently; and could influence the preference for a particular behaviour of leadership. This thesis reflectes the aforementioned theme; specifically, it is concerned with examining the following research problem and sub-research problems: RP : Is there a relationship between perceived leadership behaviours of superiors (transactional and transformational) and subordinate job satisfaction (satisfaction with superior, and extrinsic and intrinsic aspects of work) among members of different cultural work groups (Australian and Vietnamese) ? SRP 1: Do the Australian and the Vietnamese work groups prefer their superiors to display more or less transactional and transformational leadership behaviours than the superiors currently display ? SRP 2: Do the Australian and the Vietnamese work groups differ significantly in their preference for more or Jess of the transactional and transformational leadership behaviours to be displayed ? For RP, the literature review in chapter 2 examines both published theory and the current state of research pertaining to transactional and transformational leadership, job satisfaction, and multiculturalism. Gaps in the literature are identified and four research hypotheses are developed (chapter 2, section 2.3). The sub-research problems, SRP 1 and SRP 2 aim to further investigate the research problem with an attempt to explore and look at direct implications for leadership practices. Four research hypotheses in null and positive form are developed to be tested (chapter 2, section 2.3). This research uses a case study methodology in which samples are drawn from four manufacturing organisations. A survey questionnaire and openended interviews are used to collect quantitative and qualitative data respectively. The research design and methodology are discussed in chapter 3. The hypotheses examined by using Pearson Correlation Coeffecient and Mann-Whiney - Wilcoxon Rank Sum Test; and the interviews of management are analysised and summarised in chapter 4. The findings generally indicate that in multicultural workforces, transactional and transformational leadership behaviours appear to have an impact only on subordinate' satisfaction with a leader within the Australian cultural work group, but they have impact on all aspects of job satisfaction, satisfaction with a leader, extrinsic and intrinsic elements of work within the Vietnamese group. This implies that transactional and transformational leadership behaviour have a better fit to the Vietnamese work group, which is assumed to be a collectivist culture than to the Australian group, which is assumed to be an individualist culture (chapter 5, section 5.2.1 ). Furthermore, both work groups prefer their superiors to display more of the contingent reward and charisma attributes of both transactional and transformational leadership styles. Nevertheless, while the Vietnamese prefer the individualised consideration attribute of transformational leadership to be displayed by the leader, it is not the case for the Australians who tend to have a higher preference for managment-by-exception attribute of transactional leadership. In addition, the findings have pointed out the issue of cultural difference which has influenced the perception of the two cultural work groups particularly towards the individualised consideration and intellectual stimulation attributes of transformational leadership (chapter 5, section 5.2.2 and 5.2.3). In all, the findings of this research are exploratory. Although the findings could not, of course, develop any "grand theory" (Kuhn), they add more weight to and agree with critiques made by cultural advocators (e.g., Hofstede, Erez and Earley, and Triandis) on the universal assumptions of American-based theories. This study has broadened the current two leadership theories and job satisfaction towards multicultural workforces; and helped to increase knowledge and understanding in this area. More importantly, the findings have direct implications for supervisory leadership practices. The implications should be useful for designing supervisory leadership training for the organisations involved and leaders who wish to develop diversity skills. This research can be a basis for future investigation of this area.
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Clack, Katinka. "Empowering leadership and safety behaviour in extreme work environments." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/62690.

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Research purpose The purpose of this study is to examine the extent to which both employees and leaders in extreme environments perceive the same levels of safety participation. Furthermore, this study examines the association between empowering leadership and team performance as well as empowering leadership and safety participation. Research design, approach and methods This study follows a quantitative approach as its main purpose is to establish relationships between constructs. As such, correlations and multiple regression analyses were conducted. Convenience sampling was applied to obtain the data. Firefighters and their immediate line officers (lieutenants) were surveyed. Five fire departments in small to medium cities were chosen in the Great Lakes and south-eastern regions in the United States (US). Questionnaires were distributed to 263 firemen, of which 186 were firefighters and 78 were their line officers/lieutenants. Main findings Results indicated that a positive association does not exist between firefighters' perceptions of safety participation and their leaders' perception of safety participation when control variables are added. Therefore, no significant relationship exists between firefighters' perceptions of safety participation and their leaders' perception of safety participation. Furthermore, the results also showed a positive association does not exist between empowering leadership and safety participation when control variables are added. Consequently, no significant relationship exists between firefighters' reports of empowering leadership and lieutenants' reports of safety participation. Lastly, regarding empowering leadership and team performance, the results did not support a direct relationship between these two constructs. Limitations The results should be interpreted bearing in mind that they are applicable to the United States of America and may not be generalised to the South African context. Additionally, very little research has been conducted on empowering leadership and safety behaviour in extreme environments, and therefore the literature review was limited to other organisational environments. Lastly, only three cultural groups (White, Black and Hispanic) and only men participated in this study, so results may not be generalisable to other demographic groups. The study was only positioned in extreme environments, specifically in firefighting, therefore it is unclear whether the results can be generalised to other work environments. Future Research It is suggested that this study is replicated, firstly because little research has been done in extreme environments but, secondly, that it also be specifically replicated in South Africa. Indicated by the data, a lieutenant's age has a positive association with how he perceives his team's safety participation. This could be due to various reasons. For example, the more experienced the lieutenant the more comfortable he gets towards the extreme environment. Lastly, it is suggested that research is conducted to determine other leadership styles which could be effective in extreme environments. Conclusion Insight was given into the empowering leadership style in terms of team performance and safety behaviour. Furthermore, the relation between firefighters' perceptions of safety participation and their leaders' perceptions of safety participation was not confirmed.
Dissertation (MCom)--University of Pretoria, 2017.
Human Resource Management
MCom
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Dyer, John Robert. "Leadership, decision making and collective behaviour in animal groups." Thesis, University of Leeds, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.491653.

