Showing papers in "Leadership & Organization Development Journal in 2000"
TL;DR: In this article, the authors investigated whether emotional intelligence is associated with the use of transformational leadership in 49 managers and found no multivariate effects emerged for transactional leadership (i.e., laissez faire or management by exception).
Abstract: Investigated whether emotional intelligence (EQ) is associated with the use of transformational leadership in 49 managers. Managers completed questionnaires assessing their own emotional intelligence and attributional style; their subordinates (n = 187) provided ratings of their transformational leadership. Controlling for attributional style, multivariate analyses of covariance showed that three aspects of transformational leadership (i.e. idealized influence, inspirational motivation, and individualized consideration) and constructive transactions differed according to level of emotional intelligence. In contrast, no multivariate effects emerged for transactional leadership (i.e. laissez faire or management‐by‐exception). Some suggestions for future research are offered.
644 citations
TL;DR: In this paper, the authors have suggested that temporary staff have a different psychological contract with the organisation than their permanent counterparts and that these differences, it is argued, will influence staff attitudes and behaviour.
Abstract: The proportion of the workforce on temporary contracts of employment is increasing, as organisations use non‐permanent staff as a flexible resource. Rousseau and Wade‐Benzoni suggested such temporary staff have a different psychological contract with the organisation than their permanent counterparts. Temporary staff, it is argued, will have a transactional contract, with the emphasis upon the economic elements of the contract while permanent staff will have a more relational contract, involving commitment to the organisation, and an interest in a satisfying job. These differences, it is argued, will influence staff attitudes and behaviour. The article tests these suggestions on employees of a large holiday sector organisation. The results present a consistent picture, at variance with the above suggestions. The levels of relational and transactional contracts of permanent and temporary staff did not differ significantly. In addition they had higher, rather than lower, levels of job satisfaction and commitment to the organisation.
422 citations
TL;DR: This article investigated the effect of leadership training and counseling feedback on subordinates' perceptions of transformational leadership and found that both training and feedback resulted in increased subordinate perceptions of leaders' transformational behavior.
Abstract: Investigated the effect of leadership training and counseling feedback on subordinates’ perceptions of transformational leadership. A total of 40 organizational leaders participated in a 2 (training) × 2 (feedback) design. Data from 180 subordinates showed that both training and feedback resulted in increased subordinate perceptions of leaders’ transformational leadership. Results suggest that both training and feedback are effective means of changing leadership behaviors but that the combination of training and feedback did not result in enhanced transformational leadership.
236 citations
TL;DR: In this paper, the authors describe a new vision for leadership and the development of organizations which integrates emerging perspectives from the fields of science, transpersonal psychology, eastern philosophy and management.
Abstract: Many recent authors have suggested it is time to move beyond the scientific, materialistic paradigm of the twentieth century toward a more holistic and spiritual view for the workplace of the twenty‐first century. The purpose of this article is to describe a new vision for leadership and the development of organizations which integrates emerging perspectives from the fields of science, transpersonal psychology, eastern philosophy and management. Spirituality is seen as important in helping human beings experience the fundamental meaning and purpose of their work. It is defined and described as distinctly different from organized religion. Practical examples are given of leaders and organizations that are facilitating spirituality in the workplace.
206 citations
TL;DR: In this article, the authors looked at the relationship between the four factors of transformational leadership ( charisma, inspirational leadership, intellectual stimulation, and individualized consideration) and the leader's preference for unethical behavior.
Abstract: This study looked at the relationship between the four factors of transformational leadership – charisma, inspirational leadership, intellectual stimulation, and individualized consideration – and the leader’s preference for unethical behavior. Five ethical scenarios – bribery, endangering the physical environment, lying, personal gain, and favoritism – were studied using a sample of 100 pairs of managers and subordinates from four multinational organizations in India. Relationships between the leader’s ethical preferences and three outcomes – followers’ willingness to put in extra effort, perceived effectiveness, and satisfaction – were also analyzed. Findings indicate that inspirational leadership is negatively related to the leader’s preference for bribery and favoritism, and intellectual stimulation is negatively related to preference for bribery. Charisma and individualized consideration are not related to the leader’s ethical preferences. Followers’ willingness to put in extra effort is also negatively related to the leader’s preference for bribery and favoritism. Results also suggest that organizational culture might moderate the relationship between transformational leadership and ethics.
