Leadership

Distribution by Scientific Domains
Distribution within Business, Economics, Finance and Accounting

Kinds of Leadership

  • academic leadership
  • board leadership
  • charismatic leadership
  • clinical leadership
  • effective leadership
  • ethical leadership
  • executive leadership
  • global leadership
  • local leadership
  • national leadership
  • nursing leadership
  • opinion leadership
  • organizational leadership
  • political leadership
  • presidential leadership
  • price leadership
  • team leadership
  • transactional leadership
  • transformational leadership

  • Terms modified by Leadership

  • leadership approach
  • leadership behavior
  • leadership behaviour
  • leadership capability
  • leadership competency
  • leadership context
  • leadership development
  • leadership effectiveness
  • leadership experience
  • leadership model
  • leadership performance
  • leadership position
  • leadership program
  • leadership role
  • leadership skill
  • leadership strategy
  • leadership structure
  • leadership style
  • leadership theory

  • Selected Abstracts


    A LONGITUDINAL EXAMINATION OF CONCOMITANT CHANGES IN TEAM LEADERSHIP AND CUSTOMER SATISFACTION

    PERSONNEL PSYCHOLOGY, Issue 3 2008
    ALAN G. WALKER
    For each of three 1-year time periods, we examined the relationship between changes in the team leadership of branch managers (as measured by employee ratings) and concomitant changes in customer satisfaction for branches of a regional bank. Specifically, for the time period 2001,2002, we examined concomitant changes in team leadership and customer service satisfaction with 68 branch managers; between 2002,2003 and 2003,2004 we examined these relationships for 46 and 40 of the remaining 68 branch managers, respectively. We expected that improvements (declines) in team leadership ratings would be accompanied by concomitant changes (i.e., improvement or decline) in customer satisfaction ratings. We found that, in 2 of the 3 time periods we examined, improvements (declines) in team leadership were related to improvements (declines) in customer satisfaction. We interpret these findings using the service climate literature. [source]


    LEADERSHIP AND SEX-SIMILARITY: A COMPARISON IN A MILITARY SETTING

    PERSONNEL PSYCHOLOGY, Issue 2 2007
    ROBERT P. VECCHIO
    In a study of the possible impact of leader and follower sex-similarity on leadership criteria, survey responses of 1,974 military cadets in 167 squads were analyzed at the completion of a month-long field training exercise. Analyses (which included a series of hierarchical linear models that explicitly accounted for the nested character of squad membership relative to a leader) yielded results that indicated that same-sex leader,subordinate pairings had more positive working relationships than different-sex pairings. However, leader ratings of subordinate performance did not yield clear evidence of such an effect. In addition, increases in the proportion of female members in a squad were not associated with differences in squad-level cohesion, while being associated with decreases in squad-level leader,member exchange (LMX). Subordinate reports of participation in decision making, although correlated positively with LMX, were not significantly different as a function of leader,subordinate sex-similarity. Implications are derived for managing demographic diversity in order to enhance within-unit functioning. [source]


    LEADERSHIP AND PROCEDURAL JUSTICE CLIMATE AS ANTECEDENTS OF UNIT-LEVEL ORGANIZATIONAL CITIZENSHIP BEHAVIOR

    PERSONNEL PSYCHOLOGY, Issue 1 2004
    MARK G. EHRHART
    Despite an abundance of research conducted on organizational citizenship behavior (OCB) at the individual level of analysis, relatively little is known about unit-level OCB. To investigate the antecedents of unit-level OCB, data were collected from employees of 249 grocery store departments. Structural equation modeling techniques were used to test a model in which procedural justice climate was hypothesized to partially mediate the relationship between leadership behavior (servant-leadership) and unit-level OCB. Models were tested using both employee ratings and manager ratings of unit-level OCB. The results gave general support for the hypotheses, although there were some differences depending on the source of the OCB ratings (supervisor or subordinate), whether the type of department was controlled for, and whether a common method variance factor was included. Overall, the evidence generally supported the association of both servant-leadership and procedural justice climate with unit-level OCB. Building on the current study, a multilevel framework for the study of OCB is presented in conjunction with a discussion of future research directions in four specific areas. [source]


