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Leadership Style (leadership + style)
Selected AbstractsLeadership Style and International Norm Violation: The Case of the Iraq WarFOREIGN POLICY ANALYSIS, Issue 1 2007VAUGHN P. SHANNON We examine the topic of decision making and norm violation in international politics. While constructivists emphasize norm conformity due to global social pressures, and realists emphasize the ease of norm violation due to self-interest and the lack of a world enforcer, we argue that these approaches fail to explain variation in normative behavior in foreign policy. We suggest that normative behavior is mitigated importantly by leaders' beliefs and decision-making styles. Leaders who view the international environment in state-centric, Hobbesian terms and are less sensitive to the political context are more likely to violate international norms than leaders who view world politics in more benign terms and are more sensitive to contextual pressures. We test these expectations by correlating key leadership traits of Bush Administration officials with their positions regarding the normatively suspect invasion of Iraq in 2003. The findings suggest that need for power, belief in ability to control events, ingroup bias, and especially distrust may be important predictors of one's willingness to violate international norms. We discuss the implications of our results for the prospect for international society to regulate force, and call for a third wave of constructivism wedded to its ideational ally of political psychology. [source] Leadership Style, Regime Type, and Foreign Policy Crisis Behavior: A Contingent Monadic Peace?INTERNATIONAL STUDIES QUARTERLY, Issue 2 2005Jonathan W. Keller While a substantial body of theory suggests that democracies should behave peacefully toward all states (monadically), most empirical evidence indicates they are only pacific in their relations with fellow democracies (dyadically). A new theoretical synthesis suggests that the missing link between democratic constraints and pacific monadic behavior is leaders' perceptions of, and responses to, these constraints. Research on political leadership indicates that, contrary to conventional wisdom, leaders respond in systematically different ways to domestic constraints: "constraint respecters" internalize constraints in their environments, while "constraint challengers" view such constraints as obstacles to be surmounted. An analysis of 154 foreign policy crises provides strong support for this contingent monadic thesis: democracies led by constraint respecters stand out as extraordinarily pacific in their crisis responses, while democracies led by constraint challengers and autocracies led by both types of leaders are demonstrably more aggressive. [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] Leadership Styles of New Ireland High School AdministratorsANTHROPOLOGY & EDUCATION QUARTERLY, Issue 1 2006Alfred Tivinarlik First page of article [source] Integrating Leadership Styles and Ethical PerspectivesCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 4 2001Edward Aronson This paper reviews two major ethical theories and the manner in which the values they espouse are associated with the directive, transactional, and transformational leadership styles. A model of ethical leadership is proposed which relates the dimensions of these styles to the level of the leader's moral development. Transformational leadership appears to be most closely connected to deontology, while transactional leadership would seem to be related more to teleological ethics, and directive leadership to ethical egoism, a category of teleology. The paper concludes with some suggestions for future research. Résumé Cette étude passe en revue deux théories principales d'éthiques et la façon dont les valeurs qu'elles compren-nent sont liées aux styles de leadership directif, transac-tionnel, et transformationnel. L'auteur présente un mo-dèle de leadership éthique dans lequel les dimensions de ces styles sont associées au niveau de développement moral du leader. Le leadership transformationnel semble être lié plus étroitement à la déontologie tandis que le leadership transactionnel serait associé plutôt à l'éthique téléologique et le leadership directif à l'égo-ïsnie éthique, une catégorie de la téléologie. L'étude se termine par quelques suggestions de recherches ultérieures. [source] Leadership styles among nurse managers in changing organizationsJOURNAL OF NURSING MANAGEMENT, Issue 6 2000M. Lindholm RNT Aim, The intention in this study was to explore the meaning, exposition and application of nurse managers' leadership styles within the organizational culture of a changing healthcare system. Background, Nurse managers are expected to act, under the pressure of a changed and restructured healthcare system, as skilled and competent future managers of people, operations, budgets and information. Knowledge concerning nurse managers' thoughts and ideas is important if their leadership development is to be supported and their management strengthened. Method, Open-ended, tape-recorded interviews were conducted