160 citations
TL;DR: In this article, a study was conducted to measure the relationship between six leadership behaviors identified by Conger and Kanunago and the two organizational commitment components identified by Porter and Smith, and the Pearson correlations of the factors from the two scales were computed and revealed that five of the six CK factors were significantly correlated with the two commitment factors.
Abstract: This article reports on a study to measure the relationship between the six leadership behaviors identified by Conger and Kanunago and the two organizational commitment components identified by Porter and Smith. A total of 245 respondents from six organizations in south‐eastern USA participated in the study. Pearson correlations of the factors from the two scales were computed and revealed that five of the six C‐K factors were significantly correlated with the two commitment factors. These findings indicate leader’s sensitivity to member’s needs is related to organizational commitment, having a clear vision and articulating it seems related to commitment, and managers need to be clear about the goals and values of the organization. This study has implications for the strategic role of managers as change agents in organizations.
159 citations
TL;DR: In this article, an approach to training transformational leaders that has been used for the past five years is reviewed and data assessing the effectiveness of the approach are reviewed and the key elements of the training program are described.
Abstract: This article reviews an approach to training transformational leaders that has been used for the past five years. Data assessing the effectiveness of the approach are reviewed and the key elements of the training program are described. Concludes with an assessment and identification of ongoing research issues.
148 citations
138 citations
134 citations
TL;DR: In this article, a descriptive study was conducted investigating the relationships of total quality management, organizational culture and their impact upon a learning organization, and the results revealed a positive and significant relationship between a learning organisation and the motivational level of its business executives.
Abstract: An organizational development model is developed to measure the constructs of a learning organization. A descriptive study was conducted investigating the relationships of total quality management, organizational culture and their impact upon a learning organization. The study investigated the attributes of a learning organization and its influence upon employee motivation. A total of 307 executives participated in the survey. The survey revealed that many executives had pursued professional development programs in TQM principles and/or in Senge’s organizational learning principles over the last four years. The executives completed a questionnaire measuring their perceptions involving the principles of a learning organization, TQM attributes, and their organizational culture. The results indicate a corporation implementing TQM principles in a supportive organizational culture has a positive and significant relationship with organizational learning compared to those executives not exposed to these constructs. Also, the findings revealed a positive and significant relationship between a learning organization and the motivational level of its business executives.
125 citations
TL;DR: In this paper, the authors examined the relationship between perceptions of supervisor power and subordinate work attitudes and found that perceived legitimate power and coercive power of the supervisor were major predictors of subordinate stress.
Abstract: This study examined the relationships between perceptions of supervisor power and subordinate work attitudes. Results showed that perceived legitimate power and coercive power of the supervisor were major predictors of subordinate stress, while perceived legitimate power and reward power were important predictors of employee motivation. Further, perceived coercive, reward and legitimate powers were all significant predictors of subordinate commitment. Also, perceived coercive power was negatively associated with subordinate satisfaction, while expert and referent powers were positively related to satisfaction. Implications for future research and practising managers are discussed.
TL;DR: The leader's role is a two-fold cultural and teaching enterprise as mentioned in this paper : institutionalizing cultural principles in their organizations and then teaching followers to internalize these cultural values in their actions.
Abstract: The leader’s role is a two‐fold cultural and teaching enterprise: institutionalizing cultural principles in their organizations and then teaching followers to internalize these cultural principles in their actions The specific features of an organization’s culture condition what leaders do and how they do it However, leaders also condition the culture by their actions and beliefs Seen this way, a leader’s primary activity is to create a culture supportive of desired values As followers internalize these cultural values, they develop a devotion to the institution that cannot come in any other way This both requires trust and encourages trust The task is not simple; it is fraught with difficulty, pitfalls, and barriers This article explains some constraints that hinder the development of a culture based on trust specifically and the enterprise of leadership in general
TL;DR: Kant's moral philosophy as discussed by the authors is used to provide a normative theory of leadership, and it is shown how Kant's philosophy would reject instrumental theories of leadership and most charismatic theories.