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Books on the topic "Leadership behaviour"

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Bala, Manju. Leadership behaviour and educational administration. New Delhi: Deep & Deep Publications, 1990.

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Robbins, Stephen P. Organizational behaviour. New York, NY: Pearson Financial Times, 2010.

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Robbins, Stephen P. Organizational behaviour. New York, NY: Pearson Financial Times, 2010.

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Saner, Raymond. The expert negotiator: Strategy, tactics, motivation, behaviour, leadership. Boston, MA: Kluwer Law International, 2000.

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The expert negotiator: Strategy, tactics, motivation, behaviour, leadership. 4th ed. Leiden: Martinus Nijhoff Publishers, 2012.

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The expert negotiator: Strategy, tactics, motivation, behaviour, leadership. 3rd ed. Leiden: Martinus Nijhoff Publishers, 2008.

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The expert negotiator: Strategy, tactics, motivation, behaviour, leadership. 2nd ed. Leiden: Martinus Nijhoff Publishers, 2005.

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Organizational behaviour: Performance management in practice. New York, NY: Routledge, 2009.

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Colin, Hastings, and Geddes Michael, eds. Project leadership. 2nd ed. Aldershot, England: Gower, 1996.

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Michael, Geddes, and Hastings Colin, eds. Project leadership. Aldershot: Gower, 1993.

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Book chapters on the topic "Leadership behaviour"

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Maughan, Mike. "Leadership." In Organisational Behaviour, 187–219. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_6.

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Carbery, Ronan. "Leadership." In Organisational Behaviour, 178–204. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_8.

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Pettinger, Richard. "Leadership." In Introduction to Organisational Behaviour, 240–77. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_9.

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Cartwright, Roger. "Team behaviour." In Mastering Team Leadership, 27–40. London: Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-349-91440-1_3.

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Corbett, J. Martin. "Leadership." In Critical Cases in Organisational Behaviour, 100–132. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23295-6_5.

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Smith, Mike. "Leadership and Supervision." In Analyzing Organizational Behaviour, 206–27. London: Macmillan Education UK, 1991. http://dx.doi.org/10.1007/978-1-349-21542-3_10.

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Chell, Elizabeth. "Leadership." In The Psychology of Behaviour in Organizations, 128–57. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22939-0_6.

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Chell, Elizabeth. "Leadership." In The Psychology of Behaviour in Organizations, 132–54. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1007/978-1-349-18752-2_6.

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Bratton, John. "Leadership." In Introduction to Work and Organizational Behaviour, 314–42. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-43206-3_12.

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Whitehead, James, and Mike Peckham. "Power, Influence and Behaviour." In Network Leadership, 133–42. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003092582-21.

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Conference papers on the topic "Leadership behaviour"

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Ma, B., R. Y. G. Lim, M. H. Toh, and H. Y. Ng. "Positive behaviour changes through learn-practice-implement leadership behavioural standards." In 2017 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2017. http://dx.doi.org/10.1109/ieem.2017.8289844.

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Hamdi, Sameer, Alaa Jameel, Aram Massoudi, and Abd Rahman Ahmad. "Leadership Styles and organizational citizenship behaviour in secondary schools." In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.231.

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Leadership style has not been effectively examined in educational institution in developing countries. The purpose of this study is to examine the impact of Leadership styles on organizational citizenship behaviour (OCBs) among secondary school teachers. Based on the review, the study proposed that leadership styles and its components; transformational leadership (TFL) and transactional leadership (TAL) will affect OCBs. Methodology, The population of this study, is secondary school teachers. A stratified sampling technique was deployed to collect 174 responses from eight schools. The findings showed that TFL and TAL have a significant effect on OCBs and TFL highly predicted OCBs than TAL. Decision-makers are advised to implement the TFL and increase the OCBs among Teachers.
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Kabacoff, Robert I., and David Ringwood. "Leading Across Boundaries: Country differences in leadership." In 3rd Annual International Conference on Business Strategy and Organizational Behaviour (BizStrategy 2013). Global Science and Technology Forum Pte Ltd, 2013. http://dx.doi.org/10.5176/2251-1970_bizstrategy13.10.