with 15 nurse managers from three Swedish hospitals. The analysis was inductive, and made use of two deductive perspectives. Findings, Four leadership styles were identified: the formation of hierarchical authority; the formation of hierarchical adjustment; the formation of a career approach; and the formation of a devotional approach. Conclusion, Nurse managers who had a clear leadership style related mainly to a transformational or transactional leadership model, experienced fewer management problems than nurse managers with a composite leadership style. There was a connection between nurse managers' attitudes to the existing organizational culture and the leadership model adopted, the strategy towards the top level and their management idea. [source] Learning a new leadership game plan at PaychexGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 4 2005Dan Heffernan The rules for success have changed at perennially successful Paychex. Greater operational and product/service complexity requires a new leadership style to produce the strong performance stakeholders have come to expect. Through a new set of leadership development programs, the Paychex operations organization is rapidly reshaping its leadership culture by setting expectations and building competencies for proactive problem solving, open dialogue, and greater accountability. © 2005 Wiley Periodicals, Inc. [source] The relevance of organizational subculture for motivation to transfer learningHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2008Toby Marshall Egan Although human resource development practitioners and researchers emphasize organizational culture as a major contributor to employee learning and development, results from this study suggest organizational subculture has greater influence on employee-related learning motivation. The relationships among organizational culture, organizational subculture, leadership style, and motivation to transfer learning are examined in this study of 354 randomly selected health care providers from a population of 1,255 employees of three of the largest health care organizations in the United States. Study findings indicate that organizational subculture was highly associated with employee motivation to transfer learning,far higher than organizational culture overall. Supportive and innovative subcultures have clear positive relationships, while bureaucratic subcultures negatively influenced motivation to transfer learning. Findings also support the differences between leadership style types and particular subculture types in relation to motivation to transfer learning. In terms of leadership style, a consideration style had a stronger relationship to motivation to transfer learning than did structuring style. Implications for HRD research and practice are explored. [source] The "strong leadership" of George W. BushINTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 3 2008Fred I. Greenstein Abstract This paper further explores the phenomenon of the "strong leader" by presenting an account of President George W. Bush, whose early conduct in the White House seemed far from strong, but who rose to the challenge of the terrorist attacks on the US of September 11, 2001 and began to preside with authority and assertiveness over an administration that went to great lengths to put its stamp on the national and international policy agendas, but was intensely controversial in the policies it advanced. The paper provides a three dimensional account of Bush, reviewing his early years, political rise and presidential performance, and then analyzes his leadership style in terms of six criteria that have proven useful for characterizing and assessing earlier chief executives , emotional intelligence, cognitive style, effectiveness as a public communicator, organizational capacity, political skill, and the extent to which the president is guided by a realistic policy vision. Copyright © 2008 John Wiley & Sons, Ltd. [source] Kim Jong-Il of North Korea: in the shadow of his father,INTERNATIONAL JOURNAL OF APPLIED PSYCHOANALYTIC STUDIES, Issue 3 2008Jerrold M. Post Abstract This paper explores the political personality of North Korea's leader, Kim Jong-Il, particularly in the context of his succession from his father, the founding leader Kim Il-Sung. Drawing upon what is known of Kim Jong-Il's childhood and family life, the paper examines the key personality formations that have shaped his political persona and leadership style, particularly his narcissism, paranoia and lack of empathy. Eccentric, reclusive and self-indulgent, Kim is depicted as an emotionally volatile, narcissistic personality who indulges in hedonistic behavior while ignoring the privations of his people. Copyright © 2004 Cornell University Press. [source] Leading the development of nursing within a Nursing Development Unit: The perspectives of leadership by the team leader and a professor of nursingINTERNATIONAL JOURNAL OF NURSING PRACTICE, Issue 4 2003Iain 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] 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] Teamwork and patient safety in dynamic domains of healthcare: a review of the literatureACTA ANAESTHESIOLOGICA SCANDINAVICA, Issue 2 2009T. MANSER Aims/Background: This review examines current research on teamwork in highly dynamic domains of healthcare such as operating rooms, intensive care, emergency medicine, or trauma and resuscitation teams with a focus on aspects relevant to the quality and safety of patient care. Results: Evidence from three main areas of research supports the relationship between teamwork and patient safety: (1) Studies investigating the factors contributing to critical incidents and adverse events have shown that teamwork plays an important role in the causation and prevention of adverse events. (2) Research focusing on healthcare providers' perceptions of teamwork demonstrated that (a) staff's perceptions of teamwork and attitudes toward safety-relevant team behavior were related to the quality and safety of patient care and (b) perceptions of teamwork and leadership style are associated with staff well-being, which may impact clinician' ability to provide safe patient care. (3) Observational studies on teamwork behaviors related to high clinical performance have identified patterns of communication, coordination, and leadership that support effective teamwork. Conclusion: In recent years, research using diverse methodological approaches has led to significant progress in team research in healthcare. The challenge for future research is to further develop and validate instruments for team performance assessment and to develop sound theoretical models of team performance in dynamic medical domains integrating evidence from all three areas of team research identified in this review. This will help to improve team training efforts and aid the design of clinical work systems supporting effective teamwork and safe patient care. [source] Impact of clinical leadership development on the clinical leader, nursing team and care-giving process: a case studyJOURNAL OF NURSING MANAGEMENT, Issue 6 2008BERNADETTE DIERCKX de CASTERLÉ phd Aim, This study explored the dynamics related to a leadership development programme and their impact on the clinical leader, the nursing team and the care-giving process. Background, While there is a growing conviction about the need to invest in transformational leadership in nursing, further insight into the true complexity of leadership development and, more specifically, how leadership can make a difference in nursing and patient outcomes is essential. Method, A single instrumental case study was conducted in a unit of a large academic hospital where a Clinical Leadership development Project (CLP) was implemented successfully. We used mixed methods with multiple sources of data to capture the complexity of leadership development. Data were collected through individual interviews, focus groups and observation of participants. A purposive sample of 17 participants representing a wide variety of team members has permitted data saturation. The data were categorized and conceptualized and finally organized into a framework describing leadership development on the unit and its impact on the leader, the nursing team and the care-giving process. Results, Leadership development is an ongoing, interactive process between the clinical leader and the co-workers. The head nurse became more effective in areas of self-awareness, communication skills, performance and vision. The nursing team benefited because more effective leadership promoted effective communication, greater responsibility, empowerment and job clarity. Improved clinical leadership seemed also to influence patient-centred communication, continuity of care and interdisciplinary collaboration. Conclusions, The results of the study give more insight into the processes underlying the leader's progress towards attaining a transformational leadership style and its impact on the team members. The impact of leadership on the care-giving process, however, remains difficult to describe. Implications for nursing management, The interactive nature of leadership development makes CLP a challenge for the leader as well for the team members. Through its impact on the leader and the nursing team, CLP is a valuable instrument for improving work environments of nurses, contributing positively to patient-centred care. [source] Leadership styles among nurse managers in changing organizationsJOURNAL OF NURSING MANAGEMENT, Issue 6 2000M. Lindholm RNT Aim, The intention in this study was to explore the meaning, exposition and application of nurse managers' leadership styles within the organizational culture of a changing healthcare system. Background, Nurse managers are expected to act, under the pressure of a changed and restructured healthcare system, as skilled and competent future managers of people, operations, budgets and information. Knowledge concerning nurse managers' thoughts and ideas is important if their leadership development is to be supported and their management strengthened. Method, Open-ended, tape-recorded interviews were conducted with 15 nurse managers from three Swedish hospitals. The analysis was inductive, and made use of two deductive