Abstract: Uses Kant’s moral philosophy to provide a normative theory of leadership. First shows how Kant’s philosophy would reject instrumental theories of leadership and most charismatic theories of leadership. Perhaps somewhat more surprisingly, it questions some of the assumptions of servant leadership and puts constraints on transformational leadership and the leader as educator. The central concept of Kant’s moral philosophy is the dignity given to autonomy. Thus a good leader ought to respect and enrich the autonomy of followers. The Kantian leader turns followers into leaders.
TL;DR: The most frequently perceived influence behaviors were granted power/authority and taking over responsibility followed by rationalizing and involving, and pressure as mentioned in this paper, which reflected the high collectivism, power distance and paternalism values found in Turkish culture.
Abstract: The frequently used influencing tactics in a relatively high collectivist and high power distance culture have been investigated. An exploratory study indicated that leaders used both implicit influence and more directive forms of influence. Empirical measures suggested that none of the western influence strategies were frequently used in Turkey. Analyses of influence incidents revealed that most frequently perceived influence behaviors were “granted power/authority” and “taking over responsibility” followed by “rationalizing and involving” and “pressure”. These findings, which seemed to be contradicting each other at the beginning, reflect the high collectivism, power distance and paternalism values found in Turkish culture.
TL;DR: In this article, a view of leadership appropriate to post-industrial organizations in situations of rapid change is developed, which is described as systems needing continual renewal if they are to survive, and chaotic in that they must find direction in the context of pressures for change.
Abstract: Develops a view of leadership appropriate to post‐industrial organizations in situations of rapid change. These organizations are described as systems needing continual renewal if they are to survive, and “chaotic” in that they must find direction in the context of pressures for change. Leadership is the systemic capacity, diffused and nurtured throughout the organization, of finding direction, of fostering the processes which ensure renewal, and of “managing” the systemic and human paradoxes endemic in these organizations. Systemic leadership is ethical in that it creates community, encourages autonomy and creativity and “intends” the good in its purposes and practices, and effective in that it fosters “emergence” and organizational renewal.
TL;DR: The authors argued that leaders with extensive backgrounds in organizational politics are more likely than technology-focused leaders to complete their information technology projects successfully and argued that senior decision makers can hone the political skills of their technological leaders by training them on the "soft" skills of management and helping them balance the skill sets of their teams.
Abstract: Argues that leaders with extensive backgrounds in organizational politics are more likely than technology‐focused leaders to complete their information technology projects successfully. Describes how successful technological leaders in the public sector manage their projects, mainly upwards and outwards, and tailor their technical visions to the day‐to‐day reality of their organizations. Compares the evolution and fate of two information technology projects, one managed by a technology‐oriented scientist (success) and the other by a politics‐driven bureaucrat (failure). Proposes that senior decision makers can hone the political skills of their technological leaders by training them on the “soft” skills of management and helping them balance the skill sets of their teams. Suggests how to change current incentive systems in order to encourage technological leaders to politick their projects to success.
TL;DR: This article argued that the volitional explanation of human immorality will not be sufficient to explain ethical failures of leadership, and they pointed out that leadership brings with it peculiar cognitive challenges that can lead to ethical failure.
Abstract: When an ethical failure of leadership is exposed, we are often disposed to look for an explanation of the leader’s behavior, not an analysis of the moral status of what was done. On one such explanatory account, ethical failures are essentially volitional, not cognitive. Ethically fallen leaders knew that what they were doing was morally wrong but, nevertheless, were motivated to do it anyway. My thesis is that the volitional explanation of human immorality will not be sufficient to explain ethical failures of leadership. Simply applying the volitional explanation of human immorality to leadership contexts ignores the fact that leadership brings with it peculiar cognitive challenges that can lead to ethical failure. Specifically, leadership induces and maintains a leader’s belief that he is somehow excepted from the moral requirements that apply to the rest of us.
TL;DR: In this article, a review of the literature on team-based approaches to strategic change is presented, which suggests that strategic teams can be a better choice than charismatic leaders for turning around an organization.