    ACTION TRAINING FOR CHARISMATIC LEADERSHIP: TWO EVALUATIONS OF STUDIES OF A COMMERCIAL TRAINING MODULE ON INSPIRATIONAL COMMUNICATION OF A VISION

    PERSONNEL PSYCHOLOGY, Issue 3 2003
    MICHAEL FRESE
    An action training program that teaches inspirational communication of a vision as part of a training of charismatic leadership for managers is presented (1½ days) and evaluated in 2 studies (N= 25 and N= 22). We used the research design "nonequivalent dependent variable design" (Cook & Campbell, 1979, p, 118) or "internal referencing strategy" (Haccoun & Hamtieux, 1994), which compared the trained behaviors (charismatic inspirational communication) with behaviors that were not trained (public speech) to control for testing and Hawthorne effects. The training had specific positive effects on those behaviors that were trained but not on those variables that were not trained. Good to excellent effect sizes appeared as a result of the training. We suggest that this research design is useful for evaluation of training effects within the constraints of commercial settings and, moreover, we argue that this design is in many ways superior to a nonequivalent nontraining control group design because it controls for testing effects and for effects that otherwise would need a pseudo-training control group. [source]


    INDIVIDUALIZATION AND PUBLIC SECTOR LEADERSHIP

    PUBLIC ADMINISTRATION, Issue 1 2008
    JOHN LAWLER
    This is a conceptual paper whose aim is to relate the development of ,individualization' (Beck and Beck-Gernsheim 2002) to organizational leadership. It does this by examining individualization alongside the implicit assumption on which orthodox approaches to leadership are founded, namely that leadership is an individualized phenomenon. Despite the expanding literature on these topics, particularly that on leadership, these concepts have not been examined in relation to one another. This paper seeks to do this in two ways. Firstly, it highlights the increased attention given to leadership in the UK public sector, locating leadership as a continuation of public sector managerialism. Secondly, it discusses the development of the trend of individualization more broadly. The paper's main discussion focuses on leadership as an individual activity and of the consequences of that approach. In particular, it argues that individualized leadership presents a restrictive perspective which does not allow for exploration of a broader range of leadership approaches, particularly that of distributed leadership, which have especial relevance for public sector organizations. [source]


    DEVELOPING COUNTRY BORROWING FROM A MONOPOLISTIC LENDER: STRATEGIC INTERACTIONS AND ENDOGENOUS LEADERSHIP,

    THE JAPANESE ECONOMIC REVIEW, Issue 2 2009
    SAQIB JAFAREY
    We develop a two-period model with endogenous investment and credit flows. Credit is subject to quantitative restrictions. With an exogenous restriction, we analyse the welfare effects of a temporary consumption tax. We then consider three scenarios under which a monopoly lender optimally decides the level of credit and a borrower country chooses a consumption tax: one in which the two parties act simultaneously and two scenarios where one of them is a Stackleberg leader. The equilibrium under the leadership of the borrower country is Pareto superior to the simultaneous move equilibrium but may or may not be to that under the leadership of the lender. If the sequence of moves is itself chosen strategically, leadership by the borrower emerges as the unique equilibrium. [source]


    SALES TECHNOLOGY AND PRICE LEADERSHIP,

    THE MANCHESTER SCHOOL, Issue 2 2008
    DEBABRATA DATTA
    Two firms sell a homogeneous product to two buyers who differ significantly in their valuation of the good and are allowed to charge (possibly) multiple two-part tariffs. Firms decide upon optimal prices and the choice of sales technologies which help acquire revenues from nonlinear prices. There is a subgame-perfect equilibrium where firms choose different sales technologies and the firm with an advanced sales technology emerges to be a price leader, charging a two-part tariff and selling only to the low-valuation buyers. Consequently, the firm with the less advanced sales technology follows, charges only a fixed fee and serves the high-valuation buyers and always earns strictly higher profits than its leader. Social surplus may deteriorate with competition. [source]


