The study sought to evaluate the personal values profile, the predominant leadership styles, the leadership effectiveness, the relationship between personal values balance and leadership effectiveness, the relationship between leadership effectiveness and organizational differentiation, and the relationship between personal values balance and organizational differentiation of a group of Brazilian executives of several organizations. In order to evaluate the personal values profile a closed instrument of the rank order type has been developed and applied. To identify the predominant leadership styles, as well as the leadership effectiveness of the involved executives, it has been used an instrument available in the market. To verify the relationship between personal values balance and leadership effectiveness, it has been used the linear regression method computing the linear correlation coefficient between the before mentioned variables, involving 400 executives. To compute the organizational differentiation, an existing model, the Organizational Differentiation Model, has been applied leading to the organizational differentiation index for each one of the 48 organizations involved. To investigate the relationship between leadership effectiveness, taken the average value per organization, and organizational differentiation, it has been used the linear regression computing the linear correlation coefficient between the before mentioned variables. The same procedure was used to investigate the relationship between personal values balance, taken the average value per organization, and organizational differentiation. The study has shown that the executives have an unbalance in their personal values profile, with predominance of economic and theoretical values. Additionally the study has uncovered lack of flexibility regarding the leadership styles, presenting styles of selling and sharing ideas as dominants. The study also showed that the leadership effectiveness of the involved executives was at a moderate level. Finally, the research pointed out a high positive relationship between personal values balance and leadership effectiveness, and, furthermore, it showed that both variables present a high positive relationship with the overall success of organizations measured by their organizational differentiation indexes.

https://acervo.ci.fdc.org.br/AcervoDigital/Artigos%20FDC/Artigos%20FDC%202008/Leadership%20and%20performance%20beyond.pdf

Leadership and performance beyond expectations

Research comparing the leadership styles of women and men is reviewed, and evidence is found for both the presence and the absence of differences between the sexes. In contrast to the gender-stereotypic expectation that women lead in an interpersonaily oriented style and men in a task-oriented style, female and male leaders did not differ in these two styles in organizational studies. However, these aspects of leadership style were somewhat gender stereotypic in the two other classes of leadership studies investigated, namely (a) laboratory experiments and (b) assessment studies, which were denned as research that assessed the leadership styles of people not selected for occupancy of leadership roles. Consistent with stereotypic expectations about a different aspect of leadership style, the tendency to lead democratically or autocratically, women tended to adopt a more democratic or participative style and a less autocratic or directive style than did men. This sex difference appeared in all three classes of leadership studies, including those conducted in organizations. These and other findings are interpreted in terms of a social role theory of sex differences in social behavior.

/pdf/gender-and-leadership-style-a-meta-analysis-2kh816as5o.pdf

Gender and Leadership Style: A Meta-Analysis

The morality of transformational leadership has been sharply questioned, particularly by libertarians, “grass roots” theorists, and organizational development consultants. This paper argues that to be truly transformational, leadership must be grounded in moral foundations. The four components of authentic transformational leadership (idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration) are contrasted with their counterfeits in dissembling pseudo -transformational leadership on the basis of (1) the moral character of the leaders and their concerns for self and others; (2) the ethical values embedded in the leaders' vision, articulation, and program, which followers can embrace or reject; and (3) the morality of the processes of social ethical choices and action in which the leaders and followers engage and collectively pursue. The literature on transformational leadership is linked to the long-standing literature on virtue and moral character, as exemplified by Socratic and Confucian typologies. It is related as well to the major themes of the modern Western ethical agenda: liberty, utility, and distributive justice Deception, sophistry, and pretense are examined alongside issues of transcendence, agency, trust, striving for congruence in values, cooperative action, power, persuasion, and corporate governance to establish the strategic and moral foundations of authentic transformational leadership.