Abstract: Organizations in need of strategic turnaround often seek charismatic leaders to lead change efforts. With the growing popularity of democratizing workplaces, team‐based approaches to strategic change are emerging. The literature on each of these change approaches is reviewed. Several research propositions are offered which suggest that strategic teams can be a better choice than charismatic leaders for turning around an organization. The authors also note the need for future research to compare the effectiveness of charismatic leaders with the effectiveness of strategic teams in planning and initiating strategic change.
TL;DR: In this article, the authors provide evidence of the convergent and discriminant validity of a recently developed leadership questionnaire, the Transformational Leadership Questionnaire (Local Government Version) (TLQ‐LGV).
Abstract: This paper sets out to provide evidence of the convergent and discriminant validity of a recently developed leadership questionnaire, the Transformational Leadership Questionnaire (Local Government Version) (TLQ‐LGV). Evidence is presented, from a random, stratified sample of 1,464 male and female managers, working in local government, that each of the scales was significantly correlated with each of five criterion variables, even when the sample was divided by level, sex, and level x sex. Multiple regression analyses suggested differential patterns of relationships between the scales and the criterion variables among different groups and sub‐groups of managers, divided by level, sex, and level x sex. These latter data were interpreted as evidence of the discriminant validity of the instrument.
TL;DR: In contrast to the tenet in the communication literature that communication barriers require minimisation, the leadership literature provides a basis for a re-conceptualisation of the "problems" into opportunities as discussed by the authors.
Abstract: Research on communication in organisations has enabled us to develop a body of knowledge about recognising and overcoming barriers to effective communication. In contrast to the tenet in the communication literature that communication barriers require minimisation, the leadership literature provides a basis for a re‐conceptualisation of the “problems” into opportunities. This article offers a theoretical synthesis of the communication and leadership literatures to extend our knowledge of improving communication in organisations.
TL;DR: In this article, a theoretical typology of four types of managerial commitment is developed based on the dimensions: passive, calculative, trustful, and balanced types of commitment, arguing that the general assumptions in commitment literature that people need material, social or psychological incentives and rewards which facilitate identification with an organization are one-sided.
Abstract: This article explores the nature of managerial commitment to such strategic changes as downsizing and quality improvement. Its purpose is to develop a theoretical framework of managerial commitment. Findings from a qualitative study are presented resulting in the classification of commitment in two dimensions: reward‐based and trust‐based commitments. A theoretical typology of the four types of managerial commitment is developed based on the dimensions: passive, calculative, trustful, and balanced types of commitment. The article argues that the general assumptions in commitment literature that people need material, social or psychological incentives and rewards which facilitate identification with an organization are one‐sided. It proposes that much more emphasis should be put on studying trust‐based commitment and elements affecting it for both economic and ethical reasons than prior research has done.
TL;DR: The authors created effective teams a guide for members and leaders PDF is available on our online library. But it is limited to a limited number of e-books, for any type of product.
Abstract: CREATING EFFECTIVE TEAMS A GUIDE FOR MEMBERS AND LEADERS PDF Are you looking for Ebook creating effective teams a guide for members and leaders PDF ? You will be glad to know that right now creating effective teams a guide for members and leaders PDF is available on our online library. With our online resources, you can find creating effective teams a guide for members and leaders or just about any type of ebooks, for any type of product.
TL;DR: In this article, a study of leaders at work presents a model linking leadership and the turnaround process which challenges conventional prescriptions for company revival in a mature industry and identifies three core dimensions which mediate the effectiveness of relationship between leadership and company turnarounds.
Abstract: Three firms engaged in the heavy engineering industry undergoing the transition from organisational decline to recovery were studied in‐depth in a period of significant change for the industry. The purpose of the study was to explore the way in which leaders manage the company turnaround process. The turnaround performance and processes of recovering firms were compared to those of a less successful rival. Effective turnaround management involved making a series of holistic changes to strategies, structures and practices throughout the organisation; changes which were orchestrated by leaders at different levels in the firms. This study of leaders at work presents a model linking leadership and the turnaround process which challenges conventional prescriptions for company revival in a mature industry and identifies three core dimensions which mediate the effectiveness of relationship between leadership and company turnarounds.
TL;DR: In this article, the authors describe a comprehensive "integral" model and a questionnaire that uses elements of 3608 feedback to measure roles of leadership and management, as well as dimensions of self-development and strategic change skills.
