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Leadership Behaviors (leadership + behavior)
Selected AbstractsLeadership behaviors that really count in an organization's performance in the Middle East: The case of DubaiJOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Mohamed H. Behery This study is an examination of the relationships among leadership behaviors, knowledge sharing, and organizational performance in a non-Western context like Dubai. Using a sample of 504 managers from different business-services sectors (real estate, banks, insurance), the results suggest that transactional and transformational leadership are positively related to knowledge sharing and organizational performance. However, sharing knowledge was found to partially mediate the effect of leadership on organizational performance. In addition, an unexpected neutral effect of gender and citizenship or nationality has been detected. Limitations of this study and recommendations for future research and implications for managers are also provided. [source] Is Transformational Leadership Always Perceived as Effective?JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 4 2009Male Subordinates' Devaluation of Female Transformational Leaders This study investigated the impact of the gender composition of the leader,subordinate dyad on the relationship between leaders' transformational leadership behavior and their subordinates' ratings of the leaders' effectiveness. There were 109 dyads of leaders (58 male, 51 female) paired with a subordinate who was either the same or a different gender from themselves. The relationship between a leader's self-report on transformational leadership and their subordinates' evaluation of their performance was significantly less positive for female leaders with male subordinates than for female leaders with female subordinates. The male and female subordinates of male leaders rated their performance as equally effective, regardless of their levels of transformational leadership. [source] Differences in principals' leadership behavior in high- and low-performing schoolsJOURNAL OF LEADERSHIP STUDIES, Issue 4 2010Ronald A. Lindahl This study was based on data from the 2008 Take20: Alabama Teaching and Learning Conditions Survey and focused on a comparison of teachers' perceptions of how school principals exercise their role in both high- and low-performing elementary and middle schools that serve high-poverty student populations. Teachers in the high-performing schools consistently viewed their principals' behavior more positively than did their counterparts in the lower-performing schools. Teachers reported less difference in regard to engaging the community to create shared responsibility for student and school success. Very little difference existed in the principal's involvement of teachers in key school decisions; neither population of principals scored high in this area. [source] A conscious-authentic leadership approach in the workplace: Leading from withinJOURNAL OF LEADERSHIP STUDIES, Issue 1 2008Robert E. Hofman Jr. This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious-authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious-authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee-withdrawal behavior and absenteeism during the period 2003,2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self-awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self-assessment of personal attributes and leadership style. The findings provide a working definition of conscious-authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace. [source] Transformational and transactional leadership styles, followers' positive and negative emotions, and performance in German nonprofit orchestrasNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2009Jens Rowold Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations. [source] A Method of Assessing Leadership EffectivenessPERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2006A. Olu Oyinlade Assessing the effectiveness of a leader is often a difficult exercise for many organizations. This is usually because most assessment procedures are influenced by organizational politics, they are not standard based, and the items on which a leader is assessed are undefined or poorly defined. This study presents the Essential Behavioral Leadership Qualities (EBLQ) approach for assessing leadership effectiveness as an alternative method to commonly used assessment procedures. Among other assumptions, the EBLQ method is built on the assumptions that a leader should be evaluated on clearly defined behavioral qualities and his/her effectiveness rating should be standard based. Hence, the EBLQ method measures the effectiveness of a leader against the essentiality levels of behaviors deemed necessary for effective leadership. Leadership effectiveness is determined for each leadership behavior and for overall leadership performance. The EBLQ method was demonstrated in the assessment of the leadership effectiveness of the principals of schools for students who are blind or visually impaired. [source] LEADERSHIP AND PROCEDURAL JUSTICE CLIMATE AS ANTECEDENTS OF UNIT-LEVEL ORGANIZATIONAL CITIZENSHIP BEHAVIORPERSONNEL PSYCHOLOGY, Issue 1 2004MARK 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] The anatomy of interprofessional leadership: An investigation of leadership behaviors in team-based health careJOURNAL OF LEADERSHIP STUDIES, Issue 3 2009June M. S. Anonson Increasing specialization among health care professions has heightened