Showing papers in "Leadership & Organization Development Journal in 2003"
TL;DR: The authors investigated whether organizational factors such as employees' perceptions of management's support for knowledge sharing, their perceptions of the organization's social interaction culture, the organisation's size, and the available knowledge sharing technology had a significant impact on employees' perception of a knowledge sharing culture.
Abstract: This study investigated whether organizational factors such as employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, the organization’s size, and the organization’s available knowledge sharing technology, as well as whether individual factors such as age, gender, and organizational tenure had a significant impact on employees’ perceptions of a knowledge sharing culture. New measures to assess employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, and the perceived knowledge sharing culture were developed. We found that perceptions of management’s support for knowledge sharing, and perceptions of a positive social interaction culture were both significant predictors of a perceived knowledge sharing culture. In addition, gender was a significant moderator: female participants required a more positive social interaction culture before they would perceive a knowledge sharing culture as positive as that perceived by their male counterparts.
796 citations
TL;DR: In this article, the authors investigate transformational leadership in relation to empowerment and team effectiveness and find that the more a team's members experience team empowerment, the more effective the team will be.
Abstract: The purpose of this article is to investigate transformational leadership in relation to empowerment and team effectiveness. As part of an integrative model of leadership, transformational leadership style of superiors is proposed to be related to the strength of subordinate empowerment and team effectiveness. A total of 152 employees from various industries rated their superiors’ transformational leadership behaviors and also how much they felt empowered. They also evaluated their teams’ effectiveness in terms of innovativeness, communication and team performance. Findings suggest that transformational leadership contributes to the prediction of subordinates’ self‐reported empowerment and that the more a team’s members experience team empowerment, the more effective the team will be.
342 citations
TL;DR: For example, this article found that high- as compared to low-hope leaders had more profitable work units and had better satisfaction and retention rates among their subordinates, and the implications of these preliminary findings of the positive impact that hopeful leaders may have in the workplace are discussed.
Abstract: Although hope is commonly used in terms of wishful thinking, as a positive psychological concept consisting of the dimensions of both willpower (agency) and waypower (pathways), it has been found to be positively related to academic, athletic and health outcomes The impact of hopeful leaders, however, has not been empirically analyzed This exploratory study (N = 59) found that high‐ as compared to low‐hope leaders had more profitable work units and had better satisfaction and retention rates among their subordinates The implications of these preliminary findings of the positive impact that hopeful leaders may have in the workplace are discussed
320 citations
TL;DR: In this paper, the authors examine the following three questions: are women's leadership styles truly different from men's? Are these styles less likely to be effective? Is the determination of women's effectiveness as a leaders fact-based or a perception that has become a reality?
Abstract: The purpose of this article was to examine the following three questions: Are women’s leadership styles truly different from men’s? Are these styles less likely to be effective? Is the determination of women’s effectiveness as a leaders fact‐based or a perception that has become a reality? Conclusions revealed: Question one: Yes, women’s leadership style is, at this point, different from men’s but men can learn from and adopt “women’s” style and use it effectively as well In other words, effective leadership is not the exclusive domain of either gender and both can learn from the other Question two: No, women’s styles are not at all likely to be less effective; in fact, they are more effective within the context of team‐based, consensually driven organizational structures that are more prevalent in today’s world Question three: The assessment that a woman’s leadership style is less effective than a man’s is not fact‐based but rather driven, by socialization, to a perception that certainly persists The inescapable reality is that, within the senior ranks of corporate north America (and elsewhere), women remain conspicuous by their absence
312 citations
TL;DR: In this paper, the authors examine the relationship between leadership and organizational culture in a privately owned sales and service organization with a well established record of success in industry and conclude that cultural leadership is a critical competency requirement for the whole organization in the twenty-first century.
Abstract: Examine the nature of the relationship between leadership and organizational culture in a privately owned sales and service organization with a well established record of success in industry. A total of 782 employees completed the multifactor leadership questionnaire (MLQ Form 5X) and the organizational culture survey. Results indicate that the leadership style of immediate supervisors was significantly related to employee perceptions of organizational culture. Supervisors rated high in transformational leadership behaviors were associated with higher perceived levels of mission, adaptability, involvement and consistency in the organization compared to their transactional counterparts. Immediate supervisors had a greater influence on employee perceptions of culture than all other leadership levels within the organization. Concludes that cultural leadership is a critical competency requirement for the whole organization in the twenty‐first century.