Abstract: Leadership and management skills are increasingly required to navigate organisations through the complexities and changes of contemporary environments. Over the last decade, 3608 feedback is a process that has gained wide usage to help development of these skills. Summarises current research on 3608 feedback and the development of an integrated model of leadership and management based on the theories of Wilber. The article describes a comprehensive “integral” model and a questionnaire that uses elements of 3608 feedback to measure roles of leadership and management, as well as dimensions of self‐development and strategic change skills. This approach is applied to a sample of 304 managers and over 1,000 subordinates. The construction, validity and results of the questionnaire are discussed, as well as the major leadership strengths and weaknesses of the sample managers. Issues and experiences in the use of this model and the 3608 process are described.
TL;DR: It appears that people who work in such occupations as labourers, plant and machine operators and tradespersons and apprentices are the most likely to have work‐related accidents and/or illnesses than other occupations and many of the people in the high injury incident occupations appear to be males.
Abstract: This study examines the influence of perceived work‐related stress levels and levels of job satisfaction on work‐related injury/illnesses. Further, the influence of demographic data on these variables is also considered. The data were collected in a Federal Government study on Workplace Industrial Activities across Australia (AWIRS 95). It appears, from the data, that there is a significant relationship between low levels of job satisfaction and the reporting of work‐related injury/illnesses in the previous 12 months. This is also true for people who reported high levels of job stress. The data show that women seem to be more satisfied than their male colleagues and have fewer injuries and/or illnesses. One reason for the low level of injury/illness may be due to the occupations that men and women occupy. It seems that people who work in such occupations as labourers, plant and machine operators and tradespersons and apprentices are the most likely to have work‐related accidents and/or illnesses than other occupations and many of the people in the high injury incident occupations appear to be males. The study draws tentative conclusions on the influence of demographic data on levels of job satisfaction and job stress and the relationships with work‐related injury and/or illnesses.
TL;DR: In this article, the authors show how peer relationships in work settings can affect adjustments and personal and professional growth during stressful periods caused by mergers and acquisitions after identifying subordinate, peer and mentoring relationships and demonstrating how individuals normally form such relationships at various career stages.
Abstract: This article shows how peer relationships in work settings can affect adjustments and personal and professional growth during stressful periods caused by mergers and acquisitions After identifying subordinate, peer and mentoring relationships and demonstrating how individuals normally form such relationships at various career stages, the study finds that peer relationships may provide an antidote to stress at all professional levels Moreover, accountants tend to favor the psycho‐social aspect of peer relationships during and after a merger
TL;DR: In this article, the major problems facing China's state-owned enterprises (SOEs) from the human resources perspective and the needs for organizational development and change (OD/C) in these SOEs are described.
Abstract: Describes the major problems facing China’s state‐owned enterprises (SOEs) from the human resources perspective and the needs for organizational development and change (OD/C) in these SOEs. Then several factors affecting transferring OD/C practices in Chinese SOEs are analyzed. Finally, the implications of applying western OD/C to China’s SOEs are discussed.
TL;DR: In this paper, the applicability of situational leadership theory within the Republic of China (Taiwan) was investigated in a large construction company with a broad diversity of managerial responsibilities, and the results indicated that there was a good match between the self-perception of leaders and perceptions by peers, superiors and subordinates and between the LEAD self score and LEAD other score.
Abstract: Reports a study to investigate the applicability of situational leadership theory within the Republic of China (Taiwan). The study was conducted in a large construction company with a broad diversity of managerial responsibilities. The LEAD‐Self instrument was given to a large sample of managers, to determine their perception of their own leadership style. Employees completed the LEAD‐Other questionnaire, to give their perceptions of their manager. Productivity scores were also established for each manager using measures of absenteeism, turnover, overall profitability and quality of work. The results indicated that the situational leadership theory does have applicability in Taiwan; there was a good match between the self‐perception of leaders and perceptions by peers, superiors and subordinates and between the LEAD‐Self score and LEAD‐Other; also that leadership adaptability was directly related to productivity as measured by absenteeism, turnover rates, profitability and, to a lesser extent, quality.