the need for proficient interprofessional teamwork. Within the team context for practice, leadership becomes a competency expected of all practitioners who must recognize the necessity of situational leadership dependent on patient needs and the professional competencies to meet those needs. Although this need for leadership within interprofessional practice is recognized, the behavioral components of that leadership competency have not been delineated. In this article, the authors report on a study to identify the behavioral components of interprofessional practice and highlight the indicators of leadership competency in interprofessional patient-centered care. This qualitative study involved in-depth interviews with 24 participants from nine professions engaged in collaborative team care of clients or patients in a variety of community and acute-based health care facilities. Interprofessional competencies were explored using grounded theory, with coding of participants' responses. In this article, the authors have highlighted leadership in interprofessional practice, and discussed the behavioral indicators of leadership that could be used in preparation of students, faculty, and practitioners for interprofessional practice, as well as in evaluation of that practice for purposes of professional growth. [source] The influence of authentic leadership behaviors on trust and work outcomes of health care staffJOURNAL OF LEADERSHIP STUDIES, Issue 2 2009Carol A. Wong A key element of a healthy work environment is trust: trust between staff and their leaders. Authentic leadership is proposed as the core of effective leadership needed to build trust because of its clear focus on the positive role modeling of honesty, integrity, and high ethical standards in the development of leader-follower relationships. A model linking authentic leadership behaviors with trust in management, perceptions of supportive groups and work outcomes (including voice or speaking-up behavior, self-rated job performance, and burnout) using secondary analysis procedures was examined. The hypothesized model was tested using structural equation modeling in two samples of health care employees from a western Canadian cancer care agency: clinical care providers including nurses, pharmacists, physicians, and other professionals (N = 147) and nonclinical employees including administrative, support, and research staff (N = 188). Findings suggest that supportive leader behavior and trust in management are necessary for staff to be willing to voice concerns and offer suggestions to improve the workplace and patient care. [source] Implicit leader development: The mentor role as prefatory leadership contextJOURNAL OF LEADERSHIP STUDIES, Issue 4 2009Anthony E. Middlebrooks This qualitative study examines the role of mentor as a possible avenue of individual leader development. Specifically, how do mentors conceptualize effective leadership, and what facets of psychological capital develop in the mentoring relationship? Fourteen mentors participating in a statewide mentoring program were surveyed, along with expert mentors and mentees for verification. Results found that mentors' conceptualization of their role and activities aligned with established leadership concepts, specifically those leadership behaviors associated with transformational leadership. Mentors also indicated perceived growth in facets of psychological capital associated with leadership success. By examining the implicit influences and benefits of serving in the mentor role, the alternative focus on the mentor's growth can be utilized to incorporate leadership development into this well-established pedagogical tool. [source] Leadership behaviors that really count in an organization's performance in the Middle East: The case of DubaiJOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Mohamed H. Behery This study is an examination of the relationships among leadership behaviors, knowledge sharing, and organizational performance in a non-Western context like Dubai. Using a sample of 504 managers from different business-services sectors (real estate, banks, insurance), the results suggest that transactional and transformational leadership are positively related to knowledge sharing and organizational performance. However, sharing knowledge was found to partially mediate the effect of leadership on organizational performance. In addition, an unexpected neutral effect of gender and citizenship or nationality has been detected. Limitations of this study and recommendations for future research and implications for managers are also provided. [source] The characteristics of dyadic trust in executive coachingJOURNAL OF LEADERSHIP STUDIES, Issue 1 2007Susan Alvey This qualitative study explores the development of trust in executive coaching relationships. Interviews were conducted with 27 high-level executives who were voluntarily engaged in executive coaching for the purpose of leadership development. The theory that emerged from these findings, as expressed in an integrated model of sequential, interdependent trust development, was that interplay of relational, situational, and behavioral factors influenced the development of trust in executive coaching. Trust was highest when (a) the client was willing to disclose honest feelings and thoughts to the coach and was met with a supportive, nonjudgmental reaction from the coach; (b) the organization was supportive of the positive leadership development that could occur in executive coaching; (c) the coach and client were clear about