perspectives. Findings, Four leadership styles were identified: the formation of hierarchical authority; the formation of hierarchical adjustment; the formation of a career approach; and the formation of a devotional approach. Conclusion, Nurse managers who had a clear leadership style related mainly to a transformational or transactional leadership model, experienced fewer management problems than nurse managers with a composite leadership style. There was a connection between nurse managers' attitudes to the existing organizational culture and the leadership model adopted, the strategy towards the top level and their management idea. [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] Mindful and Masculine: Freeing Women Leaders From the Constraints of Gender RolesJOURNAL OF SOCIAL ISSUES, Issue 1 2000Christine Kawakami Despite gains in women's status, successful leaders are more likely to be men than women. The styles that successful leaders set tend to be masculine. Female leaders face a paradox: If they emulate a masculine leadership style, their male subordinates will dislike them. If they adopt a stereotypically warmand nurturing feminine style, they will be liked, but not respected. Two experiments found that female leaders who are mindful can escape this paradox. In an experiment, college-aged men perceived a woman who was masculine and mindful to be a better leader than a woman who was masculine and mindless. A second experiment replicated that result with middle-aged businessmen. [source] Political Parties in South Korea and Taiwan after Twenty Years of Democratization*PACIFIC FOCUS, Issue 2 2009Heike Hermanns South Korea and Taiwan are often cited as successful cases of third-wave democracies where democracy has taken roots. However, electoral volatility is high and disenchantment among citizens is rising, especially regarding the performance of politicians and political parties. Since political parties play a vital role in the democratic process their institutionalization is seen as an indicator of democratic consolidation. An analysis of Taiwanese and South Korean parties in terms of age, organization and structure, as well as programs and leadership style of parties indicates that parties are weakly institutionalized. The Korean party system is a weak point in democratic deepening, as it is reminiscent of a carousel of party creations, mergers and dissolutions. Parties lack distinguishing ideological or programmatic markers and remain cadre parties, focusing on their charismatic leader and their home regions. In Taiwan, in contrast, a clear cleavage in the form of Taiwanese identity led to the appearance of two distinct political camps, each consisting of several parties. Taiwanese parties have progressed in their institutionalization in terms of longevity, organization and programmatic differences. However, membership numbers and party identification remain low and regular corruption scandals show the slow attitudinal change among Taiwanese politicians. In the light of politicians' behavior, citizens in both countries thus are feeling increasingly disenchanted with the ruling elite as well as the democratic system. [source] Constraint Respecters, Constraint Challengers, and Crisis Decision Making in Democracies: A Case Study Analysis of Kennedy versus ReaganPOLITICAL PSYCHOLOGY, Issue 6 2005Jonathan W. Keller Models linking domestic political constraints (audience costs, pressures for the diversionary use of force, democratic norms and institutions) to foreign policy behavior generally assume that leaders simply recognize and submit to constraints in their domestic environments,a strong structural argument. In contrast, research on political leadership and decision making suggests that leaders vary systematically in their orientations toward constraints: "constraint respecters" tend to internalize potential constraints, while "constraint challengers" are more likely to view them as obstacles to be overcome. This article develops an integrative theoretical framework that explicitly incorporates these insights and applies them to the domain of crisis decision making. After identifying leaders' expected orientations toward constraints via at-a-distance methods, the plausibility of hypotheses derived from this framework is examined through case studies that explore the decision-making processes employed by President Kennedy (a "constraint respecter") and President Reagan (a "constraint challenger") during international crises. The results suggest that there is important variation in how leaders perceive and respond to domestic constraints, and that leadership style is one,though not the only,important source of this variation. [source] An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environmentsR & D MANAGEMENT, Issue 1 2005Yair Berson Academics and executives argue that effective leadership is a key predictor of R&D success as well as quality management. Recent research highlights transformational leadership as a highly effective style shown to predict performance in organizations. However, no study examined the role of transformational and transactional leadership in building