    ON THE ROBUSTNESS OF PRIVATE LEADERSHIP IN MIXED DUOPOLY

    AUSTRALIAN ECONOMIC PAPERS, Issue 2 2010
    TOSHIHIRO MATSUMURA
    We investigate a mixed duopoly where a state-owned public enterprise competes against a profit-maximising private enterprise. We analyse whether private leadership or public leadership is robust in the observable delay game. We find that private leadership is always risk dominant. We also investigate how ownership structure in a public firm affects the equilibrium distribution of roles. We find that the roles are as follows: (1) Cournot, when the degree of privatisation is low, (2) private leadership, when it is middle, (3) both private leadership and public leadership, when it is high. The result implies that private leadership is again more robust. [source]


    Managing conflict in construction megaprojects: Leadership and third-party principles

    CONFLICT RESOLUTION QUARTERLY, Issue 2 2008
    Lee L. Anderson Jr.
    This article examines the importance of conflict resolution skills and techniques when managing the complex relationships and interdependence necessary for large-scale construction projects. Partnering between multiple public and private organizations is often required in order for these projects to succeed. The authors examine the specific partnering skills that contributed to the success of the Woodrow Wilson Bridge project. [source]


    Leadership: a New Frontier in Conservation Science

    CONSERVATION BIOLOGY, Issue 4 2009
    JIM C. MANOLIS
    estrategia; influencia; liderazgo; manejo; política Abstract:,Leadership is a critical tool for expanding the influence of conservation science, but recent advances in leadership concepts and practice remain underutilized by conservation scientists. Furthermore, an explicit conceptual foundation and definition of leadership in conservation science are not available in the literature. Here we drew on our diverse leadership experiences, our reading of leadership literature, and discussions with selected conservation science leaders to define conservation-science leadership, summarize an exploratory set of leadership principles that are applicable to conservation science, and recommend actions to expand leadership capacity among conservation scientists and practitioners. We define 2 types of conservation-science leadership: shaping conservation science through path-breaking research, and advancing the integration of conservation science into policy, management, and society at large. We focused on the second, integrative type of leadership because we believe it presents the greatest opportunity for improving conservation effectiveness. We identified 8 leadership principles derived mainly from the "adaptive leadership" literature: recognize the social dimension of the problem; cycle frequently through action and reflection; get and maintain attention; combine strengths of multiple leaders; extend your reach through networks of relationships; strategically time your effort; nurture productive conflict; and cultivate diversity. Conservation scientists and practitioners should strive to develop themselves as leaders, and the Society for Conservation Biology, conservation organizations, and academia should support this effort through professional development, mentoring, teaching, and research. Resumen:,El liderazgo es una herramienta crítica para la expansión de la influencia de la ciencia de la conservación, pero los avances recientes en los conceptos y práctica del liderazgo son subutilizados por los científicos de la conservación. Más aun, en la literatura no hay una fundamentación conceptual ni definición de liderazgo en la ciencia de la conservación. Aquí nos basamos en nuestras experiencias de liderazgo, nuestra lectura de literatura sobre liderazgo y discusiones con líderes selectos de la ciencia de conservación para definir liderazgo para la ciencia de la conservación, resumir un conjunto exploratorio de principios de liderazgo aplicables a la ciencia de la conservación y recomendar acciones para expandir la capacidad de liderazgo entre los científicos y los practicantes de la conservación. Definimos dos tipos de liderazgo de la ciencia de la conservación: configuración de la ciencia de la conservación mediante investigación original, y avance hacia la integración del liderazgo en la ciencia de la conservación en la política, el manejo y la sociedad en general. Nos centramos en el segundo tipo de liderazgo porque consideramos que presenta la mejor oportunidad para mejorar la efectividad de la conservación. Identificamos ocho principios de liderazgo derivados principalmente de la literatura sobre "liderazgo adaptativo": reconocer la dimensión social del problema; alternar entre acción y reflexión frecuentemente; obtener y mantener atención; combinar fortalezas de múltiples líderes; extender el alcance mediante redes de relaciones; organizar el esfuerzo estratégicamente; evitar conflictos productivos y desarrollar la biodiversidad. Los científicos y los practicantes de la conservación deberían esforzarse para desarrollarse como líderes y la Sociedad para la Biología de la Conservación, las organizaciones de conservación y la academia deberían respaldar este esfuerzo mediante el desarrollo profesional, la tutoría, la enseñanza y la investigación. [source]


