Artykuły w czasopismach na temat „Leadership behaviour”
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Zhang, Xinyong, Zhenzhen Sun, Zhaoxiang Niu, Yijing Sun i Dawei Wang. "The Effect of Abusive Supervision on Safety Behaviour: A Moderated Mediation Model". International Journal of Environmental Research and Public Health 18, nr 22 (18.11.2021): 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, nr 9 (28.09.2022): 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, i Wasif Wazir. "Leadership Behaviour; Organizational Development". International Journal of Health and Rehabilitation Sciences (IJHRS) 6, nr 3 (2017): 149. http://dx.doi.org/10.5455/ijhrs.0000000131.
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Sanders, Karin, i Birgit Schyns. "Leadership and solidarity behaviour". Personnel Review 35, nr 5 (wrzesień 2006): 538–56. http://dx.doi.org/10.1108/00483480610682280.
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Bohan, Peter, i Graeme Mitchell. "Examining commissioners' leadership behaviour". British Journal of Healthcare Management 21, nr 8 (2.08.2015): 384–94. http://dx.doi.org/10.12968/bjhc.2015.21.8.384.
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Amankwaa, Albert, Michael Asiedu Gyensare i Pattanee Susomrith. "Transformational leadership with innovative behaviour". Leadership & Organization Development Journal 40, nr 4 (10.06.2019): 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 i Sufean Bin Hussin. "Orientations of Leadership Behaviours Required for School Transformation and Change". International Journal of Innovation in Teaching and Learning (IJITL) 6, nr 1 (1.07.2020): 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, nr 12SE (31.12.2016): 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, nr 12(SE) (31.12.2016): 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, nr 1 (24.02.2019): 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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Ayodeji, Folusho, i Olufemi A. Lawal. "Moderating Influences of Emotional Pretensions and Dogmatic Behaviors on the Relationship between Leadership-Induced Stress and Mental Well-Being". Advances in Social Sciences Research Journal 8, nr 6 (12.06.2021): 1–9. http://dx.doi.org/10.14738/assrj.86.10331.
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This study examines the moderating influences of emotional pretensions and dogmatic behaviours on the relationship between leadership-induced stress and mental well-being. 253 employees across several branches of four major banks in Nigeria, all of which were at the final stages of their merger to or acquisition by another bank at that time, participated in the study. A moderated regression analysis confirmed the main propositions of the study that leadership-induced stress will jeopardize mental health. Analysis showed that leadership-induced stress negatively predicted mental health. Emotions Hiding and Dogmatic Behavior also predicted mental health. While emotions hiding negatively predicted mental health, dogmatic behaviour predicted it positively. As expected, leadership-induced stress*dogmatic behaviour interaction significantly predicted mental health. But contrary to expectation, leadership-induced stress*Emotions Hiding interaction did not predict mental health. This suggests that the adverse influence of employees’ high emotions hiding on their mental health (found in this study) did not depend on their experience of leadership-induced stress. These results were discussed in the light of reviewed literature.
KEYWORDS: Leadership-Induced Stress, Mental Wellbeing, Emotional Pretensions, Dogmatic Behaviours, Emotions Hiding
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Udofia, Ukeme Victor, Christabel Brownson i Samuel Okurebia. "Entrepreneurial Leadership and Managerial Sustainability". International Journal of Business and Management Review 10, nr 6 (15.06.2022): 42–76. http://dx.doi.org/10.37745/ijbmr.2013vo10n6pp4276.
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Entrepreneurial leadership has been tipped as one of the millennium solutions to challenges associated with the current competitive and dynamic global business environment. Majority of businesses operating in the localities of Akwa Ibom State in Nigeria including Ikot Ekpene and Uyo, the state capital are on small and medium scale. For decades now, Small and Medium Scale Enterprises (SMEs) are considered as an important aspect of Nigeria’s economy and this makes it quite necessary to investigate the extent to which entrepreneurial leadership behaviour may lead to managerial sustainability. Considering this fact, this study seeks to examine the effect of entrepreneurial leadership behaviour on managerial sustainability in Akwa Ibom state, Nigeria. The study employed a quantitative survey research design. This study targeted a population of 135 owners/ managers who assume leadership positions in SMEs across Akwa Ibom state. This number cuts across sectors like food processing, livestock rearing, trading, art/craft, bakery, table water, fashion and designing/hair dressing and ICT. Out of this figure 101 owners/managers were selected to represent the sample through purposive sampling technique. The cleansed data was further quantitatively analyzed by product moment correlation and multiple regressions. Results of correlation analysis reveal that there is significant relationship between all the constructs of Entrepreneurial leadership (miner behavior, explorer behavior, accelerator behavior and integrator behavior) and managerial sustainability. The result of regression analysis showed that miner behavior, explorer behavior, accelerator behavior and integrator behavior jointly contribute to managerial sustainability. This study concludes that entrepreneurial leadership behaviors of managers/owners of SMEs significantly affect managerial sustainability of such SMEs. Arising from the findings and conclusion, it is recommended amongst others that mangers/owners of SMEs should enhance their innovation capacity and expand innovative entrepreneurship.
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Minelgaitė, Inga, Romie F. Littrell i Vida Škudienė. "Preferred Leader Behaviour in the Business Sector of Lithuania: Follower Diversity Perspective". Organizations and Markets in Emerging Economies 9, nr 2 (31.12.2018): 272–91. http://dx.doi.org/10.15388/omee.2018.10.00014.
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Leadership roles in sustaining effective management have recently become paramount due to the need to keep up with the fast technical and societal developments. Moreover, business sectors in the postcommunist transformation settings are facing distinct leadership challenges suggesting a different pattern of leadership behaviour. The main contribution of this study was to build on follower-centric approach in leadership and investigate followers’ diversity in regard to leader behaviour preferences as a means to benchmark followers’ attitudes in the post-communist country still undergoing societal cultural shift. The purpose of the study was to investigate the leadership behaviours in Lithuanian cultural context. This study used 129 responses to the Leader Behaviour Description Questionnaire XII in order to identify the followers’ preferences of the leadership behaviour. ANOVA and correlation analyses were used to identify how followers’ age, level of education, and gender are related to leadership behaviour. The results indicated significant differences in regard to gender and education level of the follower towards the desired leader behaviour. However, the age of the follower did not affect leader behaviour preferences. This indicates that followers in Lithuania have diverse attitudes towards perception of effective leadership. Studying leader behaviour within the context of the followers’ socio-demographic characteristics contributes to the increase of knowledge about leadership behaviour in post-communist emerging economies.
