Showing papers on "Transactional leadership published in 2017"

Leadership That Gets Results

Abstract: Emotional Intelligence-the ability to manage one and their relationships effectively-consists of four fundamental capabilities self-awareness, self-management, social awareness, and social skill. This chapter provides six styles of leadership. They are coercive leaders, authoritative leaders, affiliative leaders, democratic leaders, pacesetting leaders, and coaching leaders. Coercive leadership has a damaging effect on the rewards system. Most high-performing workers are motivated by more than money–they seek the satisfaction of work well done. The coercive style erodes such pride. Authoritative leadership maximizes commitment to the organization's goals and strategy. By framing the individual tasks within a grand vision, the authoritative leader defines standards that revolve around that vision. Affiliative leaders are masters at building a sense of belonging. They are, for instance, likely to take their direct reports out for a meal or a drink, one-on-one, to see how they're doing. They will bring in a cake to celebrate a group accomplishment.

The Theoretical and Empirical Basis of Teacher Leadership A Review of the Literature

Abstract: In the current review, we examined teacher leadership research completed since York-Barr and Duke published the seminal review on teacher leadership in 2004. The review was undertaken to examine how teacher leadership is defined, how teacher leaders are prepared, their impact, and those factors that facilitate or inhibit teacher leaders’ work. Beyond this, the review considered theories informing teacher leadership, teacher leadership within disciplinary contexts, and the roles of teacher leaders in social justice and equity issues. The most salient findings were (a) teacher leadership, although rarely defined, focused on roles beyond the classroom, supporting the professional learning of peers, influencing policy/decision making, and ultimately targeting student learning; (b) the research is not always theoretically grounded; (c) principals, school structures, and norms are important in empowering or marginalizing teacher leaders; and (d) very little teacher leadership research examines issues of social ...

Authentic leadership development: Getting to the root of positive forms of leadership

Abstract: This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.

Leadership in applied psychology: Three waves of theory and research.

Abstract: Although in the early years of the Journal leadership research was rare and focused primarily on traits differentiating leaders from nonleaders, subsequent to World War II the research area developed in 3 major waves of conceptual, empirical, and methodological advances: (a) behavioral and attitude research; (b) behavioral, social-cognitive, and contingency research; and (c) transformational, social exchange, team, and gender-related research. Our review of this work shows dramatic increases in sophistication from early research focusing on personnel issues associated with World War I to contemporary multilevel models and meta-analyses on teams, shared leadership, leader-member exchange, gender, ethical, abusive, charismatic, and transformational leadership. Yet, many of the themes that characterize contemporary leadership research were also present in earlier research. (PsycINFO Database Record

Leadership and stress: A meta-analytic review

Abstract: Stress has been implicated as an important determinant of leadership functioning. Conversely, the behavior of leaders has long been argued to be a major factor in determining the stress levels of followers. Yet despite the widespread acknowledgement that stress and leadership are linked, there has been no systematic attempt to organize and summarize these literatures. In the present, we meta-analytically review the relationship between three leadership constructs (transformational leadership, leader-member exchange, and abusive supervision) and stress and burnout. Our analyses confirm that leader stress influences leader behavior and that leadership behaviors and leader-follower relationships are significant determinants of stress and burnout in subordinates. We build on these results to suggest new avenues for research in this domain as well as discussing how these results can inform practice with regards to leader development.

Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory

Abstract: A central topic in leadership research concerns the impact of leadership style – the pattern of attitudes that leaders hold and behaviors they exhibit. Since the year 2000, several new leadership styles have been proposed to capture important missing aspects beyond the dominant charismatic/transformational and transactional framework. The authors review the emerging literature on these new styles – ideological leadership, pragmatic leadership, authentic leadership, ethical leadership, spiritual leadership, distributed leadership, and integrative public leadership – as well as the recent work on servant leadership. They also comment on the Ohio State studies on leadership, and then discuss the ways in which these many styles overlap with transformational leadership and each other, and issue a call to leadership researchers to collectively develop a new ‘full-range’ model of leadership that encompasses and distills what is unique about these various styles. The authors argue that such an integrated full-range model is necessary for research on leadership style to progress.

Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes.

Abstract: With roots dating back to Fiedler’s (1978) contingency model, contextual leadership has been one of the most trending topics in leadership research over the last decade. However, although roughly 500 studies have examined the impact of context on leadership and its outcomes, there is neither a systematic approach to nor agreement regarding what constitutes the context for leadership. This is surprising, considering the central role that context plays in leadership: Leadership does not occur in a vacuum, but rather exists in a context where leaders function. This review article uses Johns’s (2006) categorical framework to fully portray the leadership context and systematically reviews the existing theoretical frameworks and empirical findings for the impact of context. When called for, this review also integrates related streams of research (e.g., institutional theory). Finally, the article summarizes the general trends in the study of contextual leadership and suggests future directions, offering ideas to help meaningfully structure the voluminous and diverse body of research on the leadership context.