    Servant Leadership: Jesus and Paul , Efrain Agosto

    CONVERSATIONS IN RELIGION & THEOLOGY, Issue 2 2006
    James W. Thompson
    First page of article [source]


    Review of the 8th International Conference on Corporate Governance and Board Leadership, Henley Management College, October 2005

    CORPORATE GOVERNANCE, Issue 6 2006
    Bernard Taylor
    No abstract is available for this article. [source]


    Defining Leadership: A Tale of Three Texts and of Creative Destruction

    CREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2010
    Tudor Rickards
    No abstract is available for this article. [source]


    Leadership in R&D Projects

    CREATIVITY AND INNOVATION MANAGEMENT, Issue 4 2007
    Diana Grosse
    This article describes the results of an empirical study regarding a suitable style of R&D project leadership, especially what tasks project leaders should perform by themselves and what tasks they should delegate, what personal characteristics they should be endowed with and what kind of relationships they should have with their team. Fifty interviews were held in German institutions short-listed for an award for their innovative products by the Saxon government. In contrast to the assumption of the Social Identity Theory, in these institutions good R&D project leaders are not the ,prototype' of their team, but successfully balance the interests of the company and the R&D project team. [source]


    A Propulsion Model of Creative Leadership

    CREATIVITY AND INNOVATION MANAGEMENT, Issue 3 2004
    Robert J. Sternberg
    First page of article [source]


    From Disaster to Sustainable Civil Society: The Kobe Experience

    DISASTERS, Issue 1 2004
    Rajib Shaw
    Nine years after the Kobe earthquake in Japan, social issues are still prominent, and the rehabilitation process is still ongoing. The earthquake caused two major changes in Japanese society: an increase in voluntary and non-government activities, and the enhancement of cooperation between local government and the residents' association. People's participation in the decision-making process was a significant achievement. To sustain the efforts generated after the earthquake, the Kobe Action Plan was formulated and tested in different disaster scenarios. The current study suggests that civil societies in urban areas are sustainable if, first, the activities related to daily services are provided by the resident's associations; and second, these are linked to economic incentives. Leadership plays a crucial role in collective decision-making. Creation of the support system is essential for long-term sustainability of civil-society activities. These observations are exemplified in the case study in Nishi Suma, one of the worst-affected areas in the Kobe city. [source]


    Editorial: New Leadership for Ethology

    ETHOLOGY, Issue 2 2010
    Jutta Schneider
    No abstract is available for this article. [source]


    Emerging Concepts of Academic Leadership and their Implications for Intra-institutional Roles and Relationships in Higher Education

    EUROPEAN JOURNAL OF EDUCATION, Issue 1 2002
    Mary Henkel
    [source]


    Leadership, Accounting, and the Reform Process of a Public Sector Agency: A Narrative Analysis

    FINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 2 2006
    Monir Zaman Mir
    First page of article [source]


    Resistance Is Not Futile: Liberating Captain Janeway from the Masculine-Feminine Dualism of Leadership

    GENDER, WORK & ORGANISATION, Issue 4 2004
    Michèle A. BowringArticle first published online: 10 JUN 200
    . . . the boundary between science-fiction and social reality is an optical illusion' (Haraway, 1990, p. 191) My underlying purpose in this article is to uncover the way in which research on leadership has been constrained by a reliance on the categories male-female and/or masculine-feminine for theorizing and for empirical work. I argue that both gender and leadership are caught within what Judith Butler calls the heterosexual matrix and that this has significant repercussions on leaders and leadership discourse. I use the character of Captain Kathryn Janeway from Star Trek: Voyager as a case study. I begin by analysing her leadership on the television series. I then perform a similar analysis of Janeway as she is represented in a text that subverts her gender by queering her character. I compare the two Janeways and the effect that the construction of each one's gender has on her leadership. In the conclusion I discuss ways in which we can use this analysis to move towards fluidity in the theorizing and practice of both gender and leadership. [source]


    Tracing Differentiation in Gendered Leadership: An Analysis of Differences in Gender Composition in Top Management in Business, Politics and the Civil Service