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Valentina Happy Vanesa. "The Effect of Transformational and Transactional Leadership on Employee Negative Behavior Mediated by Work Stress". International Journal of Science, Technology & Management 2, nr 1 (27.01.2021): 368–76. http://dx.doi.org/10.46729/ijstm.v2i1.162.
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The objectives of this research was analyzed the effect of transactional leadership on work stress , the effect of transactional leadership on employee negative behavior, the effect transformational leadership on work stress, the effect of transformational leadership on employee negative behavior, and the effect of positively work stress on employee negative behavior. This research also analyzed the impact of transformational and transactional leadership on employee negative behaviour through work stress. The population of this study consist of two hundred employees PT. X Jakarta as the respondents provided the data that were analyzed for this study. Using the sub-set of the sampling consisting of was used to test five hypothesized relationship in the model. Data analysis in this research was used Structural Equation Model (SEM) to test independent variables influence the dependent variable. The result of this research conclude that there is positive impact from transactional leadership on work stress and negative impact from transformational leadership on work stress. The result of the study also revealed that theres in and positive indirect impact from transactional leadership on employee negative behaviour through work stress and negative indirect impact from transformational leadership on employee negative behaviour through work stress.
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Chaurasia, Sharad. "Comparison of Leadership Behaviour among Sportsmen and Non-Sportsmen". International Journal of Physical Education & Sports Sciences 13, nr 3 (1.06.2018): 13–16. http://dx.doi.org/10.29070/13/57072.
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PJ, Fr Thomas, i G. Visvanathan. "Leadership Behaviour Of The Heads Of Higher Secondary Schools In Kerala". Ushus - Journal of Business Management 8, nr 2 (10.06.2009): 46–54. http://dx.doi.org/10.12725/ujbm.15.5.
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Leadership is the ability to inspire confidence and support individuals who need to achieve administrative goals. Leading is the major role of the Head of an institution. Leadership is expected to deal with change, inspiration, motivation, and influence. Task and relational behaviours of the Heads of higher secondary schools should equally be embedded for effective administration. Therefore an attempt has been made to ascertain the leadership behaviour of the Heads of higher secondary schools in Kerala. The investigators used simple random sampling technique for selecting the sample of 1500 higher secondary school teachers to study the leadership behaviour of the Heads. The main objective of the study is to find out whether there is any significant difference in respect of leadership behaviour of Heads of higher secondary schools with respect to gender, locality and type of management. This study revealed that there is significant difference between male and female Heads of higher secondary schools with respect to their leadership behaviour and no significant difference is found between rural and urban Heads, government and private higher secondary school Heads with respect to the leadership behaviour. It is found that male heads of higher secondary schools have higher leadership behaviour. Therefore female heads of higher secondary schools should be suitably trained for effective leadership behaviour
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Langford, Peter H., Cameron B. Dougall i Louise P. Parkes. "Measuring leader behaviour: evidence for a “big five” model of leadership". Leadership & Organization Development Journal 38, nr 1 (6.03.2017): 126–44. http://dx.doi.org/10.1108/lodj-05-2015-0103.
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Purpose The purpose of this paper is to provide evidence for a “leadership big five”, a model of leadership behaviour integrating existing theories of leadership and conceptually aligned with the most established model of personality, the big five. Such a model provides researchers and practitioners with a common language to describe leadership behaviour in a field with a plethora of leadership models. The model also describes a wider range of leadership behaviour than other models of leadership, and presents dimensions that correlate with important organisational outcomes as demonstrated in this study. Design/methodology/approach In total, 1,186 employees completed the Voice Leadership 360, a survey designed to measure the leadership big five, collectively rating 193 managers from a range of different sectors and industries, using a 360-degree survey methodology. Findings Confirmatory factor analyses and internal reliability analyses provide evidence for 22 lower-order factors of leadership behaviour that aggregate into five higher-order factors of leadership aligned with the big five personality descriptors. Further evidence for the validity of the model is indicated by significant correlations between 360-degree survey ratings and raters’ judgements of leaders’ personality, and significant correlations between 360-degree survey ratings and both work unit engagement levels and manager reports of work unit performance. Research limitations/implications The cross-sectional design is the main limitation of the present study, limiting conclusions that changes in leadership behaviours will lead to changes in organisational outcomes. The primary research implications of this study include the support for an integrating model of leadership behaviour that aligns with a large body of psychological research, as well as the development of a survey that can be used for future exploration of the model. Practical implications Practitioners may use the results of the study to rethink how they develop competency frameworks and measure leadership behaviour in organisation development contexts. This broad model of leadership and the familiarity of its dimensions could increase the effectiveness of behaviour change interventions, and the presented survey provides a reliable and valid tool for 360-degree assessments. Originality/value The study provides evidence that leadership can be described in a structurally similar way to human personality. It presents a leadership model that consists of a broader range of leadership behaviours related to organisational outcomes compared with previous models of leadership.
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G. Frigillana, Katherine, Roviel Manfre C. Muldong, Hazel T. Tiongson, Jeric R.Aduna i Noel T. Florencondia. "ASSESSMENT OF HOLY ANGEL UNIVERSITY – SCHOOL OF ENGINEERING AND ARCHITECTURE ADMINISTRATORS AS TRANSFORMATIONAL AND SERVANT LEADERS". Engineering and Technology Journal 08, nr 01 (3.01.2023): 1807–13. http://dx.doi.org/10.47191/etj/v8i1.04.
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The leadership style of an individual is influenced by his personality, ability, and skills. Two leadership styles were focused in this study which are transformational and servant leaderships. The level of leaderships of the administrators of the School of Engineering and Architecture (SEA) at Holy Angel University (HAU) for the First Semester School Year 2022-2023 were assessed using self-assessment transformational and servant leadership questionnaires. The assessment resulted that administrative ability is the dominant transformational leader characteristic of the respondents while being creative was the lowest transformational leader characteristic, but still within the high range of the score interpretation. Demonstrating ethical behaviour is the dominant servant leader characteristic but creating value for the community got the lowest characteristic, but still within the moderate range of the score interpretation. The HAU-SEA administrators generally demonstrated the characteristics of a transformational leader and mostly exhibited the behaviours of a servant leader, specifically the exemplary demonstration of ethical behaviours.
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Gregersen, S., S. Vincent-Ho per i A. Nienhaus. "Health-Relevant Leadership Behaviour: A Comparison of Leadership Constructs". German Journal of Human Resource Management: Zeitschrift für Personalforschung 28, nr 1-2 (1.02.2014): 117–38. http://dx.doi.org/10.1177/239700221402800107.