quality climate in R&D versus non-R&D settings. We examined the relationship between leadership style and the establishment of a quality environment in an R&D setting based on an empirical study of 511 research engineers and scientists. It is found that both transformational leadership and transactional contingent-reward leadership are related to the establishment of a quality environment in the R&D part of a telecommunications firm. However, the impact of transactional contingent-reward leadership ceases to be significant once both leadership styles are considered simultaneously using structural equations. A transformational leadership style was also found to be related to employee satisfaction. [source] Managing innovative R&D teamsR & D MANAGEMENT, Issue 3 2003Hans J. Thamhain Successful R&D groups not only generate innovative ideas, but also transfers these newly created concepts through the organizational system for economic gain. While innovation is not a random process, managers often argue that R&D performance is hard to measure and even more difficult to manage. An exploratory field study into technology-oriented R&D environments determines the principle factors that influence innovation-based performance of R&D teams. The results identify specific barriers and drivers to innovative team performance and provide insight into the type of an organizational environment and managerial leadership that is conducive to innovative R&D team performance. The data further suggest that many of the performance variables have their locus outside the R&D organization. Yet, managerial leadership style, both at the R&D team level and at senior management, has significant impact on creativity that ultimately affects R&D performance. [source] Work Alienation and Organizational LeadershipBRITISH JOURNAL OF MANAGEMENT, Issue 4 2002J. C. Sarros This study examines the extent to which a leader's behaviour (i.e. transactional and transformational styles) and aspects of an organization's structure (i.e. centralization, formalization dimensions) directly and/or indirectly relate to elements of work alienation (i.e. powerlessness, meaninglessness, self estrangement). The study utilized structural equation modeling techniques to estimate the goodness of fit of a leadership,organizational structure,work alienation model based on the responses of personnel in a major US eastern seaboard fire department (a bureaucratic, quasi,military type organization) (n= 326). Goodness of fit statistics indicate good fit to the observed data. Results show that transformational leadership was associated with lower work alienation, whereas transactional leadership was associated with higher work alienation. Organizational structure was not significantly predictive of work alienation, but was negatively associated with transformational leadership and positively associated with transactional leadership. The significant indirect effects between organizational structure and work alienation, and between organizational structure and transformational leadership, provide further evidence that the leadership style of the organization has a more significant impact on feelings of work alienation than antecedent conditions such as organization rigidity. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager Ã,employee relations by rethinking their value orientations and adapting new models that encourage individual fulfilment, learning and personal development. [source] Democratic Leaders and the Democratic Peace: The Operational Codes of Tony Blair and Bill ClintonINTERNATIONAL STUDIES QUARTERLY, Issue 3 2006MARK SCHAFER Do the beliefs of leaders make a significant difference in determining if democracies are peaceful and explaining why democracies (almost) never fight one another? Our comparisons of Prime Minister Tony Blair and President Bill Clinton reveal that both leaders view democracies as more friendly than nondemocracies, and they have significantly less cooperative beliefs toward the latter than toward the former, a difference that extends to the behavior of their respective governments during the Kosovo conflict. We also find that individual differences in the operational codes of the two leaders matter in the management of conflict with nondemocracies; the leaders exhibit opposite leadership styles and behavior associated with the domestic political culture of the two states. Overall, these results support the dyadic version of the democratic peace and suggest that the conflict behavior of democratic states depends upon the beliefs and calculations of their leaders in dealing with nondemocracies. [source] Content analysis of leadership in Asia-Pacific organizationsJOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Darson Chiu Leadership and management are important factors that influence the ability of organizations to fulfill their goals. In this article, the role of two organizations was analyzed to determine which leadership styles are appropriate. The Asia-Pacific Economic Cooperation (APEC) and the Pacific Economic Cooperation Council (PECC) are two international organizations in the region of Asia-Pacific with similar