What works for you may not work for (Gen)Me: Limitations of present leadership theories for the new generation

Abstract: Scholars and practitioners alike have recognized that younger workers, collectively known as Millennials or GenMe, are different from workers in prior generations. Employees of this generation hold different expectations regarding the centrality of work to their lives and bring different personalities and attitudes to the workforce. As the number of Millennials in the workforce grows each year, the divide between them and their older counterparts becomes more salient, posing unique challenges for organizational leaders. In this paper, we explore how these changes may force the need for reconsideration of five of the most frequently used leadership theories in an effort to understand important boundary conditions and how leadership research must evolve to keep pace with a changing workforce.

Women and Leadership: Selection, Development, Leadership Style, and Performance

Abstract: Despite the proliferation of leadership research in the past 75 years, investigating the ways in which women and men leaders enact and experience leadership continues to surface unanswered question...

Collective Leadership and Context in Public Administration: Bridging Public Leadership Research and Leadership Studies

Abstract: This article challenges the view that public leadership research should maintain a separate perspective in the study of public leadership. It discusses the benefits of further embedding the public leadership research domain within leadership studies, constructing a cross-fertilization that contributes to advance both. The article maps key concerns in relational leadership theories, contrasting them with current work in the public leadership research domain and offering suggestions to close the gap. It highlights public leadership scholarship's competitive advantage to contribute to theorizing about leadership, given the importance of context for building contemporary theories of relational leadership.

Spiritual leadership as a model for performance excellence: a study of Baldrige award recipients

Abstract: Issues regarding workplace spirituality and spiritual leadership have received increased attention in the organizational sciences. The implications of workplace spirituality for leadership theory, research, and practice make this a fast growing area of new research and inquiry by scholars. The purpose of this research was to test a dynamic relationship between the revised spiritual leadership model, consisting of inner life, spiritual leadership (comprised of hope/faith, vision, and altruistic love), spiritual well-being (i.e. a sense of calling and membership), and key organizational outcomes in a sample of Baldrige Performance Excellence Program award recipients. With structural equation modeling, results revealed a positive and significant relationship between spiritual leadership and several outcomes considered essential for performance excellence, including organizational commitment, unit productivity, and life satisfaction. These relationships were explained or mediated by spiritual well-bei...

Transformational and transactional leadership and employee’s entrepreneurial behavior in knowledge–intensive industries

Abstract: Leaders play a vital role in encouraging and supporting the initiatives of individual employees to explore new opportunities, to develop new products or to improve work procedures for the benefit of the organization. Entrepreneurial behavior is imperative for innovation, growth, and organizational success. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering entrepreneurial behavior. However, empirical evidence for this relationship is scarce and inconsistent. Addressing this issue, the current study examines the moderating role of psychological empowerment on the relationship among transformational leadership, transactional leadership, and entrepreneurial behavior. Data were gathered from a cross-industry sample of 557 employees and 64 leaders from eight different knowledge-intensive organizations. The results show that transformational leadership is positively related to entrepreneurial behavior, whereas transactional l...

The impact of transformational leadership on employee sustainable performance: The mediating role of organizational citizenship behavior

Abstract: Transformational leadership has drawn extensive attention in management research. In this field, the influence of transformational leadership on employee performance is an important branch. Recent research indicates that organizational citizenship behavior plays a mediating role between transformational leadership and employee performance. However, some of these findings contradict each other. Given the background where greater attention is being paid to transformational leadership in the construction industry, this research aims to find the degree of the influence of transformational leadership on employee sustainable performance, as well as the mediating role of organizational citizenship behavior. A total of 389 questionnaires were collected from contractors and analyzed via structural equation modeling. The findings reveal that employee sustainable performance is positively influenced by transformational leadership. In addition, more than half of that influence is mediated by their organizational citizenship behavior. These findings remind project managers of the need to pay close attention to transformational leadership, to cultivate organizational citizenship behavior, and thereby to eventually improve employee’s sustainable performance.

Transformational leadership and innovative work behavior among nursing staff.

Abstract: The importance of innovation within organizations has been demonstrated on numerous occasions, which has subsequently led to the identification of effective leadership as a potential catalyst. Most of us would acknowledge that effective leadership plays a pivotal role to engender innovativeness among nursing staff. Although research has identified some leadership styles to foster a nurse's innovative work behavior, a comprehensive model explaining the effect of transformational leadership on nurses’ innovative work behavior is still unclear. This research built and tested a theoretical model linking transformational leadership and innovative work behavior via several intervening variables. Data were collected from 587 nurses and 164 doctors (nursing supervisors) through structured questionnaires from public sector hospitals in Pakistan. Results of the study indicated that, as anticipated, transformational leadership positively affected psychological empowerment of nurses, which in turn influenced both intrinsic motivation and knowledge sharing behavior. These latter two variables then had a positive influence on innovative work behavior. Empowerment role identity moderated the link between transformational leadership and psychological empowerment, whereas willingness to rely on leader (reliance-based trust) and willingness to share sensitive information with leader (disclosure-based trust) moderated the connection between knowledge sharing behavior and innovative work behavior. These results imply that transformational leadership through psychological empowerment, knowledge sharing, and intrinsic motivation fosters nurse's innovative work behavior. The results also show that the relationship between transformational leadership and innovative work behavior is stronger among nurses who frequently share their knowledge about best practices and mistakes with co-workers.

Servant Versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry

Abstract: This study compares the effectiveness of servant versus authentic leadership in hospitality firms by examining relationships with group-level trust and individual-level work outcomes (i.e., organizational commitment, work engagement, and work performance), and their influencing mechanisms through trust climate. Using two-wave data from 1,132 employee–supervisor pairs from 80 departments in 16 star-level hotels in China, we find that these two forms of leadership have positive effects on group trust climate and employee work outcomes; however, the magnitudes and paths of their effects are distinct. In comparison with authentic leadership, servant leadership has a more significant effect on creating a trust climate and a more direct effect regarding increasing employees’ positive work attitudes (i.e., organizational commitment and work engagement), ultimately influencing work performance. This study also demonstrates the importance of group trust climate in relationships between group-level leadership and i...

Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms

Abstract: Summary There are competing theoretical rationales and mechanisms used to explain the relation between leadership behaviors (e.g., consideration, initiating structure, contingent rewards, and transformational leadership) and follower performance (e.g., task performance and organizational citizenship behaviors). We conducted two studies to critically examine and clarify the leadership behaviors–follower performance relation by pitting the various theoretical rationales and mechanisms against each other. We first engaged in deductive (Study 1) and then inductive (Study 2) theorizing and relied upon 35 meta-analyses involving 3327 primary-level studies and 930 349 observations as input for meta-analytic structural equation modeling. Results of our dual deductive–inductive approach revealed an unexpected yet surprisingly consistent explanation for why leadership behaviors affect follower performance. Specifically, leader–member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance. This result represents a departure from current conceptualizations and points to a common underlying mechanism that parsimoniously explains how leadership behaviors relate to follower performance. Also, results lead to a shift in terms of recommendations for what leaders should focus on to bring about improved follower performance. Copyright © 2016 John Wiley & Sons, Ltd.

A dual-stage moderated mediation model linking authoritarian leadership to follower outcomes.

Abstract: Although authoritarian leadership is viewed pejoratively in the literature, in general it is not strongly related to important follower outcomes We argue that relationships between authoritarian leadership and individual employee outcomes are mediated by perceived insider status, yet in different ways depending on work unit power distance climate and individual role breadth self-efficacy Results from technology company employees in China largely supported our hypothesized model We observed negative indirect effects of authoritarian leadership on job performance, affective organizational commitment, and intention to stay among employees in units with relatively low endorsement of power distance, whereas the indirect relationships were not significant among employees in relatively high power distance units These conditional indirect effects of authoritarian leadership on performance and intention to stay were significantly stronger among employees with relatively high role breadth self-efficacy We discuss how the model and findings promote understanding of how, and under what circumstances, authoritarian leadership may influence followers' performance and psychological connections to their organizations (PsycINFO Database Record

Contextualizing leadership: a typology of global leadership roles

Abstract: While the global leadership literature has grown rapidly over recent years, the context in which global leadership occurs remains ill-defined and under-conceptualized. This lack of contextualization risks equating global leadership roles that are qualitatively very different and prevents sufficient clarity for empirical sampling. To foster more cohesive theoretical and empirical work, we develop a typology of global leadership roles that considers context as a critical contingency factor. Drawing on role and complexity leadership theories, we propose four ideal–typical global leadership roles (incremental, operational, connective, and integrative global leadership) that differ in their (1) task complexity – characterizing the variety and flux within the task context, and (2) relationship complexity – reflecting the boundaries and interdependencies within the relationship context. We further delineate how these contextual demands relate to specific sets of behaviors and actions that allow global leaders to fulfill the requirements of their corresponding ideal–typical global leadership roles. Our article concludes with a discussion of implications the typology presents for global leadership research and practice, contextualization of the leadership construct more broadly, and the field of international business.

How staff nurses perceive the impact of nurse managers' leadership style in terms of job satisfaction: a mixed method study.