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Safdar, Umar, Afsar Bilal i Adeel Tariq. "Ethical Leadership and Innovate Behaviour". Academy of Management Proceedings 2018, nr 1 (sierpień 2018): 13904. http://dx.doi.org/10.5465/ambpp.2018.13904abstract.
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Schyns, B., i G. Mohr. "Nonverbal Elements of Leadership Behaviour". German Journal of Human Resource Management: Zeitschrift für Personalforschung 18, nr 3 (1.08.2004): 289–305. http://dx.doi.org/10.1177/239700220401800303.
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Widyastuti, Maria Theresia. "Pengaruh Servant Leadership terhadap Job Performance yang dimediasi oleh Job Attitude dan Work Behavior Karyawan pada Industri Perhotelan milik BUMN". International Journal of Digital Entrepreneurship and Business 3, nr 2 (26.08.2022): 74–91. http://dx.doi.org/10.52238/ideb.v3i2.93.
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Penelitian ini bertujuan untuk melakukan pengujian empiris mengenai pengaruh servant leadership terhadap job performance yang dimediasi oleh job attitude (job satisfaction dan commitment organization) dan work behaviour (employee engagement dan organizational citizenship behaviour). Metode penelitian yang digunakan adalah survei deskriptif dan survei eksplanatori dan data diperoleh melalui pengisian kuesioner oleh karyawan pada 13 Hotel BUMN, serta analisis data yang digunakan adalah Structural Equation Modeling (SEM) dengan menggunakan software pengolahan data Lisrel versi 8.80. Hasil temuan penelitian menunjukkan bahwa servant leadership berpengaruh positif dan signifikan terhadap job attitude, work behavior, dan job performance. Servant leadership dengan dimediasi oleh job attitude dan work behavior memiliki pengaruh lebih tinggi dibandingkan jika servant leadership langsung berpengaruh pada job performance. Servant leadership yang dimediasi oleh employee engagement berpengaruh paling dominan terhadap job performance. Hal ini menunjukkan bahwa job attitude (job satisfaction dan organization commitment) dan work behavior (employee engagement dan organizational citizenship behaviour) berperan sebagai variabel mediasi pada pengaruh servant leadership terhadap job performance. Hasil penelitian selain memberikan implikasi teoritis juga memberikan implikasi manajerial yang dapat digunakan untuk melihat faktor yang mempengaruhi job performance karyawan dan work attitude. Model ini dapat dijadikan sebagai alat yang dapat digunakan bagi manajemen dalam meningkatkan job performance melalui peningkatan servant leadership melalui peningkatan employee engagement serta didukung dengan peningkatan job satisfaction, organization commitment, dan organizational citizenship behaviour.
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Bahkia, Ayu Suriawaty, Zainudin Awang, Asad Rahman, Ayesha Nawal, Nor Azma Rahlin i Asyraf Afthanorhan. "An explicit investigation of occupational stress and safety behavior on the relationships between supportive leadership and safety compliance in sewerage industry". Linguistics and Culture Review 6 (14.12.2021): 146–68. http://dx.doi.org/10.21744/lingcure.v6ns1.1987.
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This study aims to examine the influence of supportive leadership on occupational stress, safety behaviour and safety compliance of workers working in Indah Water Konsortium Sdn. Bhd. (IWK) Malaysia. Moreover, the study intends to investigate the mediational role of occupational stress and safety behaviour. Supportive leadership negatively influence occupational stress while positively influencing safety behaviour. Occupational stress put a negative effect on safety behaviour and safety compliance, while safety behaviour has a positive effect on safety compliance. Supportive leadership positively influences safety compliance. Occupational stress and safety behaviour partially mediate the relationship between supportive leadership and safety compliance. The outcomes of this study offer significant insights into the management of Indah Water Konsortium Sdn. Bhd. (IWK) to reduce occupational stress, encourage safety behaviour, and improve safety compliance by providing supportive leadership to the workers. Unlike other industries, the sewerage operation industry (in Malaysia) is under an intensive work burden and work pressure that eventually causes occupational stress, lack of safety compliance and ignorance of safety behaviours among workers. The link of supportive leadership with safety compliance is scared with the mediating role of occupational stress and safety behaviour, especially in the sewerage industry particularly in developing countries such as Malaysia.
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Alazmi, Terki N. "Leadership in context". International Journal of Islamic and Middle Eastern Finance and Management 9, nr 4 (14.11.2016): 474–91. http://dx.doi.org/10.1108/imefm-01-2015-0008.
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Purpose This paper aims to investigate the contextual dimensions that form leadership behaviour amongst Kuwait’s private sector leaders. Design/methodology/approach Using a constructionist approach within which 40 leaders from Kuwaiti private sector organisations were interviewed, in the banking, investment, real estate and services sectors, this paper focuses on two main areas of study: to critically examine the literature and identify the most contextual dimensions found to have significant influence on leadership behaviour and to verify first-hand how the identified dimensions are affecting leaders’ behaviour in the specified context. Findings The research finds that although the content of leadership may not change significantly, the context of leadership is important and is able to alter the quality and behaviour of leaders. Originality/value Empirically based knowledge about leadership in context is limited, as few studies to date have examined the importance of the contextual dimensions in explaining leadership behaviour.
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Diebig, Mathias, Ute Poethke i Jens Rowold. "Leader strain and follower burnout: Exploring the role of transformational leadership behaviour". German Journal of Human Resource Management: Zeitschrift für Personalforschung 31, nr 4 (7.09.2017): 329–48. http://dx.doi.org/10.1177/2397002217721077.
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This study contributes to leadership literature by linking leader strain with followers’ level of burnout while considering leaders’ transformational leadership behaviour. The study provides promising insights into the field of leadership theory by shedding light on the nature of leadership under stress. The sample consisted of 294 dyads of leaders and their followers, who provided information on transformational leadership style, levels of perceived strain, and burnout via an online survey. Results show that (1) strained leaders display less transformational leader behaviours, (2) leaders’ transformational behaviours reduce follower burnout, and (3) the relationship between leader strain and follower burnout is mediated by transformational leadership behaviours. This study contributes to the existing literature by exploring the link between leaders’ strain and followers’ burnout within a health-oriented leadership framework, and uncovers direct and indirect effects seen as a result of transformational leadership.
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Lavena, Ika, i Singmin Johannes Lo. "THE EFFECT OF LEADERSHIP BEHAVIOUR AND REWARD SYSTEM ON THE EMPLOYEE PERFORMANCE MEDIATED BY ORGANIZATIONAL CITIZENSHIP BEHAVIOUR OF PT DANPAC PHARMA". Dinasti International Journal of Management Science 1, nr 4 (6.03.2020): 493–513. http://dx.doi.org/10.31933/dijms.v1i4.186.
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The purpose of this research is to understand and explain the effect of Leadership Behavior and Reward System on Employee Performance is mediated by Organizational Citizenship Behavior for Employees PT Danpac Pharma. The method used is quantitative approach, where the population in this study were 305 employees of PT Danpac Pharma. Engineering sample selection is done by taking a sample saturated to permanent employees as much as 146 respondents. Questionnaire survey instrument used data collection techniques and have been submitted to the employees of PT Danpac Pharma. Data of this study, which analyzed using structural equation models (SEM) 3.2.8 SmartPLS software program. This study reveaks that Leadership Behaviour and Reward System have a significant positive effect on Employee Performance mediated by Organizational Citizenship Behaviour both partially and simultaneously. In addition, the Leadership Behavior has a positive and significant effect on Organizational Citizenship Behavior and Reward System has a positive and significant effect on Organizational Citizenship Behavior. Leadership Behavior has a positive and significant effect on Employee Performance and Reward System has a positive and significant effect on Employee Performance.
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You, Kang-Won. "The Effect of Transactional and Transformational Leadership Behaviours on Factors Establishing Teams’ Cultural Aspects to Promote Organizational Effectiveness". Sport Mont 19, nr 3 (1.10.2021): 35–40. http://dx.doi.org/10.26773/smj.211008.
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This study aimed to analyse the relationships between transactional leadership, transformational leadership, and organizational culture in university soccer teams. First, the study focused on the transactional and trans- formational leadership behaviours of soccer coaches in university soccer teams using Multifactor Leadership Questionnaire 5X (MLQ 5X) by Bass and Avolio (1990) as an instrument. Second, the cultural factors of the univer- sity soccer teams were measured using the Organizational Culture Assessment Questionnaire (OCAQ, Sashkin, 2001). Using random cluster sampling, 316 players in university soccer teams participated in the study. The study results showed that both transactional and transformational leadership had a positive effect on organizational team culture, but the effect of transactional leadership behaviour appeared more extensive than transforma- tional leadership behaviour did in the present study. In a Korean context, it remains undeniable that strong transactional leadership behaviours exist, and they exert significant influence on university soccer team culture, but the effect of transformation leadership behaviours was also obvious on team culture. It could be concluded that the combination of transactional and transformational leadership is likely to be a key factor in the successful development of organizational effectiveness.
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Itzkovich, Yariv, Sibylle Heilbrunn i Ana Aleksic. "Full range indeed? The forgotten dark side of leadership". Journal of Management Development 39, nr 7/8 (2.06.2020): 851–68. http://dx.doi.org/10.1108/jmd-09-2019-0401.
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PurposeThe full-range leadership theory, and the distinction between transformational, transactional and laissez-faire leadership behaviour has strongly influenced leadership theory and research in the last several decades. However, in spite of its impact on theory and practice, it has a few shortcomings, as, in its essence, it disregards several essential aspects of a leader’s behaviour, such as the dark side of leadership behaviour. Therefore, to capture various leader behaviours, we provide a more comprehensive leadership model named the “complete full range of leadership”.Design/methodology/approachBased on reviewing the relevant theoretical and empirical literature, we propose an extended theoretical model, which addresses the existing shortcomings of the full range leadership model.FindingsFirst, we added a new active and more destructive facet of leadership style named active, destructive leadership style. Second, based on existing empirical findings, we restructured the transactional facet of full-range leadership by collapsing its components into two new distinct facets representing active constructive leadership style and passive destructive leadership style. Finally, drawing on Hersey and Blanchard’s model, we add a new passive and constructive facet named passive constructive leadership.Originality/valueOur suggested “complete full range of leadership” contributes to leadership theory by addressing the gap between existing theory and empirical findings, making a clear distinction between lack of leadership and delegation and by comprising the dark side of leadership with its bright side into one comprehensive leadership model.
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Dadhich, Anubha, i Kanika T. Bhal. "Ethical Leader Behaviour and Leader-Member Exchange as Predictors of Subordinate Behaviours". Vikalpa: The Journal for Decision Makers 33, nr 4 (październik 2008): 15–26. http://dx.doi.org/10.1177/0256090920080402.
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The role of leader or leadership in management has occupied the attention of both theorists and practitioners alike. Of late, its role has also been considered significant in ethical issues given the exposure of various ethical scandals. Research on ethical leadership, despite its importance, is limited. Part of the problem may lie in the difficulties associated with studying ethical leadership in a field setting. This study, therefore, uses an experimental design to explore the impact of ethical leadership on subordinates' outcomes (behaviours and perceptions). This concept of ethical leadership is juxtaposed with exchange-based relationship between the leader and the member (leader-member-exchange or LMX). LMX focuses on one-to-one exchange-based relationship between a leader and a subordinate. However, ethical leadership based on Brown et.al's (2005) work is conceptualized as the leader's ethical-moral behaviour in general. This study explores the relative impact of ethical leader behaviour and LMX on subordinate outcomes which are distinguished in terms of ethics-related (leaders honesty, willingness to report problems, affective trust, and cognitive trust) and work-related (leaders effectiveness, satisfaction with the leader, and extra effort) outcomes. The study makes several contributions to the existing leadership literature. To begin with, and to the best of our knowledge, no research has explored the relative impact of one-on-one relationship with the leader (LMX) and ethical leaders' behaviour on subordinate outcomes. Second, subordinate outcomes have been conceptualized as belonging to either of the two categories — pragmatic⁄generic jobrelated behaviours (outcomes), (e.g., extra effort of the subordinate, effectiveness of the subordinate, and satisfaction with the leader) or idealistic ethics-related outcomes like (leader's honesty, willingness to report problems, affective trust, idealized behaviour, and idealized attribute). It is argued that theoretically, though LMX is a strong determinant of pragmatic job-related behaviour (outcomes), ethical leadership is more likely to predict idealistic ethicsrelated outcomes. The hypotheses are tested through an experimental study. The overall design of the experiment was a 2 (Ethical Leadership: Ethical, Unethical) X 2 (LMX: Low; High) between-participants factorial, employing four versions of scenarios. All the dependent variables were measured through standard scales and they showed high reliability coefficients. ANOVA tests indicated that not only ethics-related behaviours but work-related behaviours of the subordinates too were predicted by ethical leader behaviour which shows the functional significance of ethical leader behaviour. The results are discussed for their theoretical and practical implications while mentioning the limitations of the study.