226 citations
TL;DR: In this paper, the authors explore the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted, and argue that if a sense-making paradigm is adopted, it becomes feasible to identify a model of leadership, which is relevant to the complexity and change facing organisations in the early twenty-first century.
Abstract: Explores the development of thinking on leadership and places it in the context of the dominant discourses of the period in which studies were conducted. Argues that if a “sense making” paradigm is adopted. it becomes feasible to identify a model of leadership, which is relevant to the context of complexity and change facing organisations in the early twenty‐first century. The model emerges when the measure of effectiveness is changed from organisational success to the impact of the leader on followers and on building of capability. The argument for such a shift is underpinned by the movement of dominant organisational logic from a Weberian rational/analytical one to a logic which acknowledges emotional considerations. Within the leadership arena it has been proposed that emotional intelligence is a major factor underpinning success. Presents data from recent research, which empirically demonstrates linkages between emotional intelligence and leadership. These findings are examined in conjunction with the “Emergent model”.
185 citations
TL;DR: In this article, senior executives were asked to describe examples of exceptional organizational performance and to identify the key leadership behaviours which they saw as explaining or accounting for the extraordinary outcomes, and the major finding was that the main dimensions of leadership for extraordinary performance are universal.
Abstract: Success in the global marketplace depends on a manager’s ability to provide leadership. Exceptional success depends on sustaining extraordinary performance. Are there universal behaviours which are consistent around the world? Are there subtle differences of emphasis which vary across different nationalities or corporate environments? Senior executives were polled in two major divisions of a global petroleum company and from its major subsidiaries around the world. They were asked to describe examples of exceptional organizational performance and to identify the key leadership behaviours which they saw as explaining or accounting for the extraordinary outcomes. Content analysis led to a few key leadership behaviours being identified. The major finding was that the main dimensions of leadership for extraordinary performance are universal. Only a few variations in emphasis existed among six different regions of the world. Also there were some clear leadership differences, long established in the folklore of the company, associated with different corporate cultures in the two major divisions.
169 citations
TL;DR: This article explored the relationship between stress, satisfaction and the four dimensions of psychological empowerment (meaning, impact, self-determination and competence) within a call centre and found that call centre agents were more stressed, less satisfied and reported poorer mental and physical health than the general working population.
Abstract: The aim of this study was to explore the relationship between stress, satisfaction and the four dimensions of psychological empowerment (meaning, impact, self‐determination and competence) within a call centre. The occupational stress indicator and Spreitzer’s empowerment measure were used to collect data from a north west (UK) call centre (n=49). The study found the call centre agents were more stressed, less satisfied and reported poorer mental and physical health than the general working population. In addition the sample perceived themselves as less empowered than other workers in a traditional office environment. The empowerment dimensions of meaning, impact and particularly self‐determination, seem to directly influence job satisfaction, but not health.
162 citations
TL;DR: In this article, the authors summarize 59 organisational change efforts that had culture change as an objective and find that the success rate for culture change was low. But, success was more likely when the sponsors were perceived to be mid-level rather than senior executives.
Abstract: Summarizes 59 organisational change efforts that had culture change as an objective. Culture change was a common type of organisational change and usually occurred in combination with other types of change. The success rate for culture change was low. Success was more likely when the sponsors were perceived to be mid‐level rather than senior executives. Culture change was most often undertaken because of competition and customer issues. Statistical data were most often cited to describe successful culture change while unsuccessful change efforts were usually described by opinions. Success correlated most highly with the variables that reflected stakeholder management, manageability of the project, project staffing, sponsorship and progress monitoring. Failure correlated most strongly with ineffective leadership and the clash with the existing culture. Success factors and barriers for cultural change resembled the profile for other types of organizational change. Ends with recommendations for managing cultural change.
154 citations
TL;DR: In this paper, the authors examine the organizational factors that negatively impact the integration process and suggest eight principles to make the integration more effective and successful, based on empirical findings, literatures, and case studies.
Abstract: There is a high failure rate of mergers and acquisitions. Most of them fail during the integration process. This article examines the organizational factors that negatively impact the integration process and suggests eight principles to make the integration more effective and successful. The factors discussed are based on empirical findings, literatures, and case studies. The major causes include improper managing and strategy, culture differences, delays in communication, and lack of clear vision. Therefore, the keys to successful integration process are a hands‐on leadership styles, a bias for action, involvement of the entire staff, continuous focus on customers, and most of all, open and honest communication with employees.