expectations of confidentiality and outcomes; and (d) the coach supportively confirmed the client's developmental needs, and challenged the client's leadership behaviors. These multiple, interdependent factors manifested throughout the coaching relationship to result in bonds of trust. [source] Leadership Styles and Nursing Faculty Job Satisfaction in TaiwanJOURNAL OF NURSING SCHOLARSHIP, Issue 4 2005Hsiu-Chin Chen Purpose: To examine nursing faculty job satisfaction and their perceptions of nursing deans' and directors' leadership styles, and to explore how the perceptions of leadership styles relate to faculty job satisfaction in Taiwan. Methods: Descriptive, correlational, and cross-sectional study with self-administered questionnaires. The sample was recruited from 18 nursing programs, and 286 questionnaires were returned. Results: Faculty perceived that Taiwan's nursing deans and directors showed more transformational than transactional leadership. Taiwan's nursing faculty were moderately satisfied in their jobs, and they were more satisfied with deans or directors who practiced the transactional leadership style of contingent reward and the transformational style of individualized consideration. A style with negative effect was passive management by exception. Conclusions: Three types of leadership behaviors explained significant variance (21.2%) in faculty job satisfaction in Taiwan, indicating the need for further attention to training and development for effective leadership behaviors. [source] Transformational and transactional leadership styles, followers' positive and negative emotions, and performance in German nonprofit orchestrasNONPROFIT MANAGEMENT & LEADERSHIP, Issue 1 2009Jens Rowold Although the transformational-transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations. [source] Employee creativity in U.S. and Lithuanian nonprofit organizationsNONPROFIT MANAGEMENT & LEADERSHIP, Issue 4 2008Kristina Jaskyte This article reports findings from a study designed to test a model of creativity in the United States and Lithuania. Five independent variables were derived from the creativity literature: perceived leadership behaviors, organizational norms for creativity, group climate, job characteristics, and motivational orientation. They were used to predict creativity in a sample of 201 employees of nonprofit organizations. The results differed for the two countries. Interestingly, while in the United States organizational norms for creativity, extrinsic motivation, and hierarchical level were related to employee creativity, in Lithuania intrinsic motivation and education constituted major predictors of creativity. Based on the study results, I suggest practical implications for nonprofit managers on how to capitalize on their employees' creativity. [source] Emotional intelligence and its relationship to transformational leadership and key project manager competencesPROJECT MANAGEMENT JOURNAL, Issue 2 2010Nicholas Clarke Abstract Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality. [source] Transformational Leadership and Organizational Innovation: The Roles of Internal and External Support for Innovation,THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 3 2009Lale Gumusluo Leadership has been suggested to be an important factor affecting innovation. A number of studies have shown that transformational leadership positively influences organizational innovation. However, there is a lack of studies examining the contextual conditions under which this effect occurs or is augmented. Therefore, this study aimed to investigate the impact of transformational leadership on organizational innovation and to determine whether internal and external support for innovation as contextual conditions influence this effect. Organizational innovation was conceptualized as the tendency of the organization to develop new or improved products or services and its success in bringing those products or services to the market. Transformational leadership was hypothesized to have a positive influence on organizational innovation. Furthermore, this effect was proposed to be moderated by internal support for innovation, which refers to an innovation supporting climate and adequate resources allocated to innovation. Support received from external organizations for the purposes of knowledge and resource acquisition was also proposed to moderate the relationship between transformational leadership and organizational innovation. To test these hypotheses, data were collected from 163 research and development (R&D) employees and managers of 43 micro- and small-sized Turkish entrepreneurial software development companies. Two separate questionnaires were used to collect the data. Employees' questionnaires included measures of transformational leadership and internal support for innovation, whereas managers' questionnaires included questions about product innovations of their companies and the degree of support they received from external institutions. Organizational innovation was measured with a market-oriented criterion developed specifically for developing countries and newly developing industries. Hierarchical regression analysis was used to test the hypothesized effects. The results of the analysis provided support for the positive influence of transformational leadership on organizational innovation. This finding is significant because this positive effect was identified in micro- and small-sized companies, whereas previous research focused mainly on large companies. In addition, external support for innovation was found to significantly moderate this effect. Specifically, the relationship between transformational leadership and organizational innovation was stronger when external support was at high levels than when there was no external support. This study is the first to investigate and empirically show the importance of this contextual condition for organizational innovation. The moderating effect of internal support for innovation, however, was not significant. This study shows that transformational leadership is an important determinant of organizational innovation and encourages managers to engage in transformational leadership behaviors to promote organizational innovation. In line with this, transformational leadership, which is heavily suggested to be a subject of management training and development in developed countries, should also be incorporated into such programs in developing countries. Moreover, this study highlights the importance of external support in the organizational innovation process. The results suggest that technical and financial support received from outside the organization can be a more important contextual influence in boosting up innovation than an innovation-supporting internal climate. Therefore, managers, particularly of micro- and small-sized companies, should play external roles such as boundary spanning and should build relationships with external institutions that provide technical and financial support. The findings of this study are especially important for managers of companies that plan to or currently operate in countries with developing economies. [source] When the Romance is Over: Follower Perspectives of Aversive LeadershipAPPLIED PSYCHOLOGY, Issue 4 2007Michelle C. Bligh While leadership is indisputably one of the most pervasive topics in our society, the vast majority of existing research has focused on leadership as a positive force. Taking a follower-centric approach to the study of leadership, we integrate research on the Romance of Leadership and the dark side of leadership by examining followers' perceptions of aversive leadership in the context of public high schools. Although Meindl, Ehrlich, and Dukerich (1985) demonstrated that the Romance of Leadership also includes the overattribution of negative outcomes to leaders, subsequent research has failed to explore the implications of this potentially darker side of romanticising leaders. Specifically, we examine perceptions of principals' aversive leadership and traditional affective, behavioral, and performance outcomes of followers in a sample of 342 dyads. Followers assessed their principals' leadership behaviors and self-rated their levels of job satisfaction, self-efficacy, and resistance, while principals assessed their followers' citizenship behaviors, complaining behaviors, and job performance. Results show that perceptions of aversive leadership are positively related to follower resistance and negatively related to followers' job satisfaction. In addition, a usefulness analysis revealed that follower-rated variables were significantly related to perceptions of aversive leadership above and beyond leader-rated variables, suggesting that the relationship between negative outcomes and aversive leadership may be more constructed than real. In sum, the tendency to romanticise leadership may also lead to a proclivity to readily misattribute or overattribute blame to leadership as a convenient scapegoat for negative outcomes. Alors que le leadership est incontestablement l'un des thèmes les plus envahissants de notre société, la grande majorité des recherches existantes a porté sur le leadership en tant que force positive. En adoptant une approche centrée sur le suiveur dans l'étude du leadership, nous rapprochons les recherches sur la Romance du Leadership de la face sombre du leadership en examinant la perception qu'ont les collaborateurs du leadership insupportable dans le contexte des lycées publics. Quoique Meindl, Ehrlich, et Dukerich (1985) aient montré que la Romance du Leadership inclut aussi la surattribution de résultats négatifs aux leaders, les recherches ultérieures ont méconnu les implications de cet aspect potentiellement plus sombre des leaders idylliques. Nous analysons en particulier sur un échantillon de 342 dyades la perception du leadership répulsif du proviseur et les résultats habituels des collaborateurs en rapport avec l'affectivité, le comportement et les performances. Les collaborateurs ont noté les comportements de leadership de leur proviseur et auto-évalué leur niveau de satisfaction au travail, d'efficience et de résistance, alors que les proviseurs appréciaient les conduites de citoyenneté et de revendication, ainsi que la performance professionnelle. Les résultats montrent que la perception du leadership répulsif est positivement reliée à la résistance du suiveur et négativementà sa satisfaction professionnelle. En outre, une analyse des plus fructueuses a révélé que les variables évaluées par les collaborateurs étaient significativement en relation avec la perception du leadership répulsif, bien plus qu'avec les variables évaluées par les leaders, ce qui indique que la relation entre les résultats médiocres et le leadership négatif serait plus construite que réelle. Au total, le penchant à l'idéalisation du leadership peut aussi bien conduire à une propension à trop facilement condamner à tort et à travers le leadership qu'à la désignation d'un bouc émissaire tout trouvé pour expliquer de mauvais résultats. [source] | |||||||||||||