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Pan, Zhenlin. "Paradoxical leadership and organizational citizenship behaviour: the serial mediating effect of a paradoxical mindset and personal service orientation". Leadership & Organization Development Journal 42, nr 6 (25.05.2021): 869–81. http://dx.doi.org/10.1108/lodj-08-2020-0351.
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PurposeThe purpose of this study was to explore the relationship between paradoxical leadership and organizational citizenship behaviour (OCB), including the serial mediating role of a paradoxical mindset and personal service orientation, by applying social cognitive theory and planned behaviour theory.Design/methodology/approachThe hypotheses proposed in this study were empirically tested using data from 411 supervisor–subordinate paired samples from six Chinese enterprises at two time points. The bootstrap method was applied using PROCESS macro v 3.3 for SPSS 24.0 software.FindingsThe results demonstrate the following relationships: paradoxical leadership positively affects OCB; paradoxical mindset significantly mediates the relationship between paradoxical leadership and OCB; personal service orientation significantly mediates the relationship between paradoxical leadership and OCB; and paradoxical mindset and personal service orientation play serial mediating roles in the relationship between paradoxical leadership and employees' OCB.Practical implicationsThe results of this study show that managers' paradoxical leadership behaviours can effectively stimulate employees' OCB, which in turn influence employees' attitudes and behavioural intentions towards conflict.Origin/valueThis study enriches the antecedents of OCB and the consequences of paradoxical leadership. From an attitude and behaviour perspective, this study explores the internal transmission path of the impact of paradoxical leadership on employee behaviour and expands existing research on intermediary mechanisms.
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Alban-Metcalfe, Juliette, i Beverly Alimo-Metcalfe. "Reliability and validity of the “leadership competencies and engaging leadership scale”". International Journal of Public Sector Management 26, nr 1 (21.01.2013): 56–73. http://dx.doi.org/10.1108/09513551311294281.
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Purpose – The aim of this paper is to present evidence of the reliability and validity of the “Local Government 360 (LG360)”, a diagnostic tool for assessing both competent and engaging leadership behaviour among managers and professionals in local government. Design/methodology/approach – The paper argues that the assessment of both leadership competencies (the “what”) and engaging leadership behaviours (the “how”) is essential for a valid diagnosis of individuals' strengths and developmental needs. Findings – Evidence is presented of the internal consistency (reliability) and the criterion and discriminant validity of the tool, among an opportunity sample comprising 288 local government staff, of whom 143 were female and 77 male; 58 were from a Black and Minority Ethnic background and 220 were White. Practical implications – Data on the impact of leadership behaviour on direct reports, provided by the LG360, are powerful in providing evidence to emphasise that the way in which a leader behaves can have a significant effect on staff attitudes and wellbeing at work. Originality/value – Although a number of 360-tools are available, only in a small number of cases are their psychometric properties, particularly empirical evidence of their criterion and discriminant validity, reported.
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Larsson, Johan. "Healthy and effective leadership behaviour through a leadership development programme". Total Quality Management & Business Excellence 28, nr 13-14 (14.09.2016): 1617–31. http://dx.doi.org/10.1080/14783363.2016.1216310.
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Alaati, Tarek Ahmed, Muhammad Nizam, Ary Setyawan i Prabang Setyono. "Exploratory Study of Leadership Behavior Impact on Environmental Performance of Industrial Companies in Libya". International Journal of Business and Management 11, nr 2 (25.01.2016): 119. http://dx.doi.org/10.5539/ijbm.v11n2p119.
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This research purposed to investigate the impact of the leadership behaviour on environmental performance in Akakus Oil Operation Company in Libya. The case study conducted was specifically designed to investigate the connection between leadership behaviour style (supportive and directive leadership behaviour) and the implementation status based on international standard systems that is encompassed on total quality management (TQM) and environmental management system (EMS). TQM and EMS are crucial techniques to increase the environmental performance within industrial organizations. Survey was carried out to collect the primary data. Random sampling technique applied to get the data. 200 respondents who consisted of supervisor, managers and employees of Akakus Oil Operation Company, Libya were involved to participate on this study. The statistical result showed a strong relationship between the leadership behavior and environmental performance. Moreover, there are massive impacts of the leadership on environmental performance. In addition, the leadership behavior play important role in determining the overall implementation status of TQM key elements and EMS in the Libyan Organization. Further, this work contributes to the existed knowledge about empirical impact of the leadership behavior on environmental performance within the industrial and manufacturing companies in Libya. The variables were tested through different aspects to provide comprehensive views on the factors which affect the environmental performance in Akakus Oil Operation Company in Libya.
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Pradhan, Sajeet, i Lalatendu Kesari Jena. "Does Meaningful Work Explains the Relationship Between Transformational Leadership and Innovative Work Behaviour?" Vikalpa: The Journal for Decision Makers 44, nr 1 (19.02.2019): 30–40. http://dx.doi.org/10.1177/0256090919832434.
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Executive Summary Transformational leaders motivate their followers to relook their job by elevating the status of the job from being boring, repetitive and menial into something more meaningful and significant. This ascendance of employee’s job as something important and its contribution to overall organizational vision is what prompts them to engage in innovative work behaviour. Therefore, it would be interesting to test the indirect effect of transformational leadership on followers’ innovative work behaviour as mediated through followers’ perception of meaningful work. The current study is set to serve two purposes. First, to clear the confusion regarding the findings related to transformational leadership’s influence on employee’s innovative work behaviour. Second, to investigate the mediating role of meaningful work in explaining the relationship between transformational leadership and innovative work behaviour. Data was collected from two samples, Sample I (349 executives) and Sample II (539 executives), working in two different manufacturing organizations in Eastern India. The results of both the samples confirm that transformational leadership significantly influences employee’s innovative work behaviour. Also, the study (both Samples I and II) finds meaningful work to partially mediate the relationship between transformational leadership and employees’ innovation. In order to lend further credibility to our mediation finding, we carried out Sobel test and bootstrapping technique to strengthen our assertion. This study replicates previous empirical investigations by exploring the relationship between transformational leadership and employee’s innovative behaviour at work in Indian manufacturing context. The study also strives to enrich the extant literature by testing the mediating role of meaningful work in explaining the relationship between transformational leadership and employee innovation.
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Skinner, C., i P. Spurgeon. "Valuing empathy and emotional intelligence in health leadership: a study of empathy, leadership behaviour and outcome effectiveness". Health Services Management Research 18, nr 1 (1.02.2005): 1–12. http://dx.doi.org/10.1258/0951484053051924.