148 citations
TL;DR: This study conducted a factor analysis of Page and Wong’s servant leadership instrument and reduced the 99‐item scale to 20 items yielding three factors: vision, empowerment, empowerment and service.
Abstract: This study conducted a factor analysis of Page and Wong’s servant leadership instrument and reduced the 99‐item scale to 20 items yielding three factors: vision (0.97 Cronbach alpha), empowerment (0.89 Cronbach alpha), and service (0.94 Cronbach alpha). While this study only confirmed three of the original 12 factors sought by Page and Wong the results indicate that Page and Wong’s instrument has merit and deserves further development and modification.
TL;DR: In this article, an overview of the recent changes and subsequent new challenges for South African organizations in an ongoing rapidly changing environment is provided, where the authors consider the election period of 1994 as a rupture with the past in the history of the SA nation, and a new start of the so-called New South Africa.
Abstract: This article provides an overview of the recent changes and subsequent new challenges for South African organizations in an ongoing rapidly changing environment. In this context we consider the election period of 1994 as a rupture with the past in the history of the SA nation, and a new start of the so‐called “New South Africa”. Based on personal experiences and literature describes the application of and crucial role played by eight important managerial concepts and methods during the transition period for South African organisations. Finally the impact of this radical change and evolution on new challenges for the leadership and the processes of managing transformation is highlighted.
TL;DR: In this paper, the authors used a Delphi-style panel of change agent experts to identify and rank the sets of attributes they perceive to characterize the roles of leading and managing change, and concluded that the attributes of the two roles are different, yet complementary.
Abstract: The role of “change leaders” in initiating or sponsoring strategic change in organisations is often positively presented as the counter‐image of traditional managerial roles. Managers, and especially middle managers, are viewed as individuals lacking in the, apparently, proactive attributes of flexibility, risk‐taking and openness to new ideas essential for creating or managing change. However, there have been few attempts to clarify these counter‐images, or the extent to which the roles of leading and managing change may in fact be complementary. The research presented here uses a Delphi‐style panel of ten change agent experts to identify and rank the sets of “attributes” they perceive to characterise the roles of leading and managing change. The findings suggest that the attributes of the two roles are different, yet complementary. It is concluded that the distinction between “change leaders” and “change managers” may be useful in clarifying the nature of the relationship between leadership and management in processes of organisational change.
TL;DR: In this paper, the authors examined the relationship between emotional intelligence and transformational leadership in the context of a UK-based retailing organization and examined whether a relationship exists between store manager performance and EQ profiles.
Abstract: This study examines the relationship between emotional intelligence (EQ) and transformational leadership in the context of a UK‐based retailing organisation and examines whether a relationship exists between store manager performance and EQ profiles. It identifies a discrepancy between the organisation’s idealized leader success criteria and the average profiles derived from its current cohort of store managers. The results show a strong connection between the theory of EQ and transformational leadership: however, differences between the idealised and actual EQ scores were mainly located in transactional capabilities. The study also questions the requirement for transformational leader qualities at all stages of an organisation’s life cycle.
TL;DR: This article explored the relationship between a leader's self-awareness of his/her leadership behavior and the attitudes and performance of subordinates and found that both underestimators and those in agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators.
Abstract: This study explored the relationships between a leader’s self‐awareness of his/her leadership behavior and the attitudes and performance of subordinates. Following previous research, leaders were categorized as overestimators, underestimators or in‐agreement. Results indicate that subordinates of underestimators reported significantly higher levels of supervisory and job satisfaction than did subordinates of those who were in‐agreement, and both subordinates of underestimators and those in‐agreement reported significantly higher levels of supervisory and job satisfaction than did subordinates of overestimators. No significant differences were found between the self‐awareness categories and transfer intent. Finally, subordinates of underestimators and those in‐agreement achieved a significantly higher level of productivity than did subordinates of leaders who overestimated their leadership ability.
TL;DR: In this article, three studies were conducted by the author and his colleagues and reveal that employee well-being in call centres is associated with: effective job design; performance monitoring that is not perceived to be intense and which aims to develop employees; supportive management; and, supportive human resource practices.
