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Leadership Theory (leadership + theory)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	72%

Selected Abstracts

Public-Sector Leadership Theory: An Assessment

PUBLIC ADMINISTRATION REVIEW, Issue 2 2003
Montgomery Van Wart
First page of article [source]

Exploring the Implicit Leadership Theory in the Arabian Gulf States

APPLIED PSYCHOLOGY, Issue 4 2001
Ikhlas A. Abdalla
A partir de données GLOBE Grées de questionnaires administrés à des cadres moyens du Qatar (N=101) et du Koweit (N=78) et d'entretiens approfondis auprès de onze cadres moyens du Qatar et dix du Koweit, cette étude analyse les traits du leadership efficace dans les Etats du Golfe. On s'intéresse aussi à la théorie du leadership implicite dans une approche culturelle. Les résultats montrent que le Qatar et le Koweit sont très proches pour ce qui est des profils globaux des leaders efficaces ou exceptionnels. Le leader efficace est compétent sur le plan administratif, diplomate, visionnaire, intègre, centré sur la performance et il suscite des idées. Une analyse factorielle de second ordre confirme la proximité des deux pays pour ce qui est des caractéristiques du leadership efficace. Les variables démographiques ont un impact très faible sur la représentation que les répondants se font du leadership efficace. Cette recherche décrit la double série de valeurs que représentent la tradition et le modernisme dans les deux sociétés. [source]

Contrasting Burns and Bass: Does the transactional-transformational paradigm live up to Burns' philosophy of transforming leadership?

JOURNAL OF LEADERSHIP STUDIES, Issue 3 2007
Dmitry Khanin
Both proponents and critics view the transactional-transformational paradigm (Bass, 1997, 1998) as the brainchild of Burns' (1978) philosophy of transforming leadership. However, Burns (2003) has criticized the paradigm's narrow managerialist orientation and the claim that it is uniformly applicable to any culture and organization. In this article, I first summarize and articulate Burns' (1978, 2003) and Bass' (1985, 1998) approaches toward leadership, then compare them by using a new four-dimensional framework. Extending previous research (Yukl, 2006), the framework represents a useful tool for detecting the commonalities and differences between leadership theories with respect to the core dimensions, categories, and aspects of leadership. My inspection indicates that Burns' and Bass' conceptions stem from disparate contexts and differ in their applicability. Thus, Burns' (1978) ideas stem from political movements ideally characterized by mutual quest for shared meaning and active collaboration between leaders and followers. Conversely, Bass' (1985) approach springs from military training in which leaders transfer existing knowledge to followers and stimulate their activity by using a variety of tools from inspirational motivation to individualized consideration. This study has important practical implications as it delineates the boundary conditions of the transactional-transformational paradigm and warns against its uncritical adoption in incongruent leadership contexts. [source]

Building the capacity for evidence-based clinical nursing leadership: the role of executive co-coaching and group clinical supervision for quality patient services

JOURNAL OF NURSING MANAGEMENT, Issue 2 2007
BA (Hons), JO ALLEYNE DProf
Aim, The general aims of this article were to facilitate primary care nurses (District Nurse Team Leaders) to link management and leadership theories with clinical practice and to improve the quality of the service provided to their patients. The specific aim was to identify, create and evaluate effective processes for collaborative working so that the nurses' capacity for clinical decision-making could be improved. Background, This article, part of a doctoral study on Clinical Leadership in Nursing, has wider application in the workplace of the future where professional standards based on collaboration will be more critical in a world of work that will be increasingly complex and uncertain. This article heralds the type of research and development activities that the nursing and midwifery professions should give premier attention to, particularly given the recent developments within the National Health Service in the United Kingdom. The implications of: Agenda for Change, the Knowledge and Skills Framework, ,Our Health, Our Care, Our Say' and the recent proposals from the article Modernising Nursing Career, to name but a few, are the key influences impacting on and demanding new ways of clinical supervision for nurses and midwives to improve the quality of patient management and services. Method, The overall approach was based on an action research using a collaborative enquiry within a case study. This was facilitated by a process of executive co-coaching for focused group clinical supervision sessions involving six district nurses as co-researchers and two professional doctoral candidates as the main researchers. The enquiry conducted over a period of two and a half years used evidence-based management and leadership interventions to assist the participants to develop ,actionable knowledge'. Group clinical supervision was not practised in this study as a form of ,therapy' but as a focus for the development of actionable knowledge, knowledge needed for effective clinical management and leadership in the workplace. Findings, ,,Management and leadership interventions and approaches have significantly influenced the participants' capacity to improve the quality of services provided to their patients. ,,Using various techniques, tools, methods and frameworks presented at the sessions increased participants' confidence to perform. ,,A structured approach like the Clinical Nursing Leadership Learning and Action Process (CLINLAP) model makes implementing change more practical and manageable within a turbulent care environment. The process of Stakeholder Mapping and Management made getting agreement to do things differently much easier. Generally it is clear that many nurses and midwives, according to the participants, have to carry out management and leadership activities in their day-to-day practice. The traditional boundary between the private, the public and the voluntary sector management is increasingly becoming blurred. Conclusion, It is conclusive that the district nurses on this innovative programme demonstrated how they were making sense of patterns from the past, planning for the future and facilitating the clinical nursing leadership processes today to improve quality patient services tomorrow. Their improved capacity to manage change and lead people was demonstrated, for example, through their questioning attitudes about the dominance of general practitioners. They did this, for example, by initiating and leading case conferences with the multi-disciplinary teams. It became evident from this study that to use group clinical supervision with an executive co-coaching approach for the implementation and to sustain quality service demand that ,good nursing' is accepted as being synonymous with ,good management'. This is the future of ,new nursing'. [source]