    GENDER, WORK & ORGANISATION, Issue 1 2002
    Lis Højgaard
    The aim of this article is to discuss the relationship between the gendering of leadership positions and sector-specific structures within politics, business and the civil service in Denmark in the context of differences between the Nordic countries and other western countries. The analysis is based on data from a survey of top male and female leaders within the three sectors. The theoretical point of departure of this article is constructivist. It looks at gender as constituted by actions in social space, orchestrated by structural processes and a symbolic order of gender. This constitutes a cultural discourse on gender reflected in gender conventions in society and in a range of possibilities of gender positioning. Expressions of this are discussed in the analysis of the patterns of difference in structural conditions for women and men in leadership positions to be found within the three sectors. The structural conditions encompass access conditions and conditions for gendered positioning and are analysed on the basis of data on social background, education, career course, family, children and distribution of housework. The analysis shows that there is a correlation between gender composition of leadership and possibilities of gendered positioning within a sector. The results are finally discussed as possible expressions of an egalitarian culture. [source]


    Questioning the Notion of Feminine Leadership: A Critical Perspective on the Gender Labelling of Leadership

    GENDER, WORK & ORGANISATION, Issue 3 2000
    Yvonne Due Billing
    Traditionally, leadership has been equated with masculinity. Managerial jobs, at least in business and on senior levels, have been defined as a matter of instrumentality, autonomy, result-orientation, etc. something which is not particularly much in line with what is broadly assumed to be typical for females. Today, however, there seems to be a broad interest in leadership being more participatory, non-hierarchical, flexible and group-oriented. These new ideas on leadership are often seen by students of gender as indicating a feminine orientation. This article argues that it is necessary to critically discuss the whole idea of gender labelling leadership as masculine or feminine and suggests that we should be very careful and potentially aware of the unfortunate consequences when we use gender labels. Constructing leadership as feminine may be of some value as a contrast to conventional ideas on leadership and management but may also create a misleading impression of women's orientation to leadership as well as reproducing stereotypes and the traditional gender division of labour. [source]


    Currents: Books in Brief

    GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2001
    LaRoi Lawton
    The Roots and Future of Management Theory Profit From the Core: Growth Strategy in an Era of Turbulence 90 Days to Launch: Internet Projects on Time and on Budget The Six Sigma Revolution: How General Electric and Others Turned Process into Profits In Good Company Evolve! Succeeding in the Digital Culture of Tomorrow Lessons from the Heart of American Business: A Roadmap for Managers in the 21st Century The Passion Plan at Work: A Step-by-Step Guide to Building a Passion-Driven Organization The Inner Work of Leaders: Leadership as a Habit of Mind Corporate Sin: Leaderless Leadership and Dissonant Workers The HR Scorecard Place to Space: Migrating to Ebusiness Models Building the Integrated Company Protecting Your Company's Intellectual Property: A Practical Guide to Trademarks, Copyrights, Patents, & Trade Secrets Gaming the System: Stop Playing the Organizational Game [source]


    Leadership and Learning in Political Groups: The Management of Advice in the Iran-Contra Affair

    GOVERNANCE, Issue 2 2001
    Paul A. KowertArticle first published online: 17 DEC 200
    For over two decades, the theory of groupthink proposed by Irving Janis has remained the most prominent analysis of group dynamics in policy-making. Suffering from its own popularity, groupthink has become a catch-all phrase without a clear meaning. Moreover, theories of group decision-making,even when applied to public policy-making,have typically ignored political variables, focusing almost exclusively on psychological arguments. This article offers three more narrowly construed propositions about policy-making groups: (1) that extremes in the distribution of power within a decision group reduces the integrative complexity of that group's deliberations and, thus, a leader's ability to learn; (2) that extremes in group size produce similar effects; and (3) that the integrative complexity of deliberations is improved when power concentration is appropriate to group size. An examination of the Reagan Administration's decision-making in two phases of the Iran-Contra affair lends support to these hypotheses and reveals the importance of political structure in decision group dynamics. [source]


    Governing in the Media Age: The Impact of the Mass Media on Executive Leadership in Contemporary Democracies1