Abstract: This paper reviews three studies that examine the main causes of employee stress and well‐being in call centres. All three studies were conducted by the author and his colleagues and reveal that employee well‐being in call centres is associated with: effective job design; performance monitoring that is not perceived to be intense and which aims to develop employees; supportive management; and, supportive human resource practices. Furthermore, levels of well‐being in call centres are shown to compare favourably to other forms of work. The studies challenge the image of call centres as “electronic sweatshops” and question the idea that call centre work is inevitably stressful. It is argued that managers have a choice in how to organise call centre work and can take steps to actively design employee stress out of call centre work. Practical recommendations on how to reduce employee stress in call centres are discussed.
TL;DR: In this article, the authors describe the development of a theoretical model for leader evaluation and development, an instrument based on this model, and a strategy for large scale implementation in the Swedish armed forces.
Abstract: The aim was to describe the development of a theoretical model for leader evaluation and development, an instrument based on this model, and a strategy for large scale implementation in the Swedish armed forces. The model rests on an interactional person by situation paradigm. It emphasises “developmental leadership”, which is inspired by transformational and functionalistic leadership approaches. The developmental leadership questionnaire (DLQ) was operationalised from the model and refined through structural equation modelling. The model and the DLQ will be used for three purposes: yearly evaluation of all personnel in the Swedish armed forces; yearly planning dialogues between each employee and his or her nearest supervisor; and a tool for leadership training. The implementation strategy includes an initial course in developmental leadership for all colonels. This is followed by the selection and training of local trainers, who, in turn, initiate the comprehensive programme locally. The system should be fully implemented by 2005.
TL;DR: In this article, the authors present two studies of remote transformational leadership in e-mail, and they find that participants correctly identified the leadership style intended by the e‐mail.
Abstract: We present two studies of remote transformational leadership. In the first, 175 students read a vignette depicting either a laissez‐faire, management by exception, contingent reward, or transformational leadership style communicated by electronic mail (e‐mail). Results showed that students could distinguish between the various leadership styles, and both interpersonal justice and supervision satisfaction were perceived to be higher when a transformational style was presented. In the second study, 105 undergraduates completed individual and group problem solving tasks after reading an e‐mail containing either an intellectually stimulating or charismatic message in a 2×2 design. Participants properly identified the leadership style intended by the e‐mail. Motivation was higher, and both individual and group performance greater, in the leadership conditions.
TL;DR: In this paper, the authors suggest that organizations should first attend to developing learning leaders before implementing any learning organization (LO) efforts, in order to improve the chances of success of LO efforts.
Abstract: While discussions of the learning organization (LO) often center on nuances of its definition and application, little attention has been given to the role that organizational leaders play in fostering goals of becoming an LO. Varied research indicates that leaders may play the single most important role in determining the success or failure of LO efforts, with trust, modeled behaviors, and positive reinforcement critical to gaining worker acceptance and support. This paper recommends that, to improve chances of success, organizations should first attend to developing learning leaders before implementing any LO efforts.
TL;DR: In this article, the authors highlight six important conceptual issues that the research has generated and outline the required research for addressing these issues and provide an outline of how research to address them can be approached.
Abstract: Transformational leadership is one of the most recent conceptualizations of leadership concepts. It has been specified as an important mechanism of introducing organizational change. Transformational leadership has received substantial research attention over the last two decades. As a result, transformational leadership research has created considerable knowledge about the transformational leadership phenomenon. It, however, has also generated several conceptual issues and addressing these issues is necessary for advancing transformational leadership research. Highlights six important conceptual issues that the research has generated. Also outlines the significance of each of these six issues and then provides a critical commentary based on these issues. In pointing out research implications, outlines the required research for addressing these issues and provides an outline of how research for addressing them can be approached. Finally, indicates some of the implications of this paper for practice.
TL;DR: In this article, an action learning-based case study investigating how one virtual team leader coped with a number of issues associated with the completion of a critical organizational task in a virtual environment is presented.
Abstract: This paper presents an action learning‐based case study investigating how one virtual team leader coped with a number of issues associated with the completion of a critical organizational task in a virtual environment. Exploring this one virtual team leader’s experiences and strategies opens a window for both practitioners and researchers. The insights shared by the team leader may lead to practical virtual team leadership strategies as well as avenues to research into virtual team leadership. The paper concludes with a discussion highlighting the important practical lessons learned about virtual team leadership and implications for practitioners and researchers.
TL;DR: In this article, the authors explored the link between organisational learning and performance outcomes, providing an insight into the various interpretations of organisational success associated with learning, and developed an empirically confirmed, theoretical and practical model of the influences of organizational learning on organisational performance and success.