Examining the Nature and Significance of Leadership in Government Organizations

PUBLIC ADMINISTRATION REVIEW, Issue 2 2008
Tracey Trottier
Though the mainstream organizational literature has advanced in the last 20 years with the integration of transformational and distributed leadership theories, as well as genuine attempts at comprehensive models, the public sector literature has lagged, especially in utilizing large-scale empirical studies. This study takes advantage of a very large government data set to test the utility of one of the best known theories, the "full range" leadership theory of Bernard Bass. It addresses three important research questions: How inclusive is Bass's operational definition of leadership? How much of an impact do Bass's leadership competencies have on follower satisfaction? Finally, how important is transformational leadership compared to transactional leadership in government settings? The results indicate that Bass's broad definition of leadership comes quite close to capturing what federal employees perceive to be effective leadership. The relationship between good leadership in an organization and follower satisfaction is also presented as an important outcome in the federal government. Finally, both transactional and transformational leadership are perceived as important in the federal government, although transformational leadership is considered slightly more important even after shifting one important factor, individualized consideration, back to the transactional model. [source]

Not Enough Science or Not Enough Learning?

HIGHER EDUCATION QUARTERLY, Issue 4 2008
Exploring the Gaps between Leadership Theory, Practice
This paper addresses the relationships between leadership theory, practice and development, drawing on both the higher education and wider leadership literature. It explores why challenges and problems exist within the contested field of leadership theory and why gaps remain between theory and practice after more than a century of research , and indeed, with increasing levels of research, scholarship and development in the last 25 years. After highlighting the importance of context for theory, practice and development, the first section of the paper examines a range of factors that contribute to theoretical ,contests' including different starting assumptions made by researchers, the different focus of studies, examination of different causal links to explain leadership, differences in values and cultural lenses and different constructs, terminology and perspectives. The second section examines the challenges faced by leadership practitioners, as individuals, and through exercising leadership as a collective responsibility in the context of changing operating environments within higher education institutions and across sectors and countries. The author highlights three areas where some re-thinking of the links between theory and practice are necessary , at the input stage, linking research findings and recruitment practices; in terms of outcomes, by researching links between leaders, leadership and performance; and in process terms, to examine more deeply complex and relational dynamic of leadership in action. The third section offers a number of specific suggestions as to how closer alignment between theory, practice and development can be achieved. The paper concludes by arguing for greater maturity (in research, practice and development) that acknowledges that leadership is played out in complex, dynamic and changing social systems. A stronger emphasis on ,leadership learning' should deliver both better science and better outcomes for leaders and led in higher education. [source]

Full Stop: an extraordinary appeal for an extraordinary aspiration , putting leadership theory into practice

INTERNATIONAL JOURNAL OF NONPROFIT & VOLUNTARY SECTOR MARKETING, Issue 3 2003
Giles Pegram
The National Society for the Prevention of Cruelty to Children (NSPCC)'s Full Stop campaign was launched in March 1999 with one single aim,to end cruelty to children. The Full Stop Appeal was designed to ensure that sufficient financial resources would be in place to support such an extraordinary aspiration. It is the biggest charitable appeal ever attempted in the UK and aims to raise £250m. This paper outlines how the charity applied the leadership model of fundraising to its strategy, the lessons it has learned over the past four years, and how successful it has been. Having already raised more than £100m, Full Stop has broken new ground in its sector, revolutionised the NSPCC's fundraising capacity and, more importantly, has had far-reaching consequences for its mission to end cruelty to children. Copyright © 2003 Henry Stewart Publications [source]

Opinion leadership in a computer-mediated environment

JOURNAL OF CONSUMER BEHAVIOUR, Issue 5 2005
Barbara Lyons
Abstract This paper investigates the characteristics of opinion leaders within the computer-mediated environment, analyses the differences between online opinion leaders and online non-leaders and examines the implications of opinion leadership theory for e-commerce. This study finds that opinion leaders in computer-mediated environments possess significantly higher levels of enduring involvement, innovativeness, exploratory behaviour and self-perceived knowledge than non-leaders. Online opinion leaders also possess greater computer skills, have used the internet for a longer period of time and use the internet more frequently for longer sessions than non-leaders. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Understanding leadership skills of hospice executives

JOURNAL OF LEADERSHIP STUDIES, Issue 3 2008
Paul Longenecker
The healthcare industry is a rapidly changing environment requiring leaders to possess a high level of leadership skills. Leaders in the hospice industry have experienced the same level of change, but over the brief span of 25 years. With the aging of hospice executives and the dynamic environment of the hospice industry, the need for strong leadership is more important than ever. This research study reports on the perceived leadership skills of hospice executives and is a replication of an earlier study (Longenecker, 2006). All study participants were executives of organizations that participated in clinical and operational benchmarking activities at the national level. The study evaluated leadership skills using transformational leadership theory as the conceptual model by which leadership skills were measured. The results of the study identified that the participants perceived they displayed an ideal use of skills based on transformational leadership theory. [source]

A theoretical and empirical extension to the transformational leadership construct

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2001
Vicki L. Goodwin
The contingent rewards subscale of the Multifactor Leadership Questionnaire (MLQ) was examined in an attempt to theoretically explain recent empirical results linking contingent rewards to transformational rather than transactional leadership. In Study 1, we supported the proposal that the items in the contingent rewards subscale represented two separate factors, an explicit and an implicit psychological contract. In addition, the implicit factor loaded with other transformational subscales and the explicit factor loaded with other transactional subscales. We confirmed these results in Study 2, and supported other hypotheses from transformational leadership theory using the contingent rewards revision. Implications for the transformational leadership construct are discussed. Copyright © 2001 John Wiley & Sons, Ltd. [source]