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This article examines the relationship between health managers' self-assessed empathy, their leadership behaviours as rated by their staff, and staff's personal ratings on a range of work satisfaction and related outcome measures. Empathy was conceived of as four distinct but related individual dispositions, namely empathic concern (EC), perspective taking (PT), personal distress (PD) and empathic matching (EM). Results showed three empathy scales (EC, PT and EM) were, as postulated, positively related to transformational behaviour (inspiring followers to achieve more than expected). The same three measures, also as expected, showed no relationship to transactional behaviour (motivating followers to achieve expected results) and were negatively associated with laissez-faire leadership (an absence of leadership style). Relationships between empathy scales and outcome measures were selective and moderate in size. Strongest empathy association was evident between the PT scale and most outcome measures. Conversely, the extra effort outcome appeared most sensitive to the range of empathy scales. Where significant relationships did exist between empathy and outcome, leadership behaviour was in all cases a perfect mediator. Whilst not denying the smaller dispositional effects on leadership outcomes, leadership behaviour itself, rather than individual traits such as empathy, appear to be major influencing factors in leadership effectiveness.
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Iqbal, Amjad, Khawaja Fawad Latif i Muhammad Shakil Ahmad. "Servant leadership and employee innovative behaviour: exploring psychological pathways". Leadership & Organization Development Journal 41, nr 6 (1.07.2020): 813–27. http://dx.doi.org/10.1108/lodj-11-2019-0474.
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PurposeDrawing on social exchange theory (SET) and conservation of resource (COR) theory, the purpose of this research is to examine the relationship between servant leadership and employees' innovative behaviour and explore the neglected mediating role of psychological safety and thriving.Design/methodology/approachFollowing cross-sectional research design, data was collected from 347 employees of large size information technology (IT) companies in Pakistan. Partial least squares structural equation modeling (PLS-SEM) technique was used for data analysis.FindingsThe results reveal that servant leadership has direct and positive relationship with employees' innovative behaviour. Moreover, psychological safety and thriving partially mediate this relationship.Practical implicationsThis research reinforces the role of servant leadership in organizations striving for a high rate of innovation. Findings of this study suggest managers to practice servant leadership behaviours which enhance employees psychological resources: psychological safety and thriving and prompt them to engage in innovative behaviour.Originality/valueThis research makes novel contribution to the incipient literature by providing first empirical evidence on the simultaneous role of psychological safety and thriving in translating the influence of servant leadership on employees' innovative behaviour.
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E. Mafigu i B.C. Chisaka. "The Role of Rural Educational Leadership in Influencing Societal Behaviour: A Case Study of Goromonzi District: Educational Leaders’ Perceptive". International Journal of Linguistics, Literature and Translation 3, nr 5 (31.05.2020): 149–64. http://dx.doi.org/10.32996/ijllt.2020.3.5.17.
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This study establishes the role of rural educational leadership in influencing societal behaviour, focusing Goromonzi District. It was positioned alongside the behavioural theories and the African unhu/ubuntu philosophy, informed by a qualitative case study. It made use of interviews, focus group discussions and observations in the generation of data from a purposive sample of three rural secondary schools. The rural context has its own set of unique community identifiers, making rural schools remarkably different from those found in the urban centres. The rural community is experiencing an influx of urban migration and as a result, the disturbance of an ideal rural setting is posing a challenge to the educational leadership in impacting the societal behaviour in the way it ought to be. Moreover, the educational leadership in the rural community is often characterised by lack of understanding of the rural communities’ traditional beliefs and practices, giving rise to contradictions with what the educational leadership intends to promote and encourage at times. Consequently, a cultural shift and contextual adaptation of distinctive attitudes and behaviours that enhance positive behaviour transformation becomes imperative. Above it all, studying rural behavioural trends as a response to educational leadership was paradoxical journey. The study thus, concludes that while literature points out that leadership has a direct influence of the behaviour of its community, this cannot go far unless the educational leadership deliberately aligns its own behaviour with the dictates of unhu/ubuntu philosophy which has a place in the African rural context.
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Das, Muralee. "Leadership Behaviour and Firm Social Performance". Academy of Management Proceedings 2014, nr 1 (styczeń 2014): 14798. http://dx.doi.org/10.5465/ambpp.2014.14798abstract.
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Garland, Joshua, Andrew M. Berdahl, Jie Sun i Erik M. Bollt. "Anatomy of leadership in collective behaviour". Chaos: An Interdisciplinary Journal of Nonlinear Science 28, nr 7 (lipiec 2018): 075308. http://dx.doi.org/10.1063/1.5024395.
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Alsarrani, Wael Ibrahim, Ahmad Jusoh, Ayman Ahmed Alhaseri i Amani Almeharish. "LITERATURE REVIEW STUDY OF THE RELATIONSHIP BETWEEN LEADERSHIP STYLE, LEADERSHIP BEHAVIOUR, AND LEADERSHIP TRAITS". Humanities & Social Sciences Reviews 9, nr 4 (12.08.2021): 152–59. http://dx.doi.org/10.18510/hssr.2021.9422.
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Purpose: This paper attempts to interpret and discuss leadership and the three contradicted terms to reveal the misuse of those three terms with leadership.
Methodology: The study uses a systematic method to review the previous literature related to the leadership domain and the three contradicted terms related to leadership. These are leadership style, leadership behaviour, and leadership traits. In addition, this study provides the definitions of the three contradicted terms from a linguistic and management literature perspective.
Main Findings: The study proposed a definition of each of the three contradicted terms. Additionally, the study suggested a conceptual framework that combined how the three contradicted terms can be related. The findings will contribute to the expansion of theoretical knowledge in the field of leadership.
Applications of this study: This paper indicates that the review of the literature regarding what differentiates the three contradicted terms is an important aspect to deeply understand leadership concepts. The definition of each of the three contradicted terms will expand the understanding of junior leadership researchers and university students.
The study's originality: This study will reveal the ambiguity and misinterpretation in the literature regarding the three contradicted terms of leadership. Moreover, it will present the definition of each of the three terms; leadership style, leadership behaviour, and leadership traits. Furthermore, the proposed conceptual framework will contribute to the expansion of theoretical knowledge in the leadership domain.
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Chughtai, Aamir. "Servant leadership and perceived employability: proactive career behaviours as mediators". Leadership & Organization Development Journal 40, nr 2 (29.03.2019): 213–29. http://dx.doi.org/10.1108/lodj-07-2018-0281.