Abstract: This paper addresses the development of organisational learning, which involves various groups of people and different stages. It further explores the link between organisational learning and performance outcomes, providing an insight into the various interpretations of organisational success associated with learning. The study was conducted through in‐depth interviews and data were collected from four Singapore organisations from the private and public sectors. Data were subsequently analysed using qualitative techniques of content analysis, particularly within‐case analysis, cross‐case analysis, matrix displays and pattern matching. Findings addressed most of these issues adequately but revealed that there were several aspects on the linkage between learning and performance that had not been mentioned in the literature. The main contribution of this theory‐building study is the development of an empirically confirmed, theoretical and practical model of the influences of organisational learning on organisational performance and success.
TL;DR: In this paper, a conceptual model for large-scale change is presented, which can act as a mechanism for developing further research agendas in this area, and the key factors in the model are creativity, vision, benchmarking and information technology.
Abstract: The aim of this paper is to conceptualise the metamorphosis when radical or large‐scale change occurs in an organisation. Furthermore, a conceptual model is developed which can act as a mechanism for developing further research agendas in this area. There are many methodologies, tools and techniques for developing change at all levels of magnitude in organisations. An example at the large‐scale level of change is Business Process Reengineering. The literature reveals that the transforming element of these methodologies is ill defined and its “black box” effect adds to the mysticism, which surrounds many of these methods. If this transforming element, which results in large‐scale change, can be conceptualised and outlined in a conceptual model, then a means of conducting further research is provided. Also, further definition should enable more successful large‐scale change interventions to be made in organisations. Outlines a conceptual model based on a critique of the literature. The key factors in the model are creativity, vision, benchmarking and information technology.
TL;DR: In this paper, a survey of 339 employees embroiled in a major organizational change completed a survey that was designed to explore how specific change messages (e.g. appropriateness, valence, and management support) and change facilitation strategies (participation and training) relate to the perceptions of the change benefits and quality of information conveyed.
Abstract: A sample of 339 employees embroiled in a major organizational change completed a survey that was designed to explore how specific change messages (e.g. appropriateness, valence, and management support) and change facilitation strategies (participation and training) relate to the perceptions of the change benefits and quality of information conveyed. Results indicated that appropriateness and extrinsic valence were strong predictors of perceptions of change benefits while supervisor support and extrinsic valence most influenced perceptions of information quality. Results further indicated that participation and training were related to perceptions of information quality. However, contrary to our expectations, participation was inversely related to the benefits of the change. These results are discussed in terms of their implications for practitioners and researchers.
TL;DR: The relationship between moral leadership, transformational, transactional, and laissez-faire leaderships was studied using a sample of 116 managers of a large manufacturing organization in eastern India.
Abstract: The relationships between moral leadership, transformational, transactional, and laissez‐faire leaderships, and certain outcomes were studied using a sample of 116 managers of a large manufacturing organization in eastern India. Results reveal that transformational leadership partially mediates moral leadership’s relationship with follower’s extra effort and satisfaction, and leader’s effectiveness, and it fully mediates moral leadership’s relationship with leader’s power. Based on whether leader’s self‐rating was more than, same as, or less than follower’s rating of leader’s transformational leadership, leader‐follower dyads were classified into three categories – overestimation, agreement, and underestimation. Findings show that moral leadership is lower in overestimation than in agreement, and is lower in agreement than in underestimation. Correlation between moral leadership and power is also the highest in the case of underestimation. Leader’s power, however, does not differ across categories.
TL;DR: In this paper, the authors explore the relationship between law and ethical leadership and conclude that applying principles of transformational leadership will more likely than not lead to less litigation and better ethical outcomes than the more common transactional leadership style.
Abstract: Black’s Law Dictionary defines law as a body of rules of action or conduct that govern behavior of individuals within society. A contemporary definition of ethical leadership is leadership that engages in ethical conduct that is based on right or wrong behavior towards members of society. Therefore, a common nexus between law and ethical leadership is a concern for the well‐being of members of society. The purpose of this article is to explore the relationship between law and ethical leadership. Specifically, through analysis of several legal cases, the author seeks to illustrate how applying principles of transformational leadership: idealized influence, intellectual stimulation, inspirational motivation and individualized consideration, to the ethical dilemmas faced by managers in the respective cases, would have diminished the need for involvement by the courts. Consequently, this article concludes that applying principles of transformational leadership will more likely than not lead to less litigation and better ethical outcomes than the more common transactional leadership style.