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Diana, Sri. "Behaviour Management Plan for Elementary School Students." In 6th International Conference on Educational, Management, Administration and Leadership. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/icemal-16.2016.53.

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J, Tweedie, Cooper J, and Banerjee J. "74 Leadership strategies for addressing unprofessional behaviour in healthcare." In Leadership in Healthcare conference, 14th to 16th November 2018, Birmingham, UK. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/leader-2018-fmlm.72.

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J, Tweedie, Cooper J, and Banerjee J. "75 Leadership strategies for addressing unprofessional behaviour in healthcare." In Leadership in Healthcare conference, 14th to 16th November 2018, Birmingham, UK. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/leader-2018-fmlm.73.

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Asiya Zenab Kazmi, Syeda, and Josu Takala. "`Individual Differences` in work force substantiate greater levels of Operational responsiveness through `Transformational Leadership´!" In Annual International Conference on Business Strategy and Organizational Behaviour. Global Science and Technology Forum (GSTF), 2012. http://dx.doi.org/10.5176/2251-1970_bizstrategy38.

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Scataglini, Luciano, Carlo Salvador, Riccardo Gigli, Manfredi Giusto, Roccantonio Catalano, and Annamaria Petrone. "An Effective Approach to Enhance Safety Leadership, Behaviour and Accountability." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2014. http://dx.doi.org/10.2118/171946-ms.

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Pugliese, Francesco, and Davide Marocco. "The relationship between Flocking Behaviour and the Emergence of Leadership." In European Conference on Artificial Life 2013. MIT Press, 2013. http://dx.doi.org/10.7551/978-0-262-31709-2-ch097.

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Baloch, Ghulam Jan. "Linking Servant Leadership With Innovative Work Behaviour: A Conceptual Framework." In 13th Asian Academy of Management International Conference 2019. European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.10.84.

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Reports on the topic "Leadership behaviour"

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Knox, Sally, Kïrsten Way, and Alex Haslam. Are identity leadership and shared social identity associated with the highly reliable behaviour of military personnel? Protocol for a systematic review. INPLASY - International Platform of Registered Systematic Review and Meta-analysis Protocols, May 2022. http://dx.doi.org/10.37766/inplasy2022.5.0063.

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Review question / Objective: Are identity leadership and shared social identity associated with the highly reliable behaviour of military personnel? Information sources: Searches will be conducted in the following databases: PsychInfo, Web of Sciences, Proquest Social Science Database, PTSDpubs, PubMed, Business Source Complete, and SCOPUS. To ensure literature saturation, the eligible papers and reviews identified through the search will be used for reference mining. A bibliography of the eligible papers will be circulated to the systematic review team and social identity experts identified by the team to ensure all relevant material has been captured.
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Lau, Alan, Leanne Atwater, Bruce Avolio, and Bernard Brass. Foundations for Measuring the Development and Emergence of Leadership Behavior. Fort Belvoir, VA: Defense Technical Information Center, September 1993. http://dx.doi.org/10.21236/ada273108.

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Huber-Dilbeck, Darleen. A Study of Principals' Leadership Behavior in One Suburban School District. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1310.

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Korotkin, Arthur L., Michael D. Mumford, Kerry Yarkin-Levin, M. R. Wallis, and Edwin A. Fleishman. Taxonomic Efforts in the Description of Leadership Behavior: A General Approach. Fort Belvoir, VA: Defense Technical Information Center, February 1986. http://dx.doi.org/10.21236/ada169193.

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Schwager, Elisa H., and Kenneth L. Evans. An Exploration of the Construct Validity of a Leadership Behavior Rating System. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada310259.

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D'Alessio, Fernando. Personal Attributes Profiles based on Clustered Leadership Behaviors in Peruvian Managers. CENTRUM Católica Graduate Business School, September 2012. http://dx.doi.org/10.7835/ccwp-2012-09-0001.

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Wirth, Brian. Advancing Understanding of Fission Gas Behavior in Nuclear Fuel through Leadership Class Computing. Office of Scientific and Technical Information (OSTI), June 2019. http://dx.doi.org/10.2172/1523789.

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Phelan, Kerry P. Hierarchical Leadership Behaviors of USAF Majors at Air Command and Staff College. Fort Belvoir, VA: Defense Technical Information Center, April 1998. http://dx.doi.org/10.21236/ada398705.

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Santa Florez, Ricardo Alberto. Base de datos PlosOne-EI-OCB-Lidership-O. Editorial CESA, 2023. http://dx.doi.org/10.57130/cesa.4947.

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Base de datos para en formato SPSS para el artículo de la revista científica Plos One titulado: The impact of emotional intelligence on operational effectiveness: The mediating role of organizational citizenship behavior and leadership
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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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