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Purpose The purpose of this paper is to investigate the effects of servant leadership on perceived employability and examine the mediating role of three proactive career behaviours, namely, career planning, skill development and networking behaviour in this relationship. Design/methodology/approach Data for this study were collected from 176 employees who were working in a large food and beverage company operating in Pakistan. Structural equation modelling and the bootstrapping procedure were used to test the research hypotheses. Findings Results showed that servant leadership was positively related to career planning, skill development and networking behaviour, which, in turn, were positively associated with perceived employability. Furthermore, it was found that the three proactive career behaviours fully mediated the effects of servant leadership on perceived employability. Practical implications The findings of this study indicate that servant leadership can play a key role in enhancing workers’ employability. Thus, it is important that organisations focus on creating conditions, which help them to develop servant leaders. Originality/value This is the first study, which has empirically established a link between servant leadership and perceived employability. In addition, it uncovers three distinct mechanisms in the form of career planning, networking behaviour and skill development through which servant leadership can influence workers’ employability.
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White, Stephanie, i Davar Rezania. "The impact of coaches’ ethical leadership behaviour on athletes’ voice and performance". Sport, Business and Management: An International Journal 9, nr 5 (11.11.2019): 460–76. http://dx.doi.org/10.1108/sbm-11-2017-0079.
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Purpose Ethics and leadership are ongoing topics in high performance sports. The purpose of this paper is to provide an insight into the relationship between coaches’ ethical leadership behaviour, as perceived by athletes, and its impact on student-athlete accountability, voice and performance. Design/methodology/approach The paper examines the constructs of coaches’ ethical leadership behaviour, felt accountability and voice behaviour. The authors surveyed student-athletes from a variety of sports who compete in the Ontario University Athletics Regional Association. A total of 303 respondents (n=303) completed the survey. Partial least squares path modelling algorithm was utilised for testing hypotheses. Findings The results of the study indicate a significant relationship between a coach exhibiting ethical leadership behaviour and student-athlete voice behaviour and performance. Felt accountability mediates the effect of ethical leadership on voice and performance. Practical implications This study provides support for the hypothesis that coaches who behave ethically and whose actions represent their words create an environment where a student-athlete feels accountable. This is a powerful concept as it can positively impact individual and team success. The findings suggest that one of the ways that coaches can impact athletes’ performance is to demonstrate and model ethical conduct, and reward ethical acts. Originality/value The paper examines how coaches’ ethical behaviour might impact individual processes of accountability, voice and performance. Second, the paper uses the construct of accountability to explain how coaches’ ethical leadership impacts student-athlete behaviour. The accountability literature indicates that followers’ behaviours can be understood as the consequences of his/her perceived accountability towards the leader.
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Mickson, Michael K., i Alex Anlesinya. "Enhancing job satisfaction among local government servants in Ghana". International Journal of Public Leadership 16, nr 1 (27.08.2019): 1–16. http://dx.doi.org/10.1108/ijpl-03-2019-0007.
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Purpose The purpose of this paper is to examine the influence of transformational and transactional leadership behaviours on local government worker’s job satisfaction as well as to determine which one of these two leadership behaviours is a better predictor of job satisfaction among local government servants in Ghana. Design/methodology/approach The research used a questionnaire to collect 322 usable data from the respondents, and employed multiple regressions to analyse the data. Findings The results showed that both transformational leadership and transactional leadership behaviours have significant positive effects on employee job satisfaction in Ghana’s Local Government service. Surprisingly, critical examination of the results further revealed that transactional leadership behaviour is a better predictor of job satisfaction relative to transformational leadership behaviour in Ghana’s Local Government Service. Moreover, the findings suggested that the influence of both leadership behaviours on job satisfaction may vary by workers’ age, level of education and gender. Practical implications These results imply that the more transactional and transformational leadership behaviours are exhibited or demonstrated by leaders, the more satisfaction local government servants will experience with their jobs. It further means that depending on the context or work environment, transactional leadership can surpass transformational leadership in enhancing employee outcomes. It also reinforces the need to ensure equity in employee reward systems as well as treatment of different age, educational and gender groups. Originality/value This result has contributed to knowledge by providing empirical evidence to refute the popular claim that transformation leadership produces better outcomes than transactional leadership. Besides, this study highlights the important roles of transformational and transactional styles in ensuring job satisfaction among the local government sub-sector, a generally under-researched sector.
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Lornudd, Caroline, David Bergman, Christer Sandahl i Ulrica von Thiele Schwarz. "A randomised study of leadership interventions for healthcare managers". Leadership in Health Services 29, nr 4 (3.10.2016): 358–76. http://dx.doi.org/10.1108/lhs-06-2015-0017.
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Purpose The purpose of this paper was to assess two different leader development interventions by comparing their effects on leadership behaviour and evaluating their combined impact after two years, from the viewpoints of both the participating managers and external raters. Design/methodology/approach The study was a longitudinal randomised controlled trial with a cross-over design. Health care managers (n = 177) were first randomised to either of two 10-month interventions and a year later were switched to the other intervention. Leadership behaviour was rated at pre-test and 12 and 24 months by participating managers and their superiors, colleagues and subordinates using a 360-degree instrument. Analysis of variance and multilevel regression analysis was performed. Findings No difference in effect on leadership behaviour was found between the two interventions. The evaluation of the combined effect of the interventions on leadership behaviour showed inconsistent (i.e. both increased and decreased) ratings by the various rater sources. Practical implications This study provides some evidence that participation in leadership development programmes can improve managers’ leadership behaviours, but the results also highlight the interpretive challenges connected with using a 360-degree instrument to evaluate such development. Originality/value The longitudinal randomised controlled design and the large sample comprising both managers and external raters make this study unusually rigorous in the field of leadership development evaluations.
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Oniemola, Mandela, i Professor Olalekan Asikhia. "Leadership". International Journal of Research and Innovation in Social Science 06, nr 08 (2022): 462–67. http://dx.doi.org/10.47772/ijriss.2022.6819.
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This article examines and evaluates major leadership theories, as well as summarizes findings from empirical leadership research. Major topics and controversies include leadership versus management, leader traits and skills, leader behaviour and activities, leader power and influence, situational determinants of leader behaviour, transformational leadership, the importance of leadership for organizational effectiveness, and leadership as an attributional process. This article attempts to provide some clarity on the major topics mentioned above. Over time there have been several writings about the importance of leadership in driving change, achieving organizational goals, and facilitating appropriate responses to many other life challenges however stakeholders have also argued that strong leadership is required, particularly during difficult times such as conflicts, economic meltdowns, or flu pandemics. What leadership means, what competencies are required to be a leader, and what role the application of leadership plays in successfully responding to challenges are all unclear in this dialogue. These questions are pertinent to the advancement of an institution, nation or a discipline and profession. The consensus among many academics and practitioners is that the growth of thinking over time has created a perception that leadership is a fluid developmental process, with each new piece of research building on and extending earlier studies rarely ignoring anything that came before it completely. Main conceptions that arose in the 20th century are the Great Man Theory, Trait Theory, Process Leadership Theory, Style and Behavioral Theory and Laissez Faire, transformational, and transactional leadership theories
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SETHIBE, TEBOGO, i RENIER STEYN. "THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR". International Journal of Innovation Management 21, nr 02 (luty 2017): 1750015. http://dx.doi.org/10.1142/s1363919617500153.
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The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.
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Delia Davila Quintana, Carmen, Jose-Gines Mora Ruiz i Luis E. Vila. "Competencies which shape leadership". International Journal of Manpower 35, nr 4 (1.07.2014): 514–35. http://dx.doi.org/10.1108/ijm-05-2013-0107.
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Purpose – The purpose of this paper is to analyse three dimensions of leadership behaviour in professional environments by disclosing the specific competency profile developed by those who actually lead in work organizations. Design/methodology/approach – Using data from a graduate survey oriented to provide evidence on the transition from higher education to labour market, a structural equations model (SEM) is specified and estimated to explain leadership behaviour at work in terms of the competency profile developed by individuals and its determinants. The competency profile behind leadership behaviour is the combination of two elements: the competency accumulated through professional experience and the competency profile of individuals five years before, which was partially a result of higher education. The relationships are tested on two subsamples of graduates from engineering and business/economics fields, and on a sample of graduates from all study fields. Findings – Estimates show evidence of significant direct and indirect effects of a specific competency profile on three connected dimensions of leadership behaviour at work: tasks, relations and change. The results show direct effects of competency profiles at the time of graduation on competency profiles five years later, and of specific higher education ways of teaching and learning on competency profiles at the time of graduation. The effects are also significant by field of study with slight differences on estimates size and on the composition of effects. Originality/value – The analysis brings together leadership behaviour, competency development and education production literatures to help scholars and managers to better understand the relationships between the process of competency development and individual leadership behaviour in working environments.
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Martí, Margarita, Francisco Gil i Angel Barrasa. "Organizational Leadership: Motives and Behaviors of Leaders in Current Organizations". Spanish journal of psychology 12, nr 1 (maj 2009): 267–74. http://dx.doi.org/10.1017/s1138741600001670.
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Organizational leadership is fundamental for the working and development of current organizations. It helps members of an organization to face transcendental challenges. One of the fundamental aspects of leaders is their personal characteristics and behaviour as perceived by their co-workers. Although research has established a relationship between these components, findings have failed to come up with any congruent evidence and further to this the organizations and contexts used are from several decades ago.This article, which forms part of the international GLOBE project, analyses the relationship between motives and behaviour as perceived by co-workers in organizations, using quantitative and qualitative methods and including technological innovations. Using samples from 40 corporate directors and 84 of their co-workers, from different companies, it confirms how the main motives of leaders (power, affiliation and achievement) are related to different behavioral patterns (power to authoritarian, non-dependent and non-social-skill behaviours; affiliation to relationship and dependent behaviors, and achievement to proactive behaviors). It discusses the results with relation to traditional research and suggests practical measures and proposals for future investigations in this area.
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Lawrason, Sarah, Jennifer Turnnidge, Luc J. Martin i Jean Côté. "A Transformational Coaching Workshop for Changing Youth Sport Coaches’ Behaviors: A Pilot Intervention Study". Sport Psychologist 33, nr 4 (1.12.2019): 304–12. http://dx.doi.org/10.1123/tsp.2018-0172.
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To maximize the effectiveness of coach development, educational programs should target coaches’ interpersonal behaviors, be informed by behavior-change techniques, and incorporate comprehensive evaluation procedures. Thus, informed by the full-range leadership model (see Bass and Riggio in 2006) and the Behaviour Change Wheel (see Michie et al. in 2011), Turnnidge and Côté in 2017 developed the Transformational Coaching Workshop (TCW). The purpose of this study was to evaluate the TCW’s effectiveness through observation before and after coaches’ workshop participation. Participants included 8 male head coaches of youth soccer teams. Systematic observation and coding using the Coach Leadership Assessment System were employed pre- and postworkshop to examine coaches’ leadership behaviors. Coaches made improvements in the types of leadership behaviors used and how they were conveyed. This study demonstrates that systematic observation can be implemented to explore real-world changes in behaviors. Future research should examine the impact of the TCW on athlete outcomes.
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Smith, Brian David. "Observations on the leadership of the pharmaceutical and medical technology industry from a generalized Darwinism perspective". International Journal of Pharmaceutical and Healthcare Marketing 15, nr 3 (21.06.2021): 371–88. http://dx.doi.org/10.1108/ijphm-04-2021-0040.
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Purpose The purpose of this paper is to identify leadership behaviours that appear to be salient in life science firms and to explain them as Darwinian adaptations to the particular characteristics of that industry. Design/methodology/approach This work used a pragmatist, inductive, mode 2 research methodology. The method used semi-structured, laddered, qualitative interviews with 23 individuals from 22 firms in the pharmaceutical and medical technology sectors. Findings The work found four aspects of the industry’s external environment that, collectively, distinguish it from other sectors. Further, it found four leadership behaviours that appear to be strongly characteristic of the industry. Further analysis revealed critical antecedents of these behaviours in the form of micro-foundations. Finally, these behaviours and their antecedents appeared to be a Darwinian adaptation to selection pressures created by the external environment. Research limitations/implications The findings of this work are limited to the life sciences sector and do not support generalization beyond this sector. The work has three implications. Firstly, that leadership behaviours can be seen as at least partly sector-specific. Secondly, that the specificity of leadership behaviours appears related to identifiable characteristics of the industry environment. Thirdly, that the principles of generalized Darwinism provide a useful lens for understanding leadership behaviour in this sector. Practical implications This work implies that leadership training and development should recognize the specific industry context of the leader and not assume that leadership behaviour is a general, non-specific set of behaviours. Further, the work implies that appropriate leadership can be more readily enabled by paying attention to certain micro-foundations. Originality/value This work is original in two ways. Firstly, it addresses the leadership behaviours of the life sciences sector specifically. No previous work has done this. Secondly, it applies generalized Darwinism to the topic of leadership, which has not been attempted previously.