goals but dissimilar organizational natures, properties, functions, and structures. Past studies researching APEC and PECC have mainly taken the perspective of macroeconomics or international relations. The intent when carrying out this study was to adopt a nontraditional approach to studying APEC and PECC by using a qualitative leadership and management methodology. By referring to identified leadership practices through content analysis and explored organizational paradigms through a narrative approach, this study recommends the application of suitable leadership and management practices to empower these two organizations and other similar organizations in the United States and other countries. [source] Leadership styles among nurse managers in changing organizationsJOURNAL OF NURSING MANAGEMENT, Issue 6 2000M. Lindholm RNT Aim, The intention in this study was to explore the meaning, exposition and application of nurse managers' leadership styles within the organizational culture of a changing healthcare system. Background, Nurse managers are expected to act, under the pressure of a changed and restructured healthcare system, as skilled and competent future managers of people, operations, budgets and information. Knowledge concerning nurse managers' thoughts and ideas is important if their leadership development is to be supported and their management strengthened. Method, Open-ended, tape-recorded interviews were conducted with 15 nurse managers from three Swedish hospitals. The analysis was inductive, and made use of two deductive perspectives. Findings, Four leadership styles were identified: the formation of hierarchical authority; the formation of hierarchical adjustment; the formation of a career approach; and the formation of a devotional approach. Conclusion, Nurse managers who had a clear leadership style related mainly to a transformational or transactional leadership model, experienced fewer management problems than nurse managers with a composite leadership style. There was a connection between nurse managers' attitudes to the existing organizational culture and the leadership model adopted, the strategy towards the top level and their management idea. [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] Presidential Difference in the Early Republic: The Highly Disparate Leadership Styles of Washington, Adams, and JeffersonPRESIDENTIAL STUDIES QUARTERLY, Issue 3 2006FRED I. GREENSTEIN The absence of well-established political precedents and norms presented the early American presidents with the political equivalent of a Rorschach test. This made for highly diverse leadership styles, as can be seen by comparing the leadership of George Washington, John Adams, and Thomas Jefferson. This article makes such a comparison, doing so on the basis of cognitive style, emotional intelligence, public communication, organizational capacity, political skill, and policy vision. [source] An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environmentsR & D MANAGEMENT, Issue 1 2005Yair Berson Academics and executives argue that effective leadership is a key predictor of R&D success as well as quality management. Recent research highlights transformational leadership as a highly effective style shown to predict performance in organizations. However, no study examined the role of transformational and transactional leadership in building quality climate in R&D versus non-R&D settings. We examined the relationship between leadership style and the establishment of a quality environment in an R&D setting based on an empirical study of 511 research engineers and scientists. It is found that both transformational leadership and transactional contingent-reward leadership are related to the establishment of a quality environment in the R&D part of a telecommunications firm. However, the impact of transactional contingent-reward leadership ceases to be significant once both leadership styles are considered simultaneously using structural equations. A transformational leadership style was also found to be related to employee satisfaction. [source] Effectiveness of a moral and benevolent leader: Probing the interactions of the dimensions of paternalistic leadershipASIAN JOURNAL OF SOCIAL PSYCHOLOGY, Issue 1 2009Chun-Pai Niu Paternalistic leadership has three dimensions: authoritarianism, benevolence and morality. Although it is important to understand how these dimensions interact to impact leadership effectiveness, previous studies have failed to identify consistent interaction effects of these dimensions, probably because of the high intercorrelations among the three dimensions. By manipulating the three dimensions independently in an experimental study (N = 265 Taiwanese employees), we found that: (i) benevolence and morality increased subordinates' deference to supervisor and work motivation, although authoritarianism was unrelated to these outcomes; and (ii) benevolence and morality interacted to affect the same employee outcomes. Specifically, benevolent and moral leaders elicited more favourable employee outcomes than leaders exhibiting other leadership styles. [source] | |||||||||||||||||||