    GOVERNMENT AND OPPOSITION, Issue 1 2008
    Ludger Helms
    The effects of old and new media on governing and executive leadership have remained curiously under-studied. In the available literature, assessments prevail that consider the media to have developed a strongly power-enhancing effect on incumbent chief executives. A careful reconsideration of mass media effects on the conditions and manifestations of political leadership by presidents and prime ministers in different contemporary democracies suggests that the media more often function as effective constraints on leaders and leadership. Overall, the constraining effects of the traditional media have been more substantial than those generated by the new media. While there are obvious cross-national trends in the development of government,mass media relations, important differences between countries persist, which can be explained to some considerable extent by the different institutional features of contemporary democracies. [source]


    Hawke, Nelson and British Naval Leadership, 1747,1805 , By Ruddock Mackay and Michael Duffy

    HISTORY, Issue 318 2010
    JEREMY BLACK
    No abstract is available for this article. [source]


    Higher Ground: Ethics and Leadership in the Modern University by Nannerl O. Keohane

    HISTORY OF EDUCATION QUARTERLY, Issue 1 2008
    NANCY TAYLOR
    First page of article [source]


    Primary prevention of risk factors for eating disorders in adolescent girls: Learning from practice

    INTERNATIONAL JOURNAL OF EATING DISORDERS, Issue 4 2002
    Catherine Steiner-Adair
    Abstract Objective This study evaluates the effectiveness and feasibility of a primary prevention program for risk factors for eating disorders in adolescent girls. Method Nearly 500 seventh-grade girls participated in "Full of Ourselves: Advancing Girl Power, Health, and Leadership," and were assessed at baseline, immediately after program completion, and 6 months later on several self-report measures of knowledge, body image, and eating and weight-related behaviors. Results Significant differences were found between participants and controls on measures of knowledge and weight-related body esteem, which were maintained at 6-month follow-up. Eating related behaviors, including skipping meals and dieting, appeared unaffected by program participation. Discussion The program was feasible, safe, and resulted in positive and maintained changes in knowledge and weight satisfaction for adolescent girls. © 2002 by Wiley Periodicals, Inc. Int J Eat Disord 32: 401,411, 2002. [source]


    A review on energy, economical, and environmental benefits of the use of CHP systems for small commercial buildings for the North American climate

    INTERNATIONAL JOURNAL OF ENERGY RESEARCH, Issue 14 2009
    P. J. Mago
    Abstract The use of combined heating and power (CHP) systems to produce both electricity and heat is increasing rapidly due to their high potential of reducing primary energy consumption (PEC), cost, and emissions in domestic, commercial, and industrial applications. In addition to producing both electricity and heat, CHP systems can be coupled with vapor compression systems to provide cooling. This paper analyzes a natural gas engine CHP system together with a vapor compression system for different American climate zones. Performance is measured in terms of operational costs, PEC, and carbon dioxide emissions as a percent of a reference building. The objective of this paper is to compare the performance of a CHP system operating 24,h a day with a system that only operates during typical office hours. Furthermore, the system is optimized based on reducing PEC, minimizing costs, and reducing emissions. In addition, the benefits of CHP systems based on the Energy Star program and the Leadership in Energy and Environmental Design (LEED) program are presented. Results show that, in general, it is more beneficial to operate the CHP system during typical office hours than to operate the system 24,h a day. Also, the CHP system performance strongly depends on the location where it is installed. In addition to reductions in cost, primary energy, and emissions, CHP systems can help achieve the Energy Star label for commercial office buildings and help obtain LEED points that go toward achieving LEED certification status. Copyright © 2009 John Wiley & Sons, Ltd. [source]


    Leading the development of nursing within a Nursing Development Unit: The perspectives of leadership by the team leader and a professor of nursing

    INTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 4 2003
    Iain Graham RN
    Leadership within nursing is receiving unprecedented focus and development. This reflective narrative explores the nature of leadership, termed scholarly leadership, by an academic and a clinical leader of a Nursing Development Unit. The narrative explores the characteristics of such leadership and highlights how it empowered a nursing team to further reach its potential. Two areas, patient-centered care and the characteristics of practice, are focused upon to highlight the leadership style that the clinical leader adopted. The paper concludes by suggesting what structural and systems changes need to be put in place in order to bring about change. [source]