Abstract: Aim To describe staff nurses’ perceptions related to the leadership styles adopted by their nurse managers, identify which leadership style ensured job satisfaction in staff nurses and describe which behaviours nurse managers should change. Background Empirical literature suggests that leadership styles of nurse managers significantly influence staff satisfaction. However, few studies investigate how staff nurses perceive the leadership styles of their nurse managers, and how these impact upon the staff nurses’ job satisfaction. Methods This was a mixed method study, which included the administration of the Multi-factor Leadership Questionnaire and three focus groups. Results Ward nurse managers mostly adopted a transactional leadership style (‘Management by exception active’) aimed at monitoring errors and intervening to correct errors and punish, which had a negative impact on staff nurses’ levels of job satisfaction. In contrast, the transformational leadership style, which is mostly correlated with satisfaction (‘Idealized Influence Attributed’, which staff nurses perceived as ‘respect’, ‘caring for others’, ‘professional development’ and ‘appreciation’), was rarely practiced by nurse managers. Conclusions The transformational leadership skills of Italian nurse managers need to be improved through behaviours based on greater respect, caring for others, professional development and appreciation. The present study could also serve as model to improve the leadership style of nurse managers in other countries. Implications for nursing management The themes of transformational leadership could serve as a guide for nurse managers to help them improve their leadership style, and improve the levels of job satisfaction in staff nurses. Owing to the complexity and the importance of this issue, classroom educational interventions would not be sufficient: it should be dealt as a strategic priority by nursing directors.

Just how multi-level is leadership research? A document co-citation analysis 1980–2013 on leadership constructs and outcomes

Abstract: The use of multi-level theories and methodologies in leadership has gained momentum in recent years. However, the leadership field still suffers from a fragmented and unclear evolution and practice of multi-level approaches. The questions of how and to what extent multi-level research has evolved in both leadership phenomena and leadership outcomes, and which informal research networks drove this evolution, remain vastly unexplored. In this study, the extent of literature published between 1980 and 2013 is analyzed using a document co-citation analysis and invisible colleges' framework. This allows us to map the evolution of the multi-level intellectual structure of the leadership field. Specifically, we identify a number of distinct colleges – their conceptualization of leadership and outcomes – and trace their evolution paths over thirty years. We find a considerable fragmentation of the field, with the usage of multi-level leadership conceptualization mostly embraced by more peripheral clusters. Finally we discuss implications for further research with regard to a set of distinct trajectories for the future evolution of multi-level approaches in the leadership domain.

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Abstract: With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

A meta-analytic review and future research agenda of charismatic leadership

Abstract: Charismatic leadership is a critical construct that draws much attention from both academic and practitioner literatures. Despite the positive attention received by the charisma construct, some have criticized its conceptualization and measurement. These critiques have, in turn, cast doubt on what we know regarding the antecedents and outcomes of charismatic leadership. In this review, we adopt a recently developed definition of charismatic leadership and then conduct a meta-analysis of its antecedents and objective outcomes. Following an examination of 76 independent studies and 36,031 individuals, results indicate that the Big Five traits and cognitive ability vary in their association with charismatic leadership. Other findings show that dimensions of charismatic leadership predict outcomes of interest, such as supervisor-rated task performance, supervisor-rated citizenship behaviors, and group or organization performance. Several shortcomings are identified, however, in testing theoretical and methodological moderating variables. The present research ultimately provides a roadmap for new frontiers in theoretical, measurement and empirical work on charismatic leadership.

A social identity approach to leadership development: The 5R program.

Abstract: . Social identity research shows that leadership is a process of group identity development but has not examined how leaders can manage group identities in the workplace. The 5R leadership development program addresses this issue. This takes leaders through a five-stage process of (1) Readying: explaining the importance of social identity processes for leadership; (2) Reflecting: identifying important workplace social identities; (3) Representing: clarifying goals and aspirations associated with different subgroup identities; (4) Realizing: identifying superordinate goals and developing strategies to achieve both them and subgroup goals; and (5) Reporting: assessing progress toward goals. Results of a longitudinal study indicate that 5R is a useful framework for leadership development that translates insights from social identity theorizing into structured intervention.

The Role of Servant Leadership in Developing an Ethical Climate in Sport Organizations

Abstract: Evaluation of leadership as a necessary component to reform sport could be critical to fostering a more ethical climate and reducing the frequency and severity of ethical improprieties within this context. However, limited research has examined the relationship between leadership and ethical climate. Servant leadership, due to its ethical component and people-centered focus, is a leadership approach that may best support development of an ethical climate. The purpose of this study was to explore the influence of servant leadership on perceptions of an ethical climate in intercollegiate athletic departments, with an examination of how trust and perceptions of organizational justice indirectly influence the relationship between servant leadership and perceptions of an ethical climate. Findings indicated that servant leadership was directly related to trust in leadership and perceptions of an ethical climate. Further, both trust in the leader and procedural justice indirectly influenced the relationship betw...