/pdf/ethics-character-and-authentic-transformational-leadership-1jcc07fyjv.pdf

Ethics, character, and authentic transformational leadership behavior

There is universality in the transactional-transformational leadership paradigm. That is, the same conception of phenomena and relationships can be observed in a wide range of organizations and cultures. Exceptions can be understood as a consequence of unusual attributes of the organizations or cultures. Three corollaries are discussed. Supportive evidence has been gathered in studies conducted in organizations in business, education, the military, the government, and the independent sector. Likewise, supportive evidence has been accumulated from all but 1 continent to document the applicability of the paradigm.

/pdf/does-the-transactional-transformational-leadership-paradigm-23web5y9iu.pdf

Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?

Charismatic leadership has been largely overlooked by organizational theorists. In part, the problem can be attributed to the lack of a systematic conceptual framework Drawing from political science, sociology, and social psychology, this paper addresses the problem by proposing a model linking organizational contexts to charismatic leadership. A series of research hypotheses is offered.

https://www.jstor.org/stable/pdfplus/258069.pdf

Toward a Behavioral Theory of Charismatic Leadership in Organizational Settings

The article presents a review of the book “Management of Organizational Behavior: Utilizing Human Resources,” by Paul Hersey and Kenneth H. Blanchard.

/pdf/management-of-organizational-behavior-4jzdh1sg3f.pdf

Management of organizational behavior

Ohio State studies resulted in the development of four quadrants to illustrate leadership styles in terms of initiating structure (task) and consideration (relationships). The Blake and Mouton Managerial Grid expands Ohio State theories with a fifth position and describes leadership based on concern for production or people. Leadership style is best when it varies with the situation. Effectiveness of style is the key factor in assessing the style's value. The studies are attitudinal models. Behavior models follow the life cycle theory where the relationship between structure and consideration are curvilinear rather than linear. The life cycle theory adds the factor of maturity to the relationship. Maturity is defined by the relative independence, ability to take responsibility, and achievement-motivation of an individual or group. As the level of maturity of one's followers increases, as they pass through life cycles, leader behavior requires less structure and less socioeconomic support. Span of control should increase as maturity of leader and followers increases. Change through the life cycle cannot be immediate; behavior change is evolutionary and the result of development, planning, trust and respect.

Life cycle theory of leadership.

Great ideas revisited

With a new foreword by Ken Blanchard The original, bestselling blockbuster which has transformed businesses world wide. The blockbuster number one international bestselling phenomenon is back ...not that it ever really went away. This easily-read story quickly demonstrates three very practical management techniques: One Minute Goals, One Minute Praisings and One Minute Reprimands. The One Minute Manager also includes information on several studies in medicine and in the behavioural sciences, which help readers understand why these apparently simple methods work so well with so many people. The book is brief, the language is simple, and best of all ...it works.

The One Minute Manager

In clear, simple terms Leadership and the One Minute Manager(R) teaches managers the art of Situational Leadership(R)--a simple system that refutes the conventional management mandate of treating all employees equally. Here, you'll learn why tailoring management styles to individual employees is so important; why knowing when to delegate, support, or direct is critical; how to identify the leadership style suited to a particular person; and how consistent use of the One Minute techniques will produce better management and enhanced motivation on all levels. This remarkable, easy-to-follow book is a priceless guide to creative, personalized leadership that elicits the best performance from your staff--and the best bottom line for any business.If your management motto is "everyone should be treated equally," Leadership and the One Minute Manager. will show you why this style not only hinders workplace efficiency, but also frustrates your staff. In clear, simple terms, Ken Blanchard, co-author of the enormously popular The One Minute Manager., coupled with business gurus Patricia and Drea Zigarmi, teach managers the art of Situational Leadership.. You'll learn why tailoring management styles to individual employees is so important; when to delegate, support, or direct; how to identify the leadership style suited to a particular person; and how consistent use of the One Minute techniques will produce better management and enhanced motivation on all levels. This remarkable, easy-to-follow book is a priceless guide to creative, personalized leadership that elicits the best performance from your staffand the best bottom line for any business.

/pdf/leadership-and-the-one-minute-manager-increasing-3nkxxcljnk.pdf

Kenneth H. Blanchard

Papers

Management of organizational behavior

Life cycle theory of leadership.

Great ideas revisited

The One Minute Manager

Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership