WorldWideScience

Sample records for change leadership behaviors

  1. Leaders and Change: Leadership Behaviors and Influence on Subordinates' Reaction to Organizational Change

    Science.gov (United States)

    Valencic-Miller, Olivia V.

    2017-01-01

    Within the educational arena today, leaders face many problems ranging from shifts in governmental mandates and regulations, to increased expectations for teachers and administrators in order to improve academic outcomes. Combining facets of leadership behaviors with organizational changes, the educational arena has become more complex compared to…

  2. The Diffusion of Global Models of Appropriate Leadership Behavior: Explaining Changing Leadership Priorities of High Ranking Public Managers

    DEFF Research Database (Denmark)

    Hansen, Morten Balle

    , which emphasizes the importance of diffusion and translation of global models of legitimate behavior. The hypothesis is that certain globally legitimated notions of good leadership gradually became more widespread among municipal senior managers from the start of the 1990s to the end of the 2000s....... The empirical analyses are based on multivariate regression analyses of survey data generated among Danish municipal senior managers in 1992, 2006 and 2008. The study clearly indicates that a change has taken place in leadership orientation among Danish municipal senior managers towards globally legitimated...... models of good leadership. Municipal senior managers orient themselves more towards leadership priorities that are recommended in the international literature on leadership. They have generally become more oriented towards production, development of relations, innovation and attention to the external...

  3. The Crucible simulation: Behavioral simulation improves clinical leadership skills and understanding of complex health policy change.

    Science.gov (United States)

    Cohen, Daniel; Vlaev, Ivo; McMahon, Laurie; Harvey, Sarah; Mitchell, Andy; Borovoi, Leah; Darzi, Ara

    2017-05-11

    The Health and Social Care Act 2012 represents the most complex National Health Service reforms in history. High-quality clinical leadership is important for successful implementation of health service reform. However, little is known about the effectiveness of current leadership training. This study describes the use of a behavioral simulation to improve the knowledge and leadership of a cohort of medical doctors expected to take leadership roles in the National Health Service. A day-long behavioral simulation (The Crucible) was developed and run based on a fictitious but realistic health economy. Participants completed pre- and postsimulation questionnaires generating qualitative and quantitative data. Leadership skills, knowledge, and behavior change processes described by the "theory of planned behavior" were self-assessed pre- and postsimulation. Sixty-nine medical doctors attended. Participants deemed the simulation immersive and relevant. Significant improvements were shown in perceived knowledge, capability, attitudes, subjective norms, intentions, and leadership competency following the program. Nearly one third of participants reported that they had implemented knowledge and skills from the simulation into practice within 4 weeks. This study systematically demonstrates the effectiveness of behavioral simulation for clinical management training and understanding of health policy reform. Potential future uses and strategies for analysis are discussed. High-quality care requires understanding of health systems and strong leadership. Policymakers should consider the use of behavioral simulation to improve understanding of health service reform and development of leadership skills in clinicians, who readily adopt skills from simulation into everyday practice.

  4. Leadership behaviors for successful university--community collaborations to change curricula.

    Science.gov (United States)

    Bland, C J; Starnaman, S; Hembroff, L; Perlstadt, H; Henry, R; Richards, R

    1999-11-01

    What constitutes effective leadership in a collaborative effort to achieve enduring curricular and student career changes? This question was investigated as part of a larger evaluation of the W. K. Kellogg Foundation's Community Partnership Health Professions Education, a five-year initiative involving projects at seven sites. The goal was to produce more primary care health providers by making enduring curricular change. Data were collected from participants with respect to predictors of project success and leaders' use of 16 behaviors via telephone interviews, mailed surveys, and focus groups. Focus groups also gathered project leaders' views of skills and knowledge necessary for effective leadership. Leadership strategies associated with positive outcomes were: consistent leader; use of multiple cognitive frames, especially a human resource frame; use of a broad range of leadership behaviors, particularly participative governance and cultural influence; and a majority of community representatives on the partnership board. The primary leader, compared with a leadership team, is most influential in achieving positive outcomes. Effective leaders use a broad array of behaviors, but particularly emphasize the use of participative governance and culture/value-influencing behaviors. In addition, the more frequent use of these behaviors compared with the use of organizational power behaviors is important. It is helpful to perceive the project from a human-relations frame and at least one other frame. Using a leadership team can be helpful, especially in building coalitions, but the importance of the primary leader's behaviors to project outcomes is striking.

  5. Leadership behavior changes following a theory-based leadership development intervention: A longitudinal study of subordinates' and leaders' evaluations.

    Science.gov (United States)

    Larsson, Gerry; Sandahl, Christer; Söderhjelm, Teresa; Sjövold, Endre; Zander, Ann

    2017-02-01

    The aim was to evaluate effects of leadership courses based on the developmental leadership model at the leadership behavioral level. A longitudinal design was employed with assessments before, one and six months after the leadership courses. The sample consisted of 59 leaders who made self-ratings and were rated by at least three subordinates on each occasion. Leadership behaviors were measured with the Developmental Leadership Questionnaire (DLQ). A limited increase of favorable leadership behaviors and a significant reduction of unfavorable leadership behaviors were found, particularly according to the subordinates' ratings. A cluster analysis yielded three meaningful leader profiles and showed that this pattern was found in all three profiles, irrespective of how favorably they were rated before the onset of the intervention. © 2016 Scandinavian Psychological Associations and John Wiley & Sons Ltd.

  6. Nascent Leadership Behaviors

    Science.gov (United States)

    Payette, Dennis L.; Libertella, Anthony F.

    2011-01-01

    This paper is a compendium of leadership behaviors that emerging or aspirant leaders could choose to enhance their management and leadership skills. These behaviors were drawn directly from the experience of the authors, both of whom have held senior leadership and management positions in business, law, and higher education. This paper is an…

  7. The Influence of Leadership Behavior and Organizational Commitment on Organizational Readiness for Change in a Higher Learning Institution

    Science.gov (United States)

    Nordin, Norshidah

    2012-01-01

    Many factors contribute to the effectiveness in implementing organizational change. However, many change effort fail due to several factors such as lack of commitment, style of leadership, and emotional distress of the employees who have to implement the change. This study was intended to determine the influence of leadership behavior and…

  8. A Content Analysis of Undergraduate Students' Perceived Reasons for Changes in Personal Leadership Behaviors

    Science.gov (United States)

    Burbank, Michael; Odom, Summer F.; Sandlin, M'Randa R.

    2015-01-01

    Leadership educators seek to understand how they can better develop leadership among their students through formal and informal course experiences. The purpose of this study was to understand how undergraduate students perceive reasons for changes in their leadership practices, after completing a personal leadership education course. The course…

  9. Behavioral approach to leadership

    NARCIS (Netherlands)

    Piccolo, R.F.; Buengeler, C.; Griffin, R.W.

    2013-01-01

    After several decades of leadership research that attempted to identify the specific and unique traits characteristic of those in supervisory positions, academic research shifted to pursue the patterns of behavior exhibited by those who were influential in and around positions of formal leadership.

  10. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform.

    Science.gov (United States)

    Aarons, Gregory A; Sommerfeld, David H; Willging, Cathleen E

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizational climate, turnover intentions, turnover, and reform-related financial stress ("low" versus "high") experienced by the agencies. Analyses revealed that positive leadership was related to a stronger empowering climate in both high and low stress agencies. However, the association between more positive leadership and lower demoralizing climate was evident only in high stress agencies. For both types of agencies empowering climate was negatively associated with turnover intentions, and demoralizing climate was associated with stronger turnover intentions. Turnover intentions were positively associated with voluntary turnover. Results suggest that strong leadership is particularly important in times of system and organizational change and may reduce poor climate associated with turnover intentions and turnover. Leadership and organizational context should be addressed to retain staff during these periods of systemic change.

  11. Leadership behaviors of frontline staff nurses.

    Science.gov (United States)

    Fardellone, Christine; Musil, Carol M; Smith, Elaine; Click, Elizabeth R

    2014-11-01

    A recommendation in the Institute of Medicine's report, The Future of Nursing: Leading Change, Advancing Health, challenges the nursing profession to enhance nursing's leadership role in health care redesign. This descriptive, correlational, cross-sectional study examined the self-perceived leadership behaviors of RNs enrolled in a clinical ladder career pathway. A self-report survey was conducted using the Leadership Practice Inventory and a demographic questionnaire. Significant associations between continuous and categorical demographic factors and ladder levels were reported. Nurses with more experience showed fewer leadership behaviors. Leadership development is necessary for nurses in all areas of practice. The findings from this study provide evidence of the strengths and weaknesses in leadership behaviors of staff clinical RNs who often make frontline decisions for patients. Copyright 2014, SLACK Incorporated.

  12. Training tomorrow's global health leaders: applying a transtheoretical model to identify behavior change stages within an intervention for health leadership development.

    Science.gov (United States)

    Daniels, Joseph; Farquhar, Carey; Nathanson, Neal; Mashalla, Yohana; Petracca, Frances; Desmond, Michelle; Green, Wendy; Davies, Luke; O'Malley, Gabrielle

    2014-12-01

    Training health professionals in leadership and management skills is a key component of health systems strengthening in low-resource settings. The importance of evaluating the effectiveness of these programs has received increased attention over the past several years, although such evaluations continue to pose significant challenges. This article presents evaluation data from the pilot year of the Afya Bora Fellowship, an African-based training program to increase the leadership capacity of health professionals. Firstly, we describe the goals of the Afya Bora Fellowship. Then, we present an adaptation of the transtheoretical model for behavior change called the Health Leadership Development Model, as an analytical lens to identify and describe evidence of individual leadership behavior change among training participants during and shortly after the pilot year of the program. The Health Leadership Development Model includes the following: pre-contemplation (status quo), contemplation (testing and internalizing leadership), preparation - (moving toward leadership), action (leadership in action), and maintenance (effecting organizational change). We used data from surveys, in-depth interviews, journal entries and course evaluations as data points to populate the Health Leadership Development Model. In the short term, fellows demonstrated increased leadership development during and shortly after the intervention and reflected the contemplation, preparation and action stages of the Health Leadership Development Model. However, expanded interventions and/or additional time may be needed to support behavior change toward the maintenance stages. We conclude that the Health Leadership Development Model is useful for informing health leadership training design and evaluation to contribute to sustainable health organizational change. © The Author(s) 2014.

  13. Leadership Is Positively Related to Athletic Training Students' Clinical Behaviors

    Science.gov (United States)

    Kutz, Matthew R.

    2012-01-01

    Context: Leadership development by health professionals positively affects patient outcomes. Objective: To 1) determine if there is any relationship between demonstrated leadership behaviors and clinical behaviors among entry-level AT students (ATS); 2) to explore if the level of leadership behavior changes between ATS level; and 3) to determine…

  14. Unintended benefits: leadership skills and behavioral change among Guatemalan fieldworkers employed in a longitudinal household air pollution study.

    Science.gov (United States)

    Kuo, Devina; Thompson, Lisa M; Lee, Amy; Romero, Carolina; Smith, Kirk R

    2010-01-01

    The RESPIRE and CRECER studies measured the effects of reduced household air pollution (HAP) from wood-fired cookstoves on respiratory health in rural highland Guatemala. This article examines behavior change and leadership skill development in local community members who were hired as fieldworkers to assist with research. Fieldworkers administered household questionnaires, shared functions similar to community health workers, and bridged health resources to communities. A mixed-methods design for data collection (in-depth interviews, focus groups, impact drawings, knowledge questionnaire, and retrospective pre-test) was used. Purposive sampling included 10 fieldworkers and 13 local service providers. Fieldworkers showed an increase in knowledge, positive attitudes, and practices around HAP. They developed new technical, interpersonal, and leadership skills. Fieldworkers played a crucial role in building confianza (trust) with the community, bridging resources, and improving outside researchers' relationships with locals. Recommendations for future researchers include inclusion of additional training courses and adoption of community participatory approaches.

  15. UNINTENDED BENEFITS: LEADERSHIP SKILLS AND BEHAVIORAL CHANGE AMONG GUATEMALAN FIELDWORKERS EMPLOYED IN A LONGITUDINAL HOUSEHOLD AIR POLLUTION STUDY*

    Science.gov (United States)

    KUO, DEVINA; THOMPSON, LISA M.; LEE, AMY; ROMERO, CAROLINA; SMITH, KIRK R.

    2015-01-01

    The RESPIRE and CRECER studies measured the effects of reduced household air pollution (HAP) from wood-fired cookstoves on respiratory health in rural highland Guatemala. This article examines behavior change and leadership skill development in local community members who were hired as fieldworkers to assist with research. Fieldworkers administered household questionnaires, shared functions similar to community health workers, and bridged health resources to communities. A mixed-methods design for data collection (in-depth interviews, focus groups, impact drawings, knowledge questionnaire, and retrospective pre-test) was used. Purposive sampling included 10 fieldworkers and 13 local service providers. Fieldworkers showed an increase in knowledge, positive attitudes, and practices around HAP. They developed new technical, interpersonal, and leadership skills. Fieldworkers played a crucial role in building confianza (trust) with the community, bridging resources, and improving outside researchers’ relationships with locals. Recommendations for future researchers include inclusion of additional training courses and adoption of community participatory approaches. PMID:22192940

  16. Changing Napoleonic Leadership In The Department Of Homeland Security: The Identification Of Toxic Leadership Behaviors And How To Facilitate Change To Those Behaviors

    Science.gov (United States)

    2016-02-06

    when the subject of emotional intelligence is brought up, some leaders take a “ machismo ” attitude towards it, in an attempt to discount, ignore, or...Eisenhower School for national Security and Resource StrategyNational Defense University, 2013, 101. 5 Ibid, 101. 6 “ Machismo | an Attitude, Quality, or...webster.com/dictionary/ machismo . 7 McFarland, Walter, and Susan Goldsworthy. Choosing Change: How Leaders and Organizations Drive Results One Person at a

  17. Health leadership education programs, best practices, and impact on learners' knowledge, skills, attitudes, and behaviors and system change: a literature review

    Directory of Open Access Journals (Sweden)

    Careau E

    2014-05-01

    Full Text Available Emmanuelle Careau,1 Gjin Biba,1 Rosemary Brander,2 Janice P Van Dijk,2 Sarita Verma,3 Margo Paterson,2 Maria Tassone31Center for Interdisciplinary Research in Rehabilitation and Social Integration, Université Laval, Québec, QC, 2Office of Interprofessional Education and Practice, Queen's University, Kingston, ON, 3Centre for Interprofessional Education, University of Toronto, Toronto, ON, CanadaBackground: A review of the literature was undertaken by the Canadian Interprofessional Health Leadership Collaborative to investigate the content and competencies of health education programs that teach collaborative leadership and to inform the development of an international collaborative leadership curriculum.Methods: A PubMed and Google Scholar search identified the frequency of key leadership education program terms and was adjusted for six major databases. From the 2,119 references, 250 were selected in a double-blinded manner. A descriptive statistical analysis was performed to determine the patterns, types, learners, models, and competencies addressed. Cross-tabulation and analysis of correlation identified best practices and impacts on learners' knowledge, skills, attitudes/behaviors, and on health system change.Results: Four types of leadership models were formally identified, ie, traditional leadership, transformational leadership, clinical leadership, and collaborative leadership. The most identified competencies were interprofessional communication, knowledge on how to work in teams and across disciplines, and financial knowledge. The least addressed topics were social accountability and community engagement. Only 6.8% of the articles reviewed assessed the effectiveness of their program based on patient-centered outcomes and 3.6% on system change.Conclusion: This literature review focused on 250 health leadership education programs reported in peer-reviewed journals to address important questions about the competencies, best practices

  18. The Soft Underbelly of System Change: The Role of Leadership and Organizational Climate in Turnover during Statewide Behavioral Health Reform

    OpenAIRE

    Aarons, Gregory A.; Sommerfeld, David H.; Willging, Cathleen E.

    2011-01-01

    This study examined leadership, organizational climate, staff turnover intentions, and voluntary turnover during a large-scale statewide behavioral health system reform. The initial data collection occurred nine months after initiation of the reform with a follow-up round of data collected 18 months later. A self-administered structured assessment was completed by 190 participants (administrators, support staff, providers) employed by 14 agencies. Key variables included leadership, organizati...

  19. Leadership, Culture and Organizational Change

    Directory of Open Access Journals (Sweden)

    Vladimir-Codrin Ionescu

    2014-12-01

    Full Text Available An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coordinates of leadership, the complementarity “new – tradition” in organizational culture, the stages of the change management process and the role of managers and leaders in the preparation and implementation of change projects. Leadership is essential in building and developing an appropriate cultural model, which, in its turn, is an important vector of organizational change processes in modern companies.

  20. Leadership Behaviors In Project Design Offices

    OpenAIRE

    Kasapoğlu, Esin

    2011-01-01

    Leadership may be defined as the ability to collect a group of people around definite objectives and the achievement of said objectives. An architectural design team needs a leader, and in this paper, the owner of the office is the formal leader. Leadership behaviors of employer architects are directly related to the performance of the design team; therefore, effective leadership is key to a successful design process. Data were collected through a questionnaire on leadership behaviors that wa...

  1. Transformational leadership behaviors in allied health professions.

    Science.gov (United States)

    Wylie, David A; Gallagher, Helen L

    2009-01-01

    The aim of this study was to explore self-reported transformational leadership behavior profiles within the six largest allied health profession groups in the National Health Service in Scotland and to determine whether factors such as seniority of grade, locus of employment, and/or leadership training have a positive influence on transformational leadership behaviors. A postal survey comprising the shorter version of the Multifactorial Leadership Questionnaire (MLQ) and contextual demographic information was completed by 753 allied health professionals from four Health Board areas across Scotland who were randomly selected through a modified cluster sampling technique. The MLQ contains 36 items that measure nine identified leadership factors; however, only the responses to the five transformational leadership factors are reported here. The study identified significant differences in transformational leadership behaviors between individual allied health professions. Radiographers and podiatrists scored consistently lower than the other professional groups across the range of transformational behaviors. Seniority of grade significantly influenced the scores, with higher-graded staff reporting greater leadership behaviors (p leadership training also positively influenced transformational behaviors (p transformational leadership behaviors between individual allied health professions, indicating that some professional groups are inherently advantaged in embracing the modernization agenda. This highlights an as-yet missed opportunity for effectively targeting and evaluating multidisciplinary leadership training programs across the allied health professions.

  2. Quality leadership skills Standards of Leadership Behavior

    CERN Document Server

    Leatherman, Richard W

    2008-01-01

    Would you like to really know how to empower employees to take greater charge over their careers? To teach employees how to take more responsibility for their performance appraisals? To delegate work to employees? You'll get clear direction in Quality Leadership - a practical manual that addresses today's need for quality performance and gives techniques for handling a wide array of employee problems. This how-to-do-it resource for new and future leaders explains basic leadership tasks in a simple, step-by-step manner. It is full of practical advice - not theories - and outlines clear standard

  3. Leadership Shifts in Changing Field

    Science.gov (United States)

    Zubrzycki, Jaclyn

    2013-01-01

    As groups representing local and state education players struggle to remain relevant in a policy conversation often dominated by foundations, think tanks, new advocacy groups, and political and business figures, a shift in leadership has been under way at major associations. Most of the changes have come as part of the natural churn; former…

  4. Contextualization and standardization of the supportive leadership behavior questionnaire based on socio- cognitive theory in Iran

    OpenAIRE

    Shirazi, Mandana; Emami, Amir Hosein; Mirmoosavi, ,Seyed Jamal; Alavinia, Seyed Mohammad; Zamanian, Hadi; Fathollahbeigi, Faezeh; Masiello, Italo

    2014-01-01

    Background: Effective leadership is of prime importance in any organization and it goes through changes based on accepted health promotion and behavior change theory. Although there are many leadership styles, transformational leadership, which emphasizes supportive leadership behaviors, seems to be an appropriate style in many settings particularly in the health care and educational sectors which are pressured by high turnover and safety demands. Iran has been moving rapidly forward and its ...

  5. Nurse practitioners: leadership behaviors and organizational climate.

    Science.gov (United States)

    Jones, L C; Guberski, T D; Soeken, K L

    1990-01-01

    The purpose of this article is to examine the relationships of individual nurse practitioners' perceptions of the leadership climate in their organizations and self-reported formal and informal leadership behaviors. The nine climate dimensions (Structure, Responsibility, Reward, Perceived Support of Risk Taking, Warmth, Support, Standard Setting, Conflict, and Identity) identified by Litwin and Stringer in 1968 were used to predict five leadership dimensions (Meeting Organizational Needs, Managing Resources, Leadership Competence, Task Accomplishment, and Communications). Demographic variables of age, educational level, and percent of time spent performing administrative functions were forced as a first step in each multiple regression analysis and used to explain a significant amount of variance in all but one analysis. All leadership dimensions were predicted by at least one organizational climate dimension: (1) Meeting Organizational Needs by Risk and Reward; (2) Managing Resources by Risk and Structure; (3) Leadership Competence by Risk and Standards; (4) Task Accomplishment by Structure, Risk, and Standards; and (5) Communication by Rewards.

  6. Behavior change

    Science.gov (United States)

    This brief entry presents the mediating-moderating variable model as a conceptual framework for understanding behavior change in regard to physical activity/exercise and adiposity. The ideas are applied to real world situations....

  7. Changing the Way We Assess Leadership

    Science.gov (United States)

    1997-01-01

    article is twofold. The first is to present a theory of leader- ship for the circumstances described above. The second is to provide manag - ers with a...between management and leadership . While both management and leadership are necessary, the change and complexity associated with the future demands that...the leadership role takes precedence over the management role. This concept of managerial leadership in an environment full of surprising, novel, messy

  8. Diversity and leadership in a changing world.

    Science.gov (United States)

    Eagly, Alice H; Chin, Jean Lau

    2010-04-01

    Scholars of leadership have infrequently addressed the diversity of leaders and followers in terms of culture, gender, race and ethnicity, or sexual orientation. This omission has weakened the ability of research and theory to address some of the most provocative aspects of contemporary leadership, including (a) the limited access of individuals from diverse identity groups to leadership roles; (b) the shaping of leaders' behavior by their dual identities as leaders and members of gender, racial, ethnic, or other identity groups; and (c) the potential of individuals from groups formerly excluded from leadership roles to provide excellent leadership because of their differences from traditional leaders. In addressing such issues, we argue that the joining of the two bodies of theory and research--one pertaining to leadership and the other to diversity--enriches both domains of knowledge and provides guidelines for optimizing leadership in contemporary organizations and nations. (PsycINFO Database Record (c) 2010 APA, all rights reserved).

  9. The effects of transformational and change leadership on employees' commitment to a change: a multilevel study.

    Science.gov (United States)

    Herold, David M; Fedor, Donald B; Caldwell, Steven; Liu, Yi

    2008-03-01

    The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. In this study, the authors investigate the relationship between transformational and change leadership and followers' commitment to a particular change initiative as a function of the personal impact of the changes. Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment. Copyright 2008 APA

  10. Worklife Improvement and Leadership Development study: a learning experience in leadership development and "planned" organizational change.

    Science.gov (United States)

    Cummings, Greta G; Spiers, Judith A; Sharlow, Janice; Germann, Paula; Yurtseven, Ozden; Bhatti, Aslam

    2013-01-01

    In response to increasing recognition of the importance of quality health care work environments, the Alberta Cancer Board initiated a province-wide leadership development program to plan for organizational change through a series of stages. In 2004, the Leadership Development Initiative (LDI) was implemented to facilitate organizational learning using a cohort-based leadership intervention based on a communities of practice framework. The aim of the Worklife Improvement and Leadership Development study was to examine both the outcomes and experiences of participants of the LDI program to better understand leadership development, implementation, and its impact on worklife quality among 5 cohorts of health care managers and staff at the Alberta Cancer Board. This study used both structured survey and interview methods, using a pretest-intervention-posttest quasi-experiment without a control group design, to assess the effects of LDI on worklife of leaders and staff. Surveys included the Leadership Practices Inventory and Areas of Worklife Scale, which looked at meaningfulness of work and organizational engagement. Interviews and focus group data provided a more detailed description of the experience of leadership development and perceptions of organizational worklife. The study revealed layers of information about the complexity of individual and collective leadership in a cohort-based design, perceptions of leadership initiatives, organizational worklife, and planned organizational change. Our findings suggest that early changes in how leaders reflected on their own skills and practices (Leading Self) were positive; however, growing disengagement as the LDI continued was evident in the focus group data, particularly when change in behavior of others was not perceived to be evident. To support the effectiveness and success of a leadership initiative, managers and administrators need to implement strategies designed to help leaders grow and cope with ongoing flux of

  11. Surgeons' Leadership Styles and Team Behavior in the Operating Room.

    Science.gov (United States)

    Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C

    2016-01-01

    The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards and transformational (team-oriented) leaders inspire performance beyond expectations. We videorecorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (Multifactor Leadership Questionnaire) was correlated with surgeon behavior (Surgical Leadership Inventory) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. All surgeons scored similarly on transactional leadership (range 2.38 to 2.69), but varied more widely on transformational leadership (range 1.98 to 3.60). Each 1-point increase in transformational score corresponded to 3 times more information-sharing behaviors (p leadership and its impact on team performance in the operating room. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development, therefore, has the potential to improve the efficiency and safety of operative care. Copyright © 2016 American College of Surgeons. Published by Elsevier Inc. All rights reserved.

  12. Do Leadership Changes Improve Electoral Performance?

    NARCIS (Netherlands)

    Helboe Pedersen, H.; Schumacher, G.; Cross, W.; Pilet, J.-B.

    2015-01-01

    Does changing the leader improve a party’s electoral performance? And does it matter who for electoral performance who selects the leader? We hypothesize that in parties with inclusive selectorates leadership change is beneficial because the competition for the leadership is more open, receives more

  13. Facilitative Social Change Leadership Theory: 10 Recommendations toward Effective Leadership

    Science.gov (United States)

    Watt, Willis M.

    2009-01-01

    In the fast pace of the 21st century there is a demand for effective leaders capable of handling the internal and external changes occurring in our organizations. This paper seeks to inform the reader because change is natural; it is constant; it is inevitable. But, what constitutes effective leadership is the question. The main purpose of this…

  14. Leadership, change management and social sourcing

    NARCIS (Netherlands)

    Willems, Frank

    2013-01-01

    • Basic principles of Change Management • Group practice • TheoryU and Social Networking theory as framework for Leadership • Theory about Lean thinking as a method for improving Leadership skills and strategy deployment • Group practice in collegial peer coaching • Summary and mission setting for

  15. Lean leadership and change management skills

    NARCIS (Netherlands)

    Frank Willems

    2013-01-01

    Gastcollege Masteropleiding MIM Tilburg University/TiasNimbas Business School op 17 & 18 mei 2013. • Basic principles of Change Management • Group practice • TheoryU and Social Networking theory as framework for Leadership • Theory about Lean thinking as a method for improving Leadership skills and

  16. Change Leadership in Universities: The Confucian Dimension

    Science.gov (United States)

    Tjeldvoll, Arild

    2011-01-01

    The intensified competition of the global, market-based knowledge economy requires change leadership in universities and colleges throughout the world. National policy makers increasingly see knowledge as a core resource of modern economies and a prerequisite for global competitiveness. By implication, the quality of university leadership becomes…

  17. The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors

    Science.gov (United States)

    Dóci, Edina; Stouten, Jeroen; Hofmans, Joeri

    2015-01-01

    In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders’ active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders’ stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders’ momentary appraisals of themselves, others, and the world (specific evaluations). By introducing interactions between the situation the leader enters, the leader’s beliefs, appraisals, and behavior, we propose a comprehensive system of cognitive mechanisms that underlie active and passive leadership behavior. PMID:26441721

  18. Surgeons' Leadership Styles and Team Behavior in the Operating Room

    Science.gov (United States)

    Hu, Yue-Yung; Parker, Sarah Henrickson; Lipsitz, Stuart R; Arriaga, Alexander F; Peyre, Sarah E; Corso, Katherine A; Roth, Emilie M; Yule, Steven J; Greenberg, Caprice C

    2016-01-01

    Background The importance of leadership is recognized in surgery, but the specific impact of leadership style on team behavior is not well understood. In other industries, leadership is a well-characterized construct. One dominant theory proposes that transactional (task-focused) leaders achieve minimum standards, whereas transformational (team-oriented) leaders inspire performance beyond expectations. Study Design We video-recorded 5 surgeons performing complex operations. Each surgeon was scored on the Multifactor Leadership Questionnaire, a validated method for scoring transformational and transactional leadership style, by an organizational psychologist and a surgeon-researcher. Independent coders assessed surgeons' leadership behaviors according to the Surgical Leadership Inventory and team behaviors (information-sharing, cooperative, and voice behaviors). All coders were blinded. Leadership style (MLQ) was correlated with surgeon behavior (SLI) and team behavior using Poisson regression, controlling for time and the total number of behaviors, respectively. Results All surgeons scored similarly on transactional leadership (2.38-2.69), but varied more widely on transformational leadership (1.98-3.60). Each 1-point increase in transformational score corresponded to 3× more information-sharing behaviors (psupportive behaviors (pleadership and its impact on team performance in the OR. As in other fields, our data suggest that transformational leadership is associated with improved team behavior. Surgeon leadership development therefore has the potential to improve the efficiency and safety of operative care. PMID:26481409

  19. Examining Leadership Style Influence on Engagement in a National Change Process: Implications for Leadership Education

    Science.gov (United States)

    Lamm, Alexa J.; Lamm, Kevan W.; Rodriguez, Mary T.; Owens, Courtney T.

    2016-01-01

    Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the…

  20. Transformational leadership style and its relationship with change management

    Directory of Open Access Journals (Sweden)

    Aymn Sulieman Alqatawenah

    2018-03-01

    Full Text Available Transformational leadership is considered one of the main leadership styles that influence organizational and individual outcomes to achieve competitive advantage. This study aims to identify the relationship between some dimensions of transformational leadership namely: Idealized Influence, Inspirational motivation, Intellectual stimulation and empowerment, and change management in Jordanian Insurance companies. A questionnaire was developed to investigate the dimensions of the study and was applied to a sample that consisted of 500 respondents. SPSS package was utilized to analyze the quantitative data. The study has concluded that the dimensions of the transformational leadership (Idealized Influence, Inspirational motivation, Intellectual stimulation and Empowerment and change management are available in Jordanian Insurance companies. The study contributes by recommending organizations to conduct and organize training courses to enhance the capability of the workers by promoting empowerment’s behaviors, also taking into account the individual differences between the employees, particularly in assigning work and tasks.

  1. A Video Analysis of Intra- and Interprofessional Leadership Behaviors Within "The Burns Suite": Identifying Key Leadership Models.

    Science.gov (United States)

    Sadideen, Hazim; Weldon, Sharon-Marie; Saadeddin, Munir; Loon, Mark; Kneebone, Roger

    2016-01-01

    frequency the senior surgeon engaged in more leadership behaviors compared with the entire team, statistically there was no significant difference between all 4 members within the 8 leadership categories. This analysis highlights that "distributed leadership" was predominant, whereby leadership was "distributed" or "shared" among team members. The leadership behaviors within TBS also seemed to fall in line with the "direction, alignment, and commitment" ontology. Effective leadership is essential for successful functioning of work teams and accomplishment of task goals. As the resuscitation of a patient with major burns is a dynamic event, team leaders require flexibility in their leadership behaviors to effectively adapt to changing situations. Understanding leadership behaviors of different team members within an authentic simulation can identify important behaviors required to optimize nontechnical skills in a major resuscitation. Furthermore, attempting to map these behaviors on to leadership models can help further our understanding of leadership theory. Collectively this can aid the development of refined simulation scenarios for team members, and can be extrapolated into other areas of simulation-based team training and interprofessional education. Copyright © 2015 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.

  2. The Role of Leadership in Fostering Employee Safety Behaviors

    International Nuclear Information System (INIS)

    Mattson, M.; Von Thiele Schwarz, U.; Hasson, H.; Hellgren, J.; Tafvelin, S.

    2016-01-01

    During the last decades significant improvements have been achieved when it comes to raising the level of safety in high-risk organizations. However, many organizations are still suffering from safety related problems such as lacking employee safety behaviors and high injury rates. Research has indicated that leadership can have a vital role in promoting safety. Most of the studies investigating the relationships between leadership styles and organizational safety have tended to focus on the role of a single leadership style, such as transformational leadership or transactional leadership. A few studies have also examined the association between safety-specific leadership, that is, a leadership style that specifically emphasises the promotion and enhancement of safety, and workplace safety outcomes. Still, no study up to date has investigated the relative importance of these three leadership styles. In addition, previous research on leadership and safety have provided ambiguous or only weak support for leadership styles being related to accident and injury frequencies. Based on this background, the first aim of the present study was to investigate the relative importance of three different leadership styles for employee safety behaviors and injury rates in a high-risk organization. The three investigated leadership styles were transformational leadership, transactional leadership, and safety-specific leadership. The second aim of the study was to examine whether a relationship between leadership style and injury frequency could be found when the occurrence of minor injuries was measured in addition to that of major injuries.

  3. Developing high-level change and innovation agents: competencies and challenges for executive leadership.

    Science.gov (United States)

    Malloch, Kathy; Melnyk, Bernadette Mazurek

    2013-01-01

    The work of health care reform and revolution requires leadership competencies that integrate the digital realities of time, space, and media. Leadership skills and behaviors of command, control, and directing from predigital times are no longer effective, given the impacts of the digital changes. Developing leadership competence in evidence-driven processes, facilitation, collaborative teamwork, and instilling a sense of urgency is the work of today's executive leaders. Ten competencies necessary for contemporary executive leadership are presented in this article.

  4. Leadership for coping with and adapting to policy change in ...

    African Journals Online (AJOL)

    Leadership for coping with and adapting to policy change in deprived contexts: ... what, from school principals' perspectives, constitutes leadership for coping with and ... We conclude that leadership practices are not fixed, but are fluid, and ...

  5. Experiential learning and changing leadership style.

    Science.gov (United States)

    Zanecchia, M D

    1985-11-01

    One of the many problems facing the nursing profession today is the lack of preparedness of its leaders. Nursing educators, collaborating with nursing service, can teach baccalaureate students leadership skills and to develop leadership styles. Experiential real-world management tasks selected by faculty and head nurses can serve as learning opportunities. Students can learn leadership ability and change style. Utilizing t-test, the before and after course mean scores on the standardized Leadership Ability Evaluation instrument were statistically analyzed. Significant differences and style changes were identified. Students in the total class became more effective leaders as did the students in both the traditional and experiential groups. Traditional students (lecture only) became less autocratic-submissive and more democratic. The experiential group significantly became less autocratic-aggressive, less laissez-faire and more democratic.

  6. The Impact of Entrepreneurial Leadership on Nurses' Innovation Behavior.

    Science.gov (United States)

    Bagheri, Afsaneh; Akbari, Morteza

    2018-01-01

    The purpose of this study was to examine the influence of entrepreneurial leadership on nurses' innovation work behavior and its dimensions. This cross-sectional study employed the 10-item Innovation Work Behavior Questionnaire and the 8-item Entrepreneurial Leadership Questionnaire to explore the impact of entrepreneurial leadership on the innovation work behavior of 273 nurses from public and private hospitals in Iran. Entrepreneurial leadership had a significant positive impact on nurses' innovation work behavior and most strongly improved idea exploration, followed by idea generation, idea implementation, and idea championing. Entrepreneurial leadership was effective in enhancing nurses' innovation work behavior. More attention needs to be focused on developing entrepreneurial leadership competencies and on developing nurse leaders. Healthcare policies and strategies are needed to facilitate the implementation of entrepreneurial leadership by providing healthcare leaders with the appropriate environment. © 2017 Sigma Theta Tau International.

  7. Defining Leadership in a Changing Time.

    Science.gov (United States)

    Elwell, Sean M; Elikofer, Amanda N

    2015-01-01

    The purpose of this article is to discuss the difference between leadership and management. Leadership and management have been discussed for many years. Both are important to achieve success in health care, but what does that really mean? Strong leaders possess qualities that inspire others to follow them. This fosters team engagement, goal achievement, and ultimately drives outcomes. Managers plan, organize, and coordinate. It takes dedication, motivation, and passion to be more than a manager and be a good leader. There is not a single correct leadership style, but there are important characteristics that all leaders must demonstrate to get the desired results with the team. In a time when health care is rapidly changing, leadership is important at all levels of an organization.

  8. Leadership and employees reaction towards change: Role of leaders personal attributes and transformational leadership.

    Directory of Open Access Journals (Sweden)

    Ayoosha Saleem

    2017-03-01

    Full Text Available This research study has empirically examined the role of leadership in shaping employees’ attitude towards an organizational change/reform in an educational sector organization i.e. Army Public Schools and Colleges System, Pakistan. Data was collected from 95 leaders (principals, wing-heads and coordinators and 250 employees (teachers through convenience sampling technique. Data was analyzed through Hierarchical Linear Modeling (HLM. This study has found that leaders’ and teachers’ dispositional resistance to change were positively related to teachers’ intentions to resist change and leaders’ transformational behaviors had a negative impact on teachers’ intentions to resist change. Furthermore, leaders’ conservation values were positively related to teachers’ resistance intentions whereas leaders’ openness to change values were negatively associated with teachers’ resistance intentions. However, transformational leadership did not moderate the relationship between teachers’ dispositional resistance to change and teachers’ resistance intentions.

  9. Leadership Behaviors of Management for Complex Adaptive Systems

    Science.gov (United States)

    2010-04-01

    Leadership Behaviors of Management for Complex Adaptive Systems Systems and Software Technology Conference April 2010 Dr. Suzette S. Johnson...2010 2. REPORT TYPE 3. DATES COVERED 00-00-2010 to 00-00-2010 4. TITLE AND SUBTITLE Leadership Behaviors of Management for Complex Adaptive...as they evolve – Control is dispersed and decentralized – Simple rules and governance used to direct behavior • Complexity Leadership Theory – Built on

  10. Using instrumental leadership to manage change.

    Science.gov (United States)

    Lesic, S A

    1999-01-01

    Effective leadership is the key factor in directing and influencing change in an organization. In today's healthcare environment, leaders have less time to make decisions that will ensure their organization's survival, a fact that has forced them to recreate the way they do business and be cognizant of ways to remain competitive. In the environment of change, a new type of leader is needed--the instrumental leader--one who combines the charismatic traits of envisioning, energizing and enabling with the three key facilitating behaviors of controlling, structuring and rewarding. To these attributes the instrumental leader adds critical thinking, problem solving and a feedback mechanism. Leaders who focus on employees as individuals and on the organization as a whole will achieve greater success. Today's leader must share a picture of the intended reality with the organization's staff, constituents and the community. Those most affected by oncoming change must be included in future planning. A shared vision is, however, an ongoing process, with communication crucial for its success. At some point in the change process, leaders must spend time building teams, clarifying behaviors and administering rewards and punishments. Part of this process involves energizing and aligning employees who will find ways to implement the shared new vision. The instrumental leader understands the need for teams that will form the backbone of the integrated system. Creating objective measures for performance, based on the new shared vision, demonstrates the organization's values better than communication or vision alone. Additional training or dialogue may better clarify the organization's expectations of employees.

  11. Undergraduate Student Leadership and Social Change

    Science.gov (United States)

    Soria, Krista M.; Fink, Alexander; Lepkowski, Christine; Snyder, Lynn

    2013-01-01

    Colleges are under increasing pressure to develop future citizens who are interested in-and capable of-creating positive social change and improving their communities. Using data from the multiinstitutional SERU survey, this study suggests college students' participation in leadership positions can promote their engagement in greater social change.

  12. John Kotter on Leadership, Management and Change.

    Science.gov (United States)

    Bencivenga, Jim

    2002-01-01

    Excerpts from interview with John Kotter, Konosuke Matsushita Professor of Leadership at the Harvard Business School, about his thoughts on the role of the superintendent as leader and manager. Describes his recent book "John P. Kotter on What Leaders Really Do," 1999. Lists eight-step change process from his book "Leading Change," 1996. (PKP)

  13. Successful female leaders empower women's behavior in leadership tasks

    OpenAIRE

    Latu, Ioana M.; Schmid Mast, Marianne; Lammers, Joris; Bombari, Dario

    2013-01-01

    Women are less likely than men to be associated with leadership, and the awareness of this stereotype may undermine women's performance in leadership tasks. One way to circumvent this stereotype threat is to expose women to highly successful female role models. Although such exposures are known to decrease women's leadership aspirations and self-evaluations, it is currently unknown what the effects of role models are on actual behavior during a challenging leadership task. We investigated whe...

  14. Transformational leadership and innovative work behavior among nursing staff.

    Science.gov (United States)

    Masood, Mariam; Afsar, Bilal

    2017-10-01

    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. © 2017 John Wiley & Sons Ltd.

  15. The Leadership Style Model That Builds Work Behavior Through Organizational Culture

    Directory of Open Access Journals (Sweden)

    Arasy Alimudin

    2017-09-01

    Full Text Available The changes in organizational culture and work behavior is an important process for companies to survive in competition. And a change of leadership that is part of the change will pose challenges and reactions to the interests of its human resources. The research approach used quantitative research and included explanatory research to explain the causal relationship among variables through hypothesis testing with partial least squares path modeling (PLS-SEM analysis technique. The results showed the influence of leadership style on positive work behavior but not significant. Reward and punishment no significant effect on work behavior. The organizational culture had a positive and significant effect on work behavior. The leadership style had a positive and significant effect on organizational culture. The reward and punishment had positive and significant effect on organizational culture. The findings of this study showed that participative leadership style model using reward and punishment mechanism could improve work behavior and organizational culture.

  16. LEADERSHIP AND MANAGEMENT OF STRATEGIC CHANGE

    Directory of Open Access Journals (Sweden)

    Yehia AL-DAAJA

    2017-08-01

    Full Text Available In Today’s turbulent business environment Anticipatory leadership is a need, the organizations that can be flexible in anticipation of inevitable change are expected to survive, and the key as they say today is in anticipating the future. This paper deals with the anticipatory of strategic change and it aims to outline the framework of leadership that needs to be employed in the changing scenario and provide an additional understanding of what modern leadership entails trends, skill set. Leaders are required to be aware, authentic, audacious, and adaptable and action oriented. These skills, also termed as literacies which should be in line with the trends in leadership where are all required of modern leaders, these trends of leadership and a developed set of skills discussed alongside with the illustrations of the ministry of health in Jordan as an example also will conclude a set of recommendations. Data sources were of secondary research and a desk research was used to illustrate most important points and findings of the topic.

  17. The public leadership questionnaire: The development and validation of five dimensions of public leadership behaviors

    OpenAIRE

    Tummers, Lars; Knies, Eva

    2014-01-01

    markdownabstract__Abstract__ In the public administration discipline, there have been various important studies on leadership. However, scholarly inquiry still lags behind related disciplines such as psychology and business administration. This study contributes by developing and validating scales measuring public leadership behavior. Based on theory and empirical analyses, five key public leader behaviors are identified and measured: (1) accountability leadership (6 items), (2) lawfulness le...

  18. Empowering Leadership: Developing Behaviors for Success

    Science.gov (United States)

    Martin, Ann M.

    2013-01-01

    This book takes the mystery out of leadership by illustrating the visible and invisible components of leadership. Essential questions, reflective strategies, and practical tips within each chapter will bring school librarians to their next level in leadership while they recognize the hidden leadership opportunities in daily tasks that are already…

  19. Better Together: Considering Student Interfaith Leadership and Social Change

    Science.gov (United States)

    Campbell, William; Lane, Megan

    2014-01-01

    On campuses across the country, students and professional staff are considering student interfaith leadership as one way that students act on their core values to make a positive difference in the world. This kind of student leadership can be framed through student leadership models like the social change model of leadership development. Better…

  20. Development of a Behaviorally Anchored Rating Scale for Leadership

    Science.gov (United States)

    2018-01-01

    Research Product 2018-06 Development of a Behaviorally Anchored Rating Scale for Leadership Tatiana H. Toumbeva Krista L...anchored Rating Scale for Leadership 5a. CONTRACT NUMBER W5J9CQ-11-D-0004 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 62278 6...observer- based behavioral measure to help instructors more reliably and accurately evaluate the development of leadership attributes and competencies

  1. "I will change the world": The Intersection of Social Change and Male College Athletes' Leadership Perspectives.

    Science.gov (United States)

    Fuller, Rhema D; Harrison, C Keith; Lawrence, S Malia; Eyanson, Jeff; McArdle, Danielle

    2017-01-01

    Historically, men have been characterized as task-oriented leaders who are motivated by desires for autonomy, wealth, and power (17, 33). However, these "masculine" views of leadership might not accurately capture the leadership motivations of Millennial males as the views were developed in previous generations (4). Given the commitment of many Millennials towards socially responsible attitudes and behaviors (18, 25), we utilized a qualitative research design to examine the influence of social change on the leadership motivations of Millennial male intercollegiate athletes. In doing so, we found participants were motivated to lead in order to affect social change within their communities and within society. Our findings indicate a new perspective, one which includes a commitment to social change, is potentially needed when discussing "masculine" views of leadership.

  2. Leadership Behaviors and Its Relation with Principals’ Management Experience

    Directory of Open Access Journals (Sweden)

    Vali Mehdinezhad

    2016-01-01

    Full Text Available This paper aims at studying the leadership behaviors reported by principals and observed by teachers and its relationship with management experience of principals. A quantitative method was used in this study. The target population included all principals and teachers of guidance schools and high schools in the Dashtiari District, Iran. A sample consisting of 46 principals and 129 teachers was selected by stratified sampling and simple random sampling methods. A leadership Behavior Description Questionnaire (LBDQ developed by Kozes and Posner (2001 was used for data collection. The obtained data were analyzed using one sample and independent t-test, correlation coefficient and crosstabs pearson Chi-square test. The results showed that teachers describe leadership behaviors of their principals relatively well. However, principals themselves evaluated their leadership behaviors as very well. Comparing between leadership behaviors self-reported by principals and those observed by teachers, a significant difference was found between the views and evaluations of teachers and principals on all components of leadership behaviors of principals, except that regarding empowerment. In fact, principals described their leadership behaviors better and at a more appropriate level than teachers. From the perspective of both teachers and principals, there was no significant relationship between any of the components of leadership behaviors and management experience of principals.

  3. Leadership side in changing strategic creation of firms

    OpenAIRE

    Malinovska, Elizabeta

    2013-01-01

    The research of this master paper focuses on the strategic leadership or the role that the strategic leadership plays when creating strategic changes within companies. Particular matters that this paper considers refer to concepts of leadership and strategic leadership which may be found in countries with developed market economies and enormous knowledge and experience in management, furthermore it is the concepts of strategic management which the leadership becomes vital eleme...

  4. Implementing Culture Change in Nursing Homes: An Adaptive Leadership Framework.

    Science.gov (United States)

    Corazzini, Kirsten; Twersky, Jack; White, Heidi K; Buhr, Gwendolen T; McConnell, Eleanor S; Weiner, Madeline; Colón-Emeric, Cathleen S

    2015-08-01

    To describe key adaptive challenges and leadership behaviors to implement culture change for person-directed care. The study design was a qualitative, observational study of nursing home staff perceptions of the implementation of culture change in each of 3 nursing homes. We conducted 7 focus groups of licensed and unlicensed nursing staff, medical care providers, and administrators. Questions explored perceptions of facilitators and barriers to culture change. Using a template organizing style of analysis with immersion/crystallization, themes of barriers and facilitators were coded for adaptive challenges and leadership. Six key themes emerged, including relationships, standards and expectations, motivation and vision, workload, respect of personhood, and physical environment. Within each theme, participants identified barriers that were adaptive challenges and facilitators that were examples of adaptive leadership. Commonly identified challenges were how to provide person-directed care in the context of extant rules or policies or how to develop staff motivated to provide person-directed care. Implementing culture change requires the recognition of adaptive challenges for which there are no technical solutions, but which require reframing of norms and expectations, and the development of novel and flexible solutions. Managers and administrators seeking to implement person-directed care will need to consider the role of adaptive leadership to address these adaptive challenges. © The Author 2014. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  5. Contextualization and standardization of the supportive leadership behavior questionnaire based on socio- cognitive theory in Iran.

    Science.gov (United States)

    Shirazi, Mandana; Emami, Amir Hosein; Mirmoosavi, Seyed Jamal; Alavinia, Seyed Mohammad; Zamanian, Hadi; Fathollahbeigi, Faezeh; Masiello, Italo

    2014-01-01

    Effective leadership is of prime importance in any organization and it goes through changes based on accepted health promotion and behavior change theory. Although there are many leadership styles, transformational leadership, which emphasizes supportive leadership behaviors, seems to be an appropriate style in many settings particularly in the health care and educational sectors which are pressured by high turnover and safety demands. Iran has been moving rapidly forward and its authorities have understood and recognized the importance of matching leadership styles with effective and competent care for success in health care organizations. This study aimed to develop the Supportive Leadership Behaviors Scale based on accepted health and educational theories and to psychometrically test it in the Iranian context. The instrument was based on items from established questionnaires. A pilot study validated the instrument which was also cross-validated via re-translation. After validation, 731 participants answered the questionnaire. The instrument was finalized and resulted in a 20-item questionnaire using the exploratory factor analysis, which yielded four factors of support for development, integrity, sincerity and recognition and explaining the supportive leadership behaviors (all above 0.6). Mapping these four measures of leadership behaviors can be beneficial to determine whether effective leadership could support innovation and improvements in medical education and health care organizations on the national level. The reliability measured as Cronbach's alpha was 0.84. This new instrument yielded four factors of support for development, integrity, sincerity and recognition and explaining the supportive leadership behaviors which are applicable in health and educational settings and are helpful in improving self -efficacy among health and academic staff.

  6. Does Formal Education in Leadership Improve Public Managers’ Leadership Behavior? A Panel Study

    DEFF Research Database (Denmark)

    Sørensen, Peter

    2018-01-01

    Participation in formal leadership education is assumed to have an impact on public managers’ leadership behavior. However, there is a gap in the literature exploring whether this assumption can be supported. This study aims to contribute in filling this gap. Using descriptive statistics and a pa...

  7. Critical Perspectives on Changes in Educational Leadership Practice

    Science.gov (United States)

    Wang, Ting

    2011-01-01

    This paper examines a group of Chinese educational leaders' leadership practice changes after undertaking a leadership development course offered by an Australian university in China. It presents their self-reported changes in leadership practice profiles and features selected vignettes. The study was primarily qualitative and interpretative,…

  8. New York County Dental Society: leaders creating change through leadership.

    Science.gov (United States)

    Sukmonowski, Patricia

    2011-01-01

    The New York County Dental Society has recently worked through a transformation focusing on leadership that is responsive to membership needs. This article describes this leadership philosophy, organizational structure changes, new program activity, and communication strategies.

  9. Studies of transformational leadership in consumer service: market orientation behavior and alternative roles for the mediators and moderators of change commitment.

    Science.gov (United States)

    Yang, Yi-Feng

    2013-12-01

    The present paper evaluates the relation between transformational leadership and market orientation along with the mediating and moderating effects of change commitment for employees in customer centers in Taiwan. 327 questionnaires were returned by personnel at several customer centers in four different insurance companies. Inter-rater agreement was acceptable based on the multiple raters (i.e., the consumer-related employees from the division groups) of one individual (i.e., a manager)--indicating the aggregated measures were acceptable. The multi-source sample comprised data taken from the four division centers: phone services, customer representatives, financial specialists, and front-line salespeople. The relations were assessed using a multiple mediation procedure incorporating bootstrap techniques and PRODCLIN2 with structural equation modeling analysis. The results reflect a mediating role for change commitment.

  10. Why and when does ethical leadership evoke unethical follower behavior?

    NARCIS (Netherlands)

    Kalshoven, K.; van Dijk, H.; Boon, C.

    2016-01-01

    Purpose – In examining whether social exchange or social identity mechanisms drive the relationship between ethical leadership and unethical pro-organizational behavior (UPB), the purpose of this paper is to argue that the mechanism linking ethical leadership and UPB varies for different levels of

  11. The Relationship between Principals' Transformational Leadership Behaviors and School Culture

    Science.gov (United States)

    Bolton, David A.

    2011-01-01

    This quantitative study looks at the relationship between a principals' transformational leadership behaviors and the culture of their school. The goal of the study is to determine if transformational leadership qualities have a positive impact on the culture present in a school. Congruency between the views of a principal and their staff will…

  12. Leadership Behaviors of School Administrators: Do Men and Women Differ?

    Science.gov (United States)

    Johnson, Shirley; Busch, Steve; Slate, John R.

    2008-01-01

    In this study, the reasons why men and women behave differently in leadership roles in schools were investigated because of recent research on the indirect nature of the school principal's impact on learning and on gender differences in leadership behaviors. Practicing principals (109 males, 172 females) from two Southwestern states were surveyed…

  13. Improving leadership on climate change

    Energy Technology Data Exchange (ETDEWEB)

    Chandani, Achala

    2011-03-15

    The upcoming UN conference on climate change in Durban, South Africa throws a spotlight on African climate policy. As part of a knowledge-sharing initiative in Southern Africa, we assessed parliamentarians' needs for more information on climate threats and responses, and ways to improve their capabilities as key stakeholders influencing national and global decisionmaking. Funded by the UK Foreign and Commonwealth Office and partnered with the Association of European Parliamentarians with Africa (AWEPA), IIED worked with parliamentarians in the Southern Africa Customs Union (SACU) — Botswana, Lesotho, Namibia, South Africa and Swaziland — through interviews, literature surveys, field trips and workshops. Similar studies in Malawi and Scotland also fed into this project.

  14. Evaluation of Atatürk' s Leadership Styles on The Base Of Autocratic And Democratic Leadership Behaviors

    OpenAIRE

    ARIKAN, Semra

    2001-01-01

     The mainpurpose of this study is to explain the concepts of leader and leadership andthen analyze the leadership styles of Mustafa Kemal Atatürk. Conclusively, itwas found out that Atatürk was a leader,who displayed both autocratic anddemocratic leadership behaviors whereby his democratic leadership attitudeswere distinctively predominating. 

  15. Leadership Styles for the Five Stages of Radical Change

    Science.gov (United States)

    1998-04-01

    radical change. This article continues prior work on radical change with theory and research on leadership style. The result is a model of radical...every stage of that process. Leadership style and organiza- tional change theory and re- search have ex- isted for de- cades, but have rarely con...phase, inspire and en- ergize them to adopt the change after it Figure 3. Senior Manager Leadership Styles for the Five Phases of Radical Change Phase

  16. Leadership development: A lever for system-wide educational change

    African Journals Online (AJOL)

    Suraiya Naicker

    Department of Education Leadership and Management, Faculty of Education ... current significance and pose a challenge for educational leaders. ... Evidence suggests a positive link between high-quality leadership and ... aimed to build leadership capacity that would drive education change directed at improving teaching ...

  17. Distributed Leadership of School Curriculum Change: An Integrative Approach

    Science.gov (United States)

    Fasso, Wendy; Knight, Bruce Allen; Purnell, Ken

    2016-01-01

    Since its inception in 1999, the distributed leadership framework of Spillane, Halverson, and Diamond [2004. "Towards a Theory of Leadership Practice: A Distributed Perspective." "Journal of Curriculum Studies" 36 (1): 3-34. doi:10.1080/0022027032000106726] has supported research into leadership and change in schools. Whilst…

  18. Relationship between organizational culture, leadership behavior and job satisfaction.

    Science.gov (United States)

    Tsai, Yafang

    2011-05-14

    Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees. A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction. Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction. The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

  19. Mechanisms Linking Ethical Leadership to Ethical Sales Behavior.

    Science.gov (United States)

    Wu, Yu-Chi

    2017-06-01

    This study investigated the relationship between ethical leadership and ethical sales behavior. A total of 248 matched surveys with participant responses from insurance agents and their customers were collected. The insurance agents were asked to rate the ethical leadership of their leaders, the ethical climate in their organization, and their individual moral identity. Customers were asked to rate the perceived ethical sales behavior of the insurance agents. This empirical study utilized moderated mediation techniques to analyze the data. Results indicated that ethical climate mediated the relationship between ethical leadership and ethical sales behavior when moral identity was high, however, did not when moral identity was low. The research framework including contextual effects (i.e., ethical climate) and individual differences in moral judgment (i.e., moral identity) can provide a comprehensive picture of how ethical leadership influences ethical sales behavior. Theoretical and practical implications of these findings are also discussed.

  20. Determining Effective Leadership Behaviors for USAF Company Grade Officers

    National Research Council Canada - National Science Library

    Berry, Warren

    1998-01-01

    ... (Yukl and Van Fleet, 1986). The purpose of this investigation is to determine the critical leadership behaviors required by junior officers at the direct level of responsibility in the USAF, and to determine differences...

  1. Behavioral health leadership: new directions in occupational mental health.

    Science.gov (United States)

    Adler, Amy B; Saboe, Kristin N; Anderson, James; Sipos, Maurice L; Thomas, Jeffrey L

    2014-10-01

    The impact of stress on mental health in high-risk occupations may be mitigated by organizational factors such as leadership. Studies have documented the impact of general leadership skills on employee performance and mental health. Other researchers have begun examining specific leadership domains that address relevant organizational outcomes, such as safety climate leadership. One emerging approach focuses on domain-specific leadership behaviors that may moderate the impact of combat deployment on mental health. In a recent study, US soldiers deployed to Afghanistan rated leaders on behaviors promoting management of combat operational stress. When soldiers rated their leaders high on these behaviors, soldiers also reported better mental health and feeling more comfortable with the idea of seeking mental health treatment. These associations held even after controlling for overall leadership ratings. Operational stress leader behaviors also moderated the relationship between combat exposure and soldier health. Domain-specific leadership offers an important step in identifying measures to moderate the impact of high-risk occupations on employee health.

  2. An integrated approach to change leadership.

    Science.gov (United States)

    Skelton-Green, Judith; Simpson, Beverley; Scott, Julia

    2007-01-01

    Leading change has become one of the essential core competencies of health professionals today. Since 2001, the authors have been the key designers and facilitators of the Dorothy Wylie Nursing Leadership Institute (DMW-NLI). The background, key characteristics and benefits of the DMW-NLI have been described in detail elsewhere (Simpson et al. 2002). One of the Institute's key features is that participants bring a change initiative that they wish to pursue and - during their time on site - we assist them in developing that project to the point where it has a strong chance of success. When we incorporated this aspect into the DMW-NLI program, we believed that opportunity to apply the learning of the Institute to a desired initiative in the home setting would add significant value, not only to the participants, but also to their sponsoring organizations. Further, it was our hope that we could develop a methodology to advance the change initiative, which would be a valuable tool that participants could use in future change projects.As we looked to the literature, we found no shortage of articles on change theory, as well as numerous tools and techniques for project management. However, we did not find one single approach or methodology that we felt was comprehensive yet concise enough to serve as a practical guide for those who wish to advance a change initiative in their practice settings today. Therefore, we developed an integrated conceptual framework and methodology for leading change initiatives, building on selected current and classic theories of change that are relevant today. Both the framework and methodology have proven very hardy, and will, we believe, be of interest to nurse leaders and other health professionals in leadership roles. This paper will provide a brief overview of relevant background literature on leading change initiatives, introduce the DMW-NLI Change Leadership conceptual framework, describe a number of activities that support the

  3. Business Leadership in Global Climate Change Responses.

    Science.gov (United States)

    Esty, Daniel C; Bell, Michelle L

    2018-04-01

    In the 2015 Paris Climate Change Agreement, 195 countries committed to reducing greenhouse gas emissions in recognition of the scientific consensus on the consequences of climate change, including substantial public health burdens. In June 2017, however, US president Donald Trump announced that the United States would not implement the Paris Agreement. We highlight the business community's backing for climate change action in the United States. Just as the US federal government is backing away from its Paris commitments, many corporate executives are recognizing the need to address the greenhouse gas emissions of their companies and the business logic of strong environmental, social, and governance practices more generally. We conclude that climate change could emerge as an issue on which the business and public health communities might align and provide leadership.

  4. Leadership Style and the Process of Organisational Change

    DEFF Research Database (Denmark)

    Holten, Ann-Louise; Brenner, Sten Olof

    2015-01-01

    structural equation modeling. Findings — Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change...... appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications — Our results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality......Purpose — This paper aims to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, we investigate the direct and indirect relationships between leadership styles (transformational...

  5. The Distinctive Effects of Dual-Level Leadership Behaviors on Employees’ Trust in Leadership

    DEFF Research Database (Denmark)

    Bai, Yuntao; Li, Peter Ping; Xi, Youmin

    2012-01-01

    of transformational leadership behaviors on employees’ trust in leadership at both top management and supervisory levels, respectively. The empirical evidence based on a sample of 357 Chinese employees and their supervisors supports the proposed model. Both theoretical and practical implications of our findings......The loss of trust within and between organizations has become serious worldwide, especially in China. In this study, we seek to explain why as well as how leaders at two different levels (i.e., the top management and the supervisory levels) affect employees’ trust in leadership at the two levels...

  6. Perioperative leadership: managing change with insights, priorities, and tools.

    Science.gov (United States)

    Taylor, David L

    2014-07-01

    The personal leadership of the perioperative director is a critical factor in the success of any change management initiative. This article presents an approach to perioperative nursing leadership that addresses obstacles that prevent surgical departments from achieving high performance in clinical and financial outcomes. This leadership approach consists of specific insights, priorities, and tools: key insights include self-understanding of personal barriers to leadership and accuracy at understanding economic and strategic considerations related to the OR environment; key priorities include creating a customer-centered organization, focusing on process improvement, and concentrating on culture change; and key tools include using techniques (e.g., direct engagement, collaborative leadership) to align surgical organizations with leadership priorities and mitigate specific perioperative management risks. Included in this article is a leadership development plan for perioperative directors. Copyright © 2014 AORN, Inc. Published by Elsevier Inc. All rights reserved.

  7. Transformational Leadership and Organizational Change during Agile and DevOps Initiatives

    Science.gov (United States)

    Mayner, Stephen W.

    2017-01-01

    Organizational change initiatives are more likely to fail than to succeed, especially when the change challenges corporate culture and norms. Researchers have explored factors that contribute to change failure, to include the relationship between leadership behaviors and change success. Peer reviewed studies have yet to examine these variables in…

  8. A novel trauma leadership model reflective of changing times.

    Science.gov (United States)

    DʼHuyvetter, Cecile; Cogbill, Thomas H

    2014-01-01

    As a result of generational changes in the health care workforce, we sought to evaluate our current Trauma Medical Director Leadership model. We assessed the responsibilities, accountability, time requirements, cost, and provider satisfaction with the current leadership model. Three new providers who had recently completed fellowship training were hired, each with unique professional desires, skill sets, and experience. Our goal was to establish a comprehensive, cost-effective, accountable leadership model that enabled provider satisfaction and equalized leadership responsibilities. A 3-pronged team model was established with a Medical Director title and responsibilities rotating per the American College of Surgeons verification cycle to develop leadership skills and lessen hierarchical differences.

  9. A Qualitative Study of Female Superintendents: Leadership Behaviors in Context

    OpenAIRE

    Amedy, Lynn

    1999-01-01

    Remarkably few females hold the position of superintendent; although, there are capable women in the educational field who are qualified and interested. Researchers proposed many reasons for this disparity including the lack of studies regarding females in the superintendency. This void has made it difficult to determine a clear picture of what leadership behaviors female superintendents employ. Research questions included: (1) What leadership assumptions appear to form the basis for the lead...

  10. Strategy implementation and organizational change in healthcare organizations - a distributed change leadership perspective

    DEFF Research Database (Denmark)

    Holm, Anna B.; Ulhøi, John Parm

    This paper examines some theoretical underpinnings of distributed leadership and its ability to serve as change leadership during the process of major organizational changes in healthcare organizations. The study was initiated as part of a larger research project on distributed leadership (DL......) in the healthcare sector, financed by a research grant addressing both empirical and theoretical questions. The paper clarifies the relationship between distributed leadership and change leadership, and more specifically, the characteristics of distributed leadership in the change leadership process. We also...... propose a distributed change leadership (DCL) model that permits further development of research design and empirical studies of DCL. On a more general side, with this paper we shed more light on some aspects of leadership patterns in healthcare, where there is a distinct gap....

  11. Transformational mentoring: Leadership behaviors of spinal cord injury peer mentors.

    Science.gov (United States)

    Shaw, Robert B; McBride, Christopher B; Casemore, Sheila; Martin Ginis, Kathleen A

    2018-02-01

    The purpose of this study was to investigate the leadership behaviors of spinal cord injury (SCI) peer mentors and examine whether behaviors of peer mentors align with the tenets of transformational leadership theory. A total of 12 SCI peer mentors aged 28-75 (M = 49.4) who had between 3 and 56 years (M = 13.9) of mentoring experience were recruited for the study. Utilizing a qualitative methodology (informed by a social constructionist approach), each mentor engaged in a semistructured interview about their experiences as a peer mentor. Interviews were transcribed verbatim and subjected to a directed content analysis. SCI peer mentors reported using mentorship behaviors and engaging with mentees in a manner that closely aligns with the core components of transformational leadership theory: idealized influence, inspirational motivation, individualized consideration, and intellectual stimulation. A new subcomponent of inspirational motivation described as 'active promotion of achievement' was also identified and may be unique to the context of peer mentorship. SCI peer mentors inherently use behaviors associated with transformational leadership theory when interacting with mentees. The results from this study have the potential to inform SCI peer mentor training programs about specific leadership behaviors that mentors could be taught to use and could lead to more effective mentoring practices for people with SCI. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

  12. Approaches to leadership and managing change in the NHS.

    Science.gov (United States)

    Lumbers, Melanie

    2018-05-24

    The NHS is continually changing as research evidence leads to new practices and technology transforms the workplace. Resistance to some changes may occur because of staff fears about adapting to and coping with new methods. This is where change models and leadership are important. This article discusses changes taking place in the NHS, and some theoretical models of change. Leadership styles are also discussed, including those most useful for the nurse to use when leading a team and implementing change.

  13. Lack of diversity in behavioral healthcare leadership reflected in services.

    Science.gov (United States)

    Rosenberg, Linda

    2008-04-01

    America's rapidly changing demographics present an enormous challenge for today's healthcare leaders to redesign the organization and delivery of care to accommodate people who now represent every language, culture and religious belief in the world. So will mental health and addictions services in this country be ready to address the unique needs of these multicultural patients? A survey of the present landscape in 2008 tells us that we have a long, long way to go. Not only are mental health and addictions fields lacking in cultural competency, but there is little diversity in our leadership ranks. Top administrators and executives in behavioral health today are overwhelmingly non-Hispanic whites. This lack of cultural diversity among our leaders will lead to an ever-widening gap in the current chasm of racial and ethnic disparities in healthcare.

  14. National Framework of Professional Standards for Change Leadership in Education

    Science.gov (United States)

    Duffy, Francis M.

    2009-01-01

    The ten professional standards form what Francis Duffy refers to as a "National Framework of Professional Standards for Change Leadership in Education." Each standard has examples of the knowledge, skills, and dispositions that the research suggests are important for effective change leadership. Duffy's hope is that this proposed…

  15. How the Ability to Manage Change Affects Leadership Style

    Science.gov (United States)

    Pujol, Kelley

    2012-01-01

    This study addressed how the ability to manage change affects leadership style. The problem addressed in this project was the natural human tendency to resist change and how the inability to mange this tendency can interfere with the development of leadership skills. The purpose of this dissertation was to investigate how an individual's change…

  16. Relationship between Leadership Behaviors of High School Principals and Teacher Retention in Texas

    Science.gov (United States)

    Aiken, Debra L.

    2010-01-01

    The study investigated the relationship between leadership behaviors of high school principals and teacher retention in Texas. A total of 88 Texas high school principals participated in the survey. Leadership behaviors were measured using the Culturally Adapted Leadership for Inspired Business Excellence and Results (CALIBER) Leadership Assessment…

  17. A pharmacy course on leadership and leading change.

    Science.gov (United States)

    Sorensen, Todd D; Traynor, Andrew P; Janke, Kristin K

    2009-04-07

    To develop and implement a course that develops pharmacy students' leadership skills and encourages them to become leaders within the profession. A leadership course series was offered to pharmacy students on 2 campuses. The series incorporated didactic, experiential, and self-directed learning activities, and focused on developing core leadership skills, self-awareness, and awareness of the process for leading change. Students reported increased knowledge and confidence in their ability to initiate and lead efforts for change. The learning activities students' valued most were the StrengthsFinder assessment (67% of students rated "very useful") and a Leadership Networking Partners (LNP) program (83% of students rated "very useful"). Teaching leadership skills poses a significant challenge in curriculum development and requires multifaceted course design elements that resonate with students and engage the practice community. Addressing these requirements results in a high level of student engagement and a desire to continue the development of leadership skills.

  18. Daily job demands and employee work engagement: The role of daily transformational leadership behavior.

    Science.gov (United States)

    Breevaart, Kimberley; Bakker, Arnold B

    2018-07-01

    Using job demands-resources (JD-R) theory, the present study integrates the challenge stressor-hindrance stressor framework and leadership theory to investigate the relationship between daily transformational leadership behavior and employee work engagement. We hypothesized that daily transformational leadership behavior (a) sustains employee work engagement on days characterized by high challenge job demands, and (b) protects work engagement on days characterized by high hindrance job demands. Teachers filled out a short online questionnaire at the end of each workday during a 2-week period (N = 271 × 5.68 days = 1539). Results of latent moderated structural equation modeling showed that teachers' daily challenge demands (workload and cognitive demands) had a positive relationship with work engagement on the days transformational leadership was high (vs. low). In addition, teachers' daily hindrance demands (role-conflict, but not family to work conflict) had a negative relationship with work engagement on the days transformational leadership was low (vs. high). These findings show that the function of transformational leadership behavior changes from day to day, and depends on the type of job demand. We discuss the practical and theoretical implications of these findings. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

  19. Leadership preferences behaviors and its influence on athletes’ performance

    Directory of Open Access Journals (Sweden)

    M.R.F. Brandão

    2010-01-01

    Full Text Available The main objective of this study was to evaluate volleyball athletes´ perception of the coach behavior and its relationship with the performance in games. For those, 12 male, Brazilian volleyball high-level players, with mean of age 20.6 years were evaluated through an open question: “Do you see a relationship between the leadership style of your coach and your performance in games? The answers were analyzed through the Discourse of the Collective Subject. Data showed that 75% of the players tended to perceived the coach behavior as influencing directly their performance (“The coach leadership is essential for my performance”; 17% perceive it in a subordinate way (“Sometimes yes, sometimes, no, depends...”, and 8% perceived as no influence (“Leadership and performance are different”. In conclusion, we can say that there is a tendency to perceive the coach behavior as directly connected with the performance.

  20. Behavior Change after Adventure Education Courses: Do Work Colleagues Notice?

    Science.gov (United States)

    Rhodes, Heather M.; Martin, Andrew J.

    2014-01-01

    In this case study, a mixed-method approach is used to examine the extent and type of changes in workplace attitudes and behavior, as self-reported by soldiers who had participated in 6- to 10-day "Experiential Leadership Development Activities" (ELDAs) delivered by the New Zealand Army Leadership Centre. Observations made by workplace…

  1. Leadership and Change in Sustainable Regional Development

    NARCIS (Netherlands)

    Sotarauta, M.; Horlings, L.G.; Liddle, J.

    2012-01-01

    This book shows, first of all, that leadership plays a crucial role in reinventing regions and branching out from an old path to something new in order to create more balanced and sustainable regional development. Second, it maintains that leadership is not a solo but a multi-agent and -level

  2. Diversity and Leadership in a Changing World

    Science.gov (United States)

    Eagly, Alice H.; Chin, Jean Lau

    2010-01-01

    Scholars of leadership have infrequently addressed the diversity of leaders and followers in terms of culture, gender, race and ethnicity, or sexual orientation. This omission has weakened the ability of research and theory to address some of the most provocative aspects of contemporary leadership, including (a) the limited access of individuals…

  3. Authentic Leadership in an Era of Change

    Science.gov (United States)

    Orem, Donna

    2016-01-01

    Donna Orem, interim president of the National Association of Independent Schools (NAIS), recalls two leaders in her early career who shaped her own approach to leadership and guided her through tough times. Here she shares some reflections on authentic leadership and focuses on the following four traits: (1) Being self aware and genuine; (2) Being…

  4. A transformational leadership model for managing change

    African Journals Online (AJOL)

    kirstam

    between transformational leadership and diversification strategies.Using a qualitative .... House's (1997) concepts of charisma and vision formulation became the pillars of contemporary ... Laissez-faire is applied in cases where a leadership- .... in market demands and preferences in favour of the products or services of new.

  5. A Leadership Behavior Study of African American Middle School Principals in South Carolina

    Science.gov (United States)

    Dean, Mark D.

    2009-01-01

    An era of high stakes accountability has expanded the necessity for school districts to secure principals with leadership behaviors that encourage successful academic performance. School leaders are sought to deliver practices that guide and empower entire school communities through unprecedented times of educational change. Research studies…

  6. Transformational and transactional leadership and innovative behavior : The moderating role of psychological empowerment

    NARCIS (Netherlands)

    Pieterse, Anne Nederveen; van Knippenberg, Daan; Schippers, Michaela; Stam, Daan

    Innovative behavior is increasingly important for organizations' survival. Transformational leadership, in contrast to transactional leadership, has been argued to be particularly effective in engendering follower innovative behavior. However, empirical evidence for this relationship is scarce and

  7. “I will change the world”: The Intersection of Social Change and Male College Athletes’ Leadership Perspectives

    Science.gov (United States)

    FULLER, RHEMA D.; HARRISON, C. KEITH; LAWRENCE, S. MALIA; EYANSON, JEFF; MCARDLE, DANIELLE

    2017-01-01

    Historically, men have been characterized as task-oriented leaders who are motivated by desires for autonomy, wealth, and power (17, 33). However, these “masculine” views of leadership might not accurately capture the leadership motivations of Millennial males as the views were developed in previous generations (4). Given the commitment of many Millennials towards socially responsible attitudes and behaviors (18, 25), we utilized a qualitative research design to examine the influence of social change on the leadership motivations of Millennial male intercollegiate athletes. In doing so, we found participants were motivated to lead in order to affect social change within their communities and within society. Our findings indicate a new perspective, one which includes a commitment to social change, is potentially needed when discussing “masculine” views of leadership. PMID:29170692

  8. Building leadership for LAC cities in a changing climate | CRDI ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    This 48-month leadership program aims to develop multiple technical capacities among young leaders in the region, particularly women. It is one of three leadership programs implemented by IDRC's Climate Change Program in Latin America, the Caribbean, Africa, and Asia. It consists of a postgraduate diploma that ...

  9. The role of leadership in regional climate change adaptation

    NARCIS (Netherlands)

    Meijerink, Sander; Stiller, Sabina; Keskitalo, E.C.H.; Scholten, Peter; Smits, Robert; Lamoen, van Frank

    2015-01-01

    This paper aims to better understand the role of leadership in regional climate change adaptation. We first present a framework, which distinguishes five functions of leadership within inter-organizational networks: the connective, enabling, adaptive, political–administrative and dissemination

  10. Destructive Leadership Behaviors and Workplace Attitudes in Schools

    Science.gov (United States)

    Woestman, Daniel S.; Wasonga, Teresa Akinyi

    2015-01-01

    The study investigated destructive leadership behaviors (DLBs) and their influence on K-12 workplace attitudes (subordinate consideration for leaving their job, job satisfaction, and levels of stress). Quantitative survey method was used to gather data from experienced professional educators. Analyses of data show that the practice of DLB exists…

  11. An Integrated Behavioral Approach to Transfer of Interpersonal Leadership Skills.

    Science.gov (United States)

    Fleming, Richard K.

    1992-01-01

    Academic institutions need to prepare management students by teaching interpersonal leadership skills. This article reviews current experimental methods in management education, presents an operant conceptualization of transfer, illustrates applications of behavior instruction to management and other fields, and proposes a field-based behavioral…

  12. Another Look at Gender-Related Differences in Leadership Behavior

    Science.gov (United States)

    Winther, Dorothy; Green, Samuel, B.

    1987-01-01

    Examines self-related behavioral differences in terms of broad leadership styles. While male leaders used a more social style than female leaders, both male and female leaders used language that indicated a task-oriented approach to a significantly greater degree when instructing a female rather than a male subordinate. (Author/LHW)

  13. Leadership Behaviors and Its Relation with Principals' Management Experience

    Science.gov (United States)

    Mehdinezhad, Vali; Sardarzahi, Zaid

    2016-01-01

    This paper aims at studying the leadership behaviors reported by principals and observed by teachers and its relationship with management experience of principals. A quantitative method was used in this study. The target population included all principals and teachers of guidance schools and high schools in the Dashtiari District, Iran. A sample…

  14. Relationship between Implicit Leadership and Proactive Behaviors of School Principals

    Science.gov (United States)

    Keskinkilic-Kara, Sultan-Bilge; Zafer-Gunes, Demet

    2017-01-01

    The aim of this research is to define the school principals' implicit leadership theory and to reveal its relationship with the proactive behavior. The study is conducted in Bagcilar and Basaksehir districts in Istanbul and the target population of the research is 153 school principals working in state elementary schools, middle schools and high…

  15. Change It Up! What Girls Say About Redefining Leadership

    Directory of Open Access Journals (Sweden)

    Patricia A. Dawson

    2008-12-01

    Full Text Available A national study conducted by Girl Scouts of the USA and Fluent, a New York-based research firm explores the leadership aspirations of girls and boys. Over 4,000 youth were included in the study which examines perceptions, behaviors, experiences and attitudes regarding leadership. The executive summary includes numerous tables and charts highlighting the research findings and comparative responses of boys and girls. Readers will find the results from this study to be of great value when designing youth leadership programs.

  16. Relationship Leadership, Employee Engagement, and Organizational Citizenship Behavior

    Directory of Open Access Journals (Sweden)

    Dorothea Wahyu Ariani

    2014-08-01

    Full Text Available Our research focuses on the impact of supportive leadership and employee engagement on the organizational citizenship behavior (OCB. The research study setting with the individual unit of analysis. A survey was conducted by using questionnaires from previous research. The questionnaires were sent to 300 employees in service organizations in Yogyakarta, Indonesia, 252 completed surveys data were returned anonymously in sealed envelopes. Validity and reliability tests were used to test the questionnaires contents. The structural equation modeling (SEM was used to test the relationship among variables.   The result proved that supportive leadership and employee engagement have direct positive relationship with OCB and employee engagement mediated the relationship between supportive leadership and OCB. A thorough discussion on the relationship among the variables as well as on self-rating is presented in this paper.

  17. The relationship between individual personality orientation and principals’ leadership behavior

    Directory of Open Access Journals (Sweden)

    Faribah Gorkani

    2015-05-01

    Full Text Available This study examined the relationship between personality types and leadership styles in the city's high school principals. The population of this survey includes all principals of secondary schools in city of Zanjan, Iran. Using a stratified random sampling, 48 principals were surveyed. To assess the reliability of the questionnaire, a pretest was accomplished by distributing 20 questionnaires among the target population and Cronbach alpha has been calculated as 0.79. To analyze the data, descriptive and inferential statistics has been used. The study has confirmed that there was a positive and meaningful relationship between personality and leadership style. In addition, the study has confirmed that there were positive and meaningful relationships between task/relationship-oriented leadership style and principals’ competition/ Impatience and restlessness behavior.

  18. Examining Competing Models of Transformational Leadership, Leadership Trust, Change Commitment, and Job Satisfaction.

    Science.gov (United States)

    Yang, Yi-Feng

    2016-08-01

    This study discusses the influence of transformational leadership on job satisfaction through assessing six alternative models related to the mediators of leadership trust and change commitment utilizing a data sample (N = 341; M age = 32.5 year, SD = 5.2) for service promotion personnel in Taiwan. The bootstrap sampling technique was used to select the better fitting model. The tool of hierarchical nested model analysis was applied, along with the approaches of bootstrapping mediation, PRODCLIN2, and structural equation modeling comparison. The results overall demonstrate that leadership is important and that leadership role identification (trust) and workgroup cohesiveness (commitment) form an ordered serial relationship. © The Author(s) 2016.

  19. Relationships among Servant Leadership, Organizational Citizenship Behavior, and School Climate in Alabama High Schools

    Science.gov (United States)

    Dixon, David L.

    2013-01-01

    This study examined the relationship between servant leadership of the principal with Organizational Citizenship Behavior (OCB) and school climate. Servant leadership, a leadership behavior that emphasizes personal growth of followers, has a useful research history in business but limited exposure in public schools. Organizational Citizenship…

  20. An Affective Events Model of Charismatic Leadership Behavior : A Review, Theoretical Integration, and Research Agenda

    NARCIS (Netherlands)

    Walter, Frank; Bruch, Heike

    2009-01-01

    Although research has long focused on the consequences of leaders' charismatic behavior, the antecedents of such leadership are increasingly gaining scholarly attention. Nevertheless, the antecedent-oriented literature on charismatic leadership has been fragmented to date and lacks theoretical

  1. Contributions of Behavioral Systems Science to Leadership for a New Progressive Movement.

    Science.gov (United States)

    Mattaini, Mark A; Aspholm, Roberto

    2016-05-01

    We argue in this paper that we are in the midst of a period in which fundamental global change will be required if societies and many species, perhaps even our own, are to survive. The realities are inescapable, and the potential implications are likely to affect nearly every dimension of human life in the USA and globally. Current trends are discouraging and will be extraordinarily difficult to shift, given global structural realities. It is hard to imagine a time when effective leadership is more necessary or will be more challenging. Our thesis here is that behavioral systems science can contribute in meaningful ways to shaping and sustaining such leadership, leadership required to advance a new progressive movement.

  2. Leadership Development: A Lever for System-Wide Educational Change

    Science.gov (United States)

    Naicker, Suraiya R.; Mestry, Raj

    2016-01-01

    The continuous poor performance of South Africa's learners is detrimental to its developing economy. The need for education change prompted two universities to initiate a system-wide change strategy in a poorly performing school district. The leverage for change was leadership development, involving school principals and district officials. The…

  3. Transformational Leadership and Stakeholder Management in Library Change

    Directory of Open Access Journals (Sweden)

    Dolores Sucozhañay

    2014-11-01

    Full Text Available This article aims to analyse the role of library managers as change agent when implementing Library 2.0, using transformational leadership and stakeholder management approaches. To do so, a case study in a Latin American academic library was performed. The experiences acquired for a period of six years were analysed, during which three library managers were involved in managing change. Qualitative data from documents, interviews, and observations were collected, and qualitative analysis methods were used to obtain in-depth understanding of the change process. Results show that lack of transformational leadership and stakeholder management contribute to delayed implementation and limited adoption of innovations. Although library managers recognized the importance of different stakeholders to implement changes, they did not apply systematic and proactive strategies to define and manage them. All in all, library managers should be trained as change agents, with emphasis on transformational leadership and stakeholder management skills.

  4. The legitimacy of leadership in international climate change negotiations.

    Science.gov (United States)

    Karlsson, Christer; Hjerpe, Mattias; Parker, Charles; Linner, Bjorn-Ola

    2012-01-01

    Leadeship is an essential ingredient in reaching international agreements and overcoming the collective action problems associated with responding to climate change. In this study, we aim at answering two questions that are crucial for understanding the legitimacy of leadership in international climate change negotiations. Based on the responses of the three consecutive surveys distributed at COPs 14-16, we seek first to chart which actors are actually recognized as leaders by climate change negotiation participants. Second, we aim to explain what motivates COP participants to support different actors as leaders. Both these questions are indeed crucial for understanding the role, importance, and legitimacy of leadership in the international climate change regime. Our results show that the leadership landscape in this issue area is fragmented, with no one clear-cut leader, and strongly suggest that it is imperative for any actor seeking recognition as climate change leader to be perceived as being devoted to promoting the common good.

  5. Principal Change Leadership Competencies and Teacher Attitudes toward Change: The Mediating Effects of Teacher Change Beliefs

    Science.gov (United States)

    Tai, Mei Kin; Kareem, Omar Abdul; Nordin, Mohamad Sahari; Khuan, Wai Bing

    2018-01-01

    This study investigates the relationship between "Principal Change Leadership Competencies," "Teacher Change Beliefs" and "Teacher Attitudes toward Change." A total of 936 teachers from 47 High Performing Secondary Schools in Malaysia completed the survey. Structural equation modelling was applied to test the models.…

  6. Leadership and organizational change for implementation (LOCI): a randomized mixed method pilot study of a leadership and organization development intervention for evidence-based practice implementation.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Hurlburt, Michael S

    2015-01-16

    Leadership is important in the implementation of innovation in business, health, and allied health care settings. Yet there is a need for empirically validated organizational interventions for coordinated leadership and organizational development strategies to facilitate effective evidence-based practice (EBP) implementation. This paper describes the initial feasibility, acceptability, and perceived utility of the Leadership and Organizational Change for Implementation (LOCI) intervention. A transdisciplinary team of investigators and community stakeholders worked together to develop and test a leadership and organizational strategy to promote effective leadership for implementing EBPs. Participants were 12 mental health service team leaders and their staff (n = 100) from three different agencies that provide mental health services to children and families in California, USA. Supervisors were randomly assigned to the 6-month LOCI intervention or to a two-session leadership webinar control condition provided by a well-known leadership training organization. We utilized mixed methods with quantitative surveys and qualitative data collected via surveys and a focus group with LOCI trainees. Quantitative and qualitative analyses support the LOCI training and organizational strategy intervention in regard to feasibility, acceptability, and perceived utility, as well as impact on leader and supervisee-rated outcomes. The LOCI leadership and organizational change for implementation intervention is a feasible and acceptable strategy that has utility to improve staff-rated leadership for EBP implementation. Further studies are needed to conduct rigorous tests of the proximal and distal impacts of LOCI on leader behaviors, implementation leadership, organizational context, and implementation outcomes. The results of this study suggest that LOCI may be a viable strategy to support organizations in preparing for the implementation and sustainment of EBP.

  7. Epartners supporting behavior change

    NARCIS (Netherlands)

    Otten, W.; Blanson Henkemans, O.A.; Keulen, H. van; Janssen, J.B.; Nunen, A. van

    2013-01-01

    The present report focuses on developing a comprehensive framework that guides the design of ePartners that support behavior change to promote health. An ePartner is an interactive, virtual or embodied computer assistant to which one can communicate and that assists persons through tailored advice,

  8. Does Information Change Behavior?

    OpenAIRE

    Huffman, Wallace

    2009-01-01

    This paper reviews and synthesizes the theory of information economics and empirical evidence on how information changes the behavior of consumers, households and firms. I show that consumers respond to new information in food experiments but perhaps not in retirement account management. Some seeming perverse consumer/investor decision making may be a result of a complex decision with a low expected payoff.

  9. A Pharmacy Course on Leadership and Leading Change

    Science.gov (United States)

    Traynor, Andrew P.; Janke, Kristin K.

    2009-01-01

    Objective To develop and implement a course that develops pharmacy students' leadership skills and encourages them to become leaders within the profession. Design A leadership course series was offered to pharmacy students on 2 campuses. The series incorporated didactic, experiential, and self-directed learning activities, and focused on developing core leadership skills, self-awareness, and awareness of the process for leading change. Assessment Students reported increased knowledge and confidence in their ability to initiate and lead efforts for change. The learning activities students' valued most were the StrengthsFinder assessment (67% of students rated “very useful”) and a Leadership Networking Partners (LNP) program (83% of students rated “very useful”). Conclusion Teaching leadership skills poses a significant challenge in curriculum development and requires multifaceted course design elements that resonate with students and engage the practice community. Addressing these requirements results in a high level of student engagement and a desire to continue the development of leadership skills. PMID:19513161

  10. Safety Culture and Senior Leadership Behavior: Using Negative Safety Ratings to Align Clinical Staff and Senior Leadership.

    Science.gov (United States)

    O'Connor, Shawn; Carlson, Elizabeth

    2016-04-01

    This report describes how staff-designed behavior changes among senior leaders can have a positive impact on clinical nursing staff and enhance the culture of safety in a community hospital. A positive culture of safety in a hospital improves outcomes for patients and staff. Senior leaders are accountable for developing an environment that supports a culture of safety. At 1 community hospital, surveys demonstrated that staff members did not view senior leaders as supportive of or competent in creating a culture of safety. After approval from the hospital's institutional review board was obtained, clinical nurses generated and selected ideas for senior leader behavior change. The new behaviors were assessed by a convenience sample survey of clinical nurses. In addition, culture of safety survey results were compared. Risk reports and harm events were also measured before and after behavior changes. The volume of risk and near-miss reports increased, showing that clinical staff were more inclined to report events after senior leader communication, access, and visibility increased. Harm events went down. The culture of safety survey demonstrated an improvement in the senior leadership domain in 4 of 6 units. The anonymous convenience survey demonstrated that staff members recognized changes that senior leaders had made and felt that these changes positively impacted the culture of safety. By developing skills in communication, advocacy, visibility, and access, senior leaders can enhance a hospital's culture of safety and create stronger ties with clinical staff.

  11. Place-based collaboration: Leadership for a changing world

    Directory of Open Access Journals (Sweden)

    Hambleton Robin

    2015-12-01

    Full Text Available Placeless power, meaning the exercise of power by decision-makers who are unconcerned about the impact of their decisions on communities living in particular places, has grown significantly in the last thirty years. A consequence is that societies are becoming more unequal. Even in the wealthy global cities modern capitalism is increasing inequality at a formidable rate. In a new book the author provides an international, comparative analysis of the efforts being made by place-based leaders to create inclusive, sustainable cities. This article draws on the evidence presented in the book to suggest that place-based leaders can play a significant role in advancing social justice, promoting care for the environment and bolstering community empowerment. An opening section introduces the idea of place-based power, providing a context for the subsequent discussion. A second section sets out a new way of conceptualising the roles of place-based leaders in any given context, a framework described as the New Civic Leadership. This distinguishes five different realms of civic leadership. The third section provides an example of place-based leadership in action. It outlines the way local leadership has brought about a remarkable transformation of the central area of Melbourne, Australia. A final section presents a comparative discussion of three themes relating to place-based leadership and local collaboration: (i the changing possibilities for place-based leadership in our rapidly globalising world, (ii the need for outward-facing local government leadership given the changing nature of public policy challenges and (iii the role of place-based leadership in bringing about radical public innovation.

  12. The Relationships between Professors’ Super-Leadership, Self-Leadership, and Career Preparation Behavior in College Students

    Directory of Open Access Journals (Sweden)

    Chul-Ho Bum

    2018-06-01

    Full Text Available The present study investigated the structural relationship among professors’ super-leadership, students’ selfleadership, and students’ career preparation behavior in students majoring in physical education in South Korea. The results of analysis of the fi nal 232 responses using SPSS 23.0 and AMOS 23.0 statistical programs were as follows. The modeling, goal setting, and encouragement and guidance of super-leadership of university physical education professors improved the behavioral strategies of students’ self-leadership. In addition, the modeling and goal setting were found to improve cognitive strategies. Other sub-factors were not statistically signifi cant. Lastly, the behavioral and cognitive strategies of students’ self-leadership increased their career preparation behavior. The results of the present study are expected to be useful not only for professors who guide students but also students in these days of a low youth employment rate.

  13. Development of leadership behaviors in undergraduate nursing students: a service-learning approach.

    Science.gov (United States)

    Foli, Karen J; Braswell, Melanie; Kirkpatrick, Jane; Lim, Eunjung

    2014-01-01

    The purpose of this study was to determine leadership behaviors developed by nursing students and peers before and after a service-learning experience. Nurses have been called to fill growing needs in the health care setting, rendering care to vulnerable and diverse populations in a wide range of organizations. Leadership behaviors are therefore essential. Baccalaureate students (N = 65) completed the Student Leadership Practices Inventory-Self at the beginning and end of the semester. The students also rated peers using the Leadership Practices Inventory-Observer and answered six questions about service-learning. Repeated measures of analysis of variance for pre- and posttests revealed that leadership behaviors improved (p leadership course is an effective approach to the development of leadership behaviors.

  14. The impact of positive and negative intraoperative surgeons' leadership behaviors on surgical team performance.

    Science.gov (United States)

    Barling, Julian; Akers, Amy; Beiko, Darren

    2018-01-01

    The effects of surgeons' leadership on team performance are not well understood. The purpose of this study was to examine the simultaneous effects of transformational, passive, abusive supervision and over-controlling leadership behaviors by surgeons on surgical team performance. Trained observers attended 150 randomly selected operations at a tertiary care teaching hospital. Observers recorded instances of the four leadership behaviors enacted by the surgeon. Postoperatively, team members completed validated questionnaires rating team cohesion and collective efficacy. Multiple regression analyses were computed. Data were analyzed using the complex modeling function in MPlus. Surgeons' abusive supervision was negatively associated with psychological safety (unstandardized B = -0.352, p leadership (unstandardized B = -0.230, p leadership behaviors on intraoperative team performance. Significant effects only surfaced for negative leadership behaviors; transformational leadership did not positively influence team performance. Copyright © 2017 Elsevier Inc. All rights reserved.

  15. Collaborative Professional Development for Distributed Teacher Leadership towards School Change

    Science.gov (United States)

    Sales, Auxiliadora; Moliner, Lidón; Francisco Amat, Andrea

    2017-01-01

    Professional development that aims to build school change capacity requires spaces for collaborative action and reflection. These spaces should promote learning and foster skills for distributed leadership in managing school change. The present study analyses the case of the Seminar for Critical Citizenship (SCC) established by teachers of infant,…

  16. 33 Change Mantra and Leadership Model: Schoolings from Emmy ...

    African Journals Online (AJOL)

    USER

    Change Mantra and Leadership Model- Akowe. 37. Change: According to Webster's New Collegiate Dictionary is “to become or make different; to become something or somebody different. “From this definition, one can deduce that, it means a transformation in one's identity or makeup. This source, again at another level ...

  17. The Role of Leadership Capacity in Sustaining the School Improvement Initiative of Schoolwide Positive Behavior Supports

    Science.gov (United States)

    Combs, Christine; Martin, Barbara N.

    2011-01-01

    This article examines what occurred within schools successfully implementing and sustaining Schoolwide Positive Behavior Supports through the lens of leadership capacity. Leadership capacity, a broad-based, skillful participation in leadership, promotes the capabilities of many organizational members to lead. Researchers used quantitative analysis…

  18. Effects of School Principals' Leadership Behaviors: A Comparison between Taiwan and Japan

    Science.gov (United States)

    Chen, Yi-Gean; Cheng, Jao-Nan; Sato, Mikio

    2017-01-01

    This study is a cross-national research in school leadership behaviors. Research subjects in this study include primary and secondary school teachers in Taiwan and northeastern Japan. By referring to "School leadership of the future," this study summarized that school leadership is working toward a team approach to instruction…

  19. Servant leadership and employee voice behavior: a cross-level investigation in China

    OpenAIRE

    Yan, Aimin; Xiao, Yigui

    2016-01-01

    This study tested the influence and mechanisms of servant leadership on voice behavior, including the mediating role of psychological safety, and the moderating role of supervisor-subordinate Guanxi. Data were collected from 430 civil servants and their immediate supervisors in Changsha, China. Cross-Level investigation revealed that servant leadership had a significant influence on voice behavior, psychological safety mediated the relationship between servant leadership and voice behavior, w...

  20. Servant leadership and employee voice behavior: a cross-level investigation in China.

    Science.gov (United States)

    Yan, Aimin; Xiao, Yigui

    2016-01-01

    This study tested the influence and mechanisms of servant leadership on voice behavior, including the mediating role of psychological safety, and the moderating role of supervisor-subordinate Guanxi. Data were collected from 430 civil servants and their immediate supervisors in Changsha, China. Cross-Level investigation revealed that servant leadership had a significant influence on voice behavior, psychological safety mediated the relationship between servant leadership and voice behavior, while supervisor-subordinate Guanxi negatively moderated the relationship between servant leadership and voice behavior.

  1. Spatially quantifying the leadership effectiveness in collective behavior

    Energy Technology Data Exchange (ETDEWEB)

    Zhang Haitao [State Key Laboratory of Digital Manufacturing Equipment and Technology, Huazhong University of Science and Technology, Wuhan 430074 (China); Wang Ning [Department of Control Science and Engineering, Huazhong University of Science and Technology, Wuhan 430074 (China); Chen, Michael Z Q [Department of Mechanical Engineering, University of Hong Kong, Pok Fu Lam Road, Hong Kong (Hong Kong); Su Riqi; Zhou Tao [Department of Modern Physics, University of Science and Technology of China, Hefei 230026 (China); Zhou Changsong, E-mail: zht@mail.hust.edu.cn, E-mail: cszhou@hkbu.edu.hk, E-mail: zhutou@ustc.edu [Department of Physics, Centre for Nonlinear Studies, and Beijing-Hong Kong-Singapore Joint Centre for Nonlinear and Complex Systems (Hong Kong), Hong Kong Baptist University, Kowloon Tong (Hong Kong)

    2010-12-15

    Among natural biological flocks/swarms or mass social activities, when the collective behavior of the followers has been dominated by the direction or opinion of one leader group, it seems difficult for later-coming leaders to reverse the orientation of the mass followers, especially when they are in quantitative minority. This paper, however, reports a counter-intuitive phenomenon, i.e. Following the Later-coming Minority, provided that the later-comers obey a favorable distribution pattern that enables them to spread their influence to as many followers as possible within a given time and to be dense enough to govern these local followers they can influence directly from the beginning. We introduce a discriminant index to quantify the whole group's orientation under competing leaderships, with which the eventual orientation of the mass followers can be predicted before launching the real dynamical procedure. From the application point of view, this leadership effectiveness index also helps us to design an economical way for the minority later-coming leaders to defeat the dominating majority leaders solely by optimizing their spatial distribution pattern provided that the premeditated goal is available. Our investigation provides insights into effective leadership in biological systems with meaningful implications for social and industrial applications.

  2. Spatially quantifying the leadership effectiveness in collective behavior

    International Nuclear Information System (INIS)

    Zhang Haitao; Wang Ning; Chen, Michael Z Q; Su Riqi; Zhou Tao; Zhou Changsong

    2010-01-01

    Among natural biological flocks/swarms or mass social activities, when the collective behavior of the followers has been dominated by the direction or opinion of one leader group, it seems difficult for later-coming leaders to reverse the orientation of the mass followers, especially when they are in quantitative minority. This paper, however, reports a counter-intuitive phenomenon, i.e. Following the Later-coming Minority, provided that the later-comers obey a favorable distribution pattern that enables them to spread their influence to as many followers as possible within a given time and to be dense enough to govern these local followers they can influence directly from the beginning. We introduce a discriminant index to quantify the whole group's orientation under competing leaderships, with which the eventual orientation of the mass followers can be predicted before launching the real dynamical procedure. From the application point of view, this leadership effectiveness index also helps us to design an economical way for the minority later-coming leaders to defeat the dominating majority leaders solely by optimizing their spatial distribution pattern provided that the premeditated goal is available. Our investigation provides insights into effective leadership in biological systems with meaningful implications for social and industrial applications.

  3. What leadership behaviors were demonstrated by the principal in a high poverty, high achieving elementary school?

    Directory of Open Access Journals (Sweden)

    E. Hayet J. Woods

    2016-12-01

    Full Text Available Examined through the lens of leadership, were the behaviors of a principal as perceived by stakeholders. The following themes emerged: (1 Educating the Whole Child, with the subthemes: (a providing basic needs; (b academic interventions based on achievement data; (c an emphasis on reading; (d extended academic time; and (e relationships; and (2 Synergy of Expectations, with the subthemes: (a consistent student expectations; (b increased staff accountability; and (c community involvement. The researchers found that the principal by demonstrating behaviors as a change agent, a creator of vision, and a provider of necessary support and strategies, rather than adopting numerous programs, the school personnel were able to increase and sustain academic achievement of the students of poverty as well as their peers. Implications for principal practices, along with leadership preparatory programs are significant.

  4. Changes in Leadership Attitudes and Beliefs Associated with the College Experience: A Longitudinal Study

    Science.gov (United States)

    Fischer, Donald V.; Wielkiewicz, Richard M.; Stelzner, Stephen P.; Overland, Maribeth; Meuwissen, Alyssa S.

    2015-01-01

    Incoming first-year college students completed a leadership survey prior to any formal leadership education. These students were reassessed during the spring of their senior year; 386 students completed both surveys. The differential effect of 33 leadership and demographic variables on change in hierarchical and systemic leadership beliefs were…

  5. The Teacher Leadership Process: Attempting Change within Embedded Systems

    Science.gov (United States)

    Cooper, Kristy S.; Stanulis, Randi N.; Brondyk, Susan K.; Hamilton, Erica R.; Macaluso, Michael; Meier, Jessica A.

    2016-01-01

    This embedded case study examines the leadership practices of eleven teacher leaders in three urban schools to identify how these teacher leaders attempt to change the teaching practice of their colleagues while working as professional learning community leaders and as mentors for new teachers. Using a theoretical framework integrating complex…

  6. A Distributed Leadership Change Process Model for Higher Education

    Science.gov (United States)

    Jones, Sandra; Harvey, Marina

    2017-01-01

    The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the…

  7. Complex Adaptive Schools: Educational Leadership and School Change

    Science.gov (United States)

    Kershner, Brad; McQuillan, Patrick

    2016-01-01

    This paper utilizes the theoretical framework of complexity theory to compare and contrast leadership and educational change in two urban schools. Drawing on the notion of a complex adaptive system--an interdependent network of interacting elements that learns and evolves in adapting to an ever-shifting context--our case studies seek to reveal the…

  8. The Relationship between Spiritual Leadership and Organizational Citizenship Behaviors: A Research on School Principals' Behaviors

    Science.gov (United States)

    Kaya, Ahmet

    2015-01-01

    This study aimed to examine the relationship between Spiritual Leadership and the dimensions of Organizational Citizenship Behaviors (OCB) of school principals from the perspectives of primary school teachers. A quantitative survey was performed on a sample of teachers (N = 383) from primary schools to study the influence of spiritual leadership…

  9. When does self-sacrificial leadership motivate prosocial behavior? It depends on followers' prevention focus.

    Science.gov (United States)

    De Cremer, David; Mayer, David M; van Dijke, Marius; Bardes, Mary; Schouten, Barbara C

    2009-07-01

    In the present set of studies, the authors examine the idea that self-sacrificial leadership motivates follower prosocial behavior, particularly among followers with a prevention focus. Drawing on the self-sacrificial leadership literature and regulatory focus theory, the authors provide results from 4 studies (1 laboratory and 3 field studies) that support the research hypothesis. Specifically, the relationship between self-sacrificial leadership and prosocial behavior (i.e., cooperation, organizational citizenship behavior) is stronger among followers who are high in prevention focus. Implications for the importance of taking a follower-centered approach to leadership are discussed.

  10. RESEARCH OF RELATIONSHIP BETWEEN LEADERSHIP BEHAVIORS OF MANAGERS AND ORGANIZATIONAL COMMITMENT OF EMPLOYEES USING STATISTICAL METHODS

    Directory of Open Access Journals (Sweden)

    Aydoğan Durmuş

    2016-08-01

    Full Text Available In this study conducted to research the relationship between leadership behaviors of managers between organizational commitment of employees, a survey has been applied to 155 employees who work in 3 companies in Istanbul province. To measure organizational commitment of employees: "Organizational Commitment Scale" developed by Meyer, Allen ve Smith ; to measure leadership behaviors:" Leadership Behaviors Inventory" of Kent and "Multidimensional Leadership Problems" titled survey forms have been examined and leadership behavior scale which is often used in researches and has been created developing leadership behavior questions based on "Behavioral Repertoire of Leaders" of  Goleman. The data collected by the survey were evaluated by entering into SPSS 22 software. As a result of the application; it has been found that, as autocratic, visionary,  participating and leadership behaviors of managers strengthen, attendance to corporation and normative commitment of employees increase, as educational and relationship oriented behaviors of managers strengthen, attendance to corporation and normative commitment of employees strengthens. As overall satisfaction level of employees with leadership behavior of managers increases, their attendance and normative commitment to organization increased as well.

  11. A Thematic Analysis of Self-described Authentic Leadership Behaviors Among Experienced Nurse Executives.

    Science.gov (United States)

    Alexander, Catherine; Lopez, Ruth Palan

    2018-01-01

    The aim of this study is to understand the behaviors experienced nurse executives use to create healthy work environments (HWEs). The constructs of authentic leadership formed the conceptual framework for the study. The American Association of Critical-Care Nurses recommends authentic leadership as the preferred style of leadership for creating and sustaining HWEs. Behaviors associated with authentic leadership in nursing are not well understood. A purposive sample of 17 experienced nurse executives were recruited from across the United States for this qualitative study. Thematic analysis was used to analyze the in-depth, semistructured interviews. Four constructs of authentic leaders were supported and suggest unique applications of each including self-awareness (a private and professional self), balanced processing (open hearted), transparency (limiting exposure), and moral leadership (nursing compass). Authentic leadership may provide a sound foundation to support nursing leadership practices; however, its application to the discipline requires additional investigation.

  12. Relationship between perceived organizational support, leadership behavior, and job satisfaction: An empirical study in Iran

    Directory of Open Access Journals (Sweden)

    Zainal Ariffin Ahmad

    2010-10-01

    Full Text Available As the second largest producer of cement after Egypt in the Middle East, Iran planned to increase production from 33 million ton/yr (Mt/yr currently to 70 Mt/yr by 2021 due to increase in local demand and also to compete in export markets (Dehqan, 2002. Thus, Iran is experiencing some changes in workforce participation in order to achieve high level of organisational performance and effectiveness. The objective of this study is to determine the impact of leadership behavior and perceived organisational support on the job satisfaction of Iranian employees. Data were collected through questionnaire from 136 employees working in Tehran Cement Company. Consideration leadership behavior was found to have significant impact on both intrinsic and extrinsic job satisfaction whereas perceived organisational support was significantly related to extrinsic job satisfaction. Interestingly, the interaction of leadership behavior and perceived organisational support were not significantly related to job satisfaction. The implications to human resource development for organizations that want to increase employee commitment is to focus on improving the quality of the supportive relationships between the employees and both the leader and the organisation.

  13. Relationship between the Instructional Leadership Behaviors of High School Principals and Teachers' Organizational Commitment

    Science.gov (United States)

    Sarikaya, Nuray; Erdogan, Çetin

    2016-01-01

    The purpose of the current study is to investigate the relationship between the instructional leadership behaviors of high school principals and teachers' perceptions of organizational commitment and to test the extent to which instructional leadership behaviors predict organizational commitment. The study is designed in relational method. The…

  14. An Analysis of the Relationship of Perceived Principal Instructional Leadership Behaviors and Student Academic Achievement

    Science.gov (United States)

    Schindler, Kerry Andrew

    2012-01-01

    The primary purpose of the present study was to determine if a relationship existed between perceived instructional leadership behaviors of high school principals and student academic achievement. A total of 124 principals and 410 teachers representing 75 high school campuses completed the School Leadership Behaviors Survey (SLBS), an instrument…

  15. Leading in the Middle: Leadership Behaviors of Middle Level Principals that Promote Student Achievement

    Science.gov (United States)

    Minus, Eric L.

    2010-01-01

    This study sought to investigate the relationship between middle school principals' instructional leadership behaviors and student achievement. In particular, this study investigated the specific principal leadership behaviors of middle level principals that promote student achievement in school. A secondary variable for consideration was student…

  16. A Study of Self-Perceived Transformational Leadership Behaviors of Special Education Directors

    Science.gov (United States)

    Williams, Kristen E.

    2014-01-01

    The special education director is responsible for a myriad of responsibilities related to the education of students with disabilities. Little is known about the leadership behaviors associated with this position. Considerable research has been done to document the many benefits of transformational leadership behaviors on organizational climate and…

  17. Improving Instructional Leadership Behaviors of School Principals by Means of Implementing Time Management Training Sessions

    Science.gov (United States)

    Su, Yu

    2013-01-01

    The No Child Left Behind Act of 2001 increases school accountability and requires educators to improve student academic outcomes using evidence-based practice. One factor that contributes to desirable school outcomes is principals' instructional leadership behaviors. Principals who allocate more time to instructional leadership behaviors are more…

  18. Mentoring, Leadership Behaviors, and Career Success, of African American Female Faculty and Administrators in Higher Education

    Science.gov (United States)

    Adedokun, Aderemi D.

    2014-01-01

    The purpose of this quantitative study is to examine the relationship between the variables of career mentoring, leadership behaviors, and career success of African American female faculty and administrators in higher education positions. The aim is to determine whether mentoring is related to leadership behavior and career success of African…

  19. Comparisons of Conceptual Preference for Cultural and Leadership Behavior in an Information Technology Organization

    Science.gov (United States)

    Valley, Amina B.

    2009-01-01

    The primary focus of the research study conducted was to analyze the predictive leadership behaviors of Southern Asian and United States individuals in the information technology career field. This research validates the leadership traits and behaviors of information technology types of United States individuals that enhance the impact of…

  20. Distributive Leadership Style: A New Approach for Spontaneous Behaviors in Hospitals

    Directory of Open Access Journals (Sweden)

    Mehrnoosh Jafari

    2017-09-01

    Conclusion: Considering the significant correlation between distributive leadership style and organizational citizenship behavior, hospitals can improve their employees' behavior significantly. This can be achieved by supporting individual- and team- works and giving employees more power.

  1. The Changing Research Context: Implications for Leadership

    Science.gov (United States)

    Billot, Jennie

    2011-01-01

    Within the changing tertiary environment, research activity and performance are coming under greater pressure and scrutiny. External policy and funding directives are resulting in revised institutional objectives, requiring variations to organisational structures and processes. These changes have an impact on the relationship between the…

  2. Transformational leadership and organizational citizenship behavior: Modeling emotional intelligence as mediator

    Directory of Open Access Journals (Sweden)

    Majeed Nauman

    2017-12-01

    Full Text Available Leadership and organizational citizenship behavior (OCB stayed at pinnacle in the arena of organizational behavior research since decades and has attained significant consideration of scholars pursuing to define multifaceted dynamics of leadership and their influence on follower’s behavior at work. The voluntary behavior of Organizational citizenship improves organizational effectiveness, and it goes beyond formal job duties. This study attempts to explore the association amongst transformational leadership and organizational citizenship behavior of teachers in public sector higher education institutions in Pakistan. Study of organizational citizenship behavior in educational organizations and academicians is of high value that definitely requires attention. This study examines the direct and indirect influence of transformational leadership through exploring the mediating role of emotional intelligence. The model was tested by employing structural equation modelling technique on survey responses collected from academicians. Results from 220 responses indicated that relationship between transformational leadership and Organizational Citizenship Behavior is statistically significant where Emotional Intelligence plays an important role as a mediator. The results support and add to the positive effects of transformational leadership style interconnected with extra role behavior at work making it more meaningful. The findings make a significant contribution to leadership and organizational behavior literature in higher education sector and propose that organizations should implement practices that help in enhancing the level of organizational citizenship behavior in organizations.

  3. Association of health professional leadership behaviors on health promotion practice beliefs.

    Science.gov (United States)

    Stone, Jacqueline D; Belcher, Harolyn M E; Attoh, Prince; D'Abundo, Michelle; Gong, Tao

    2017-04-01

    Leadership is a process by which an individual influences a group or individual to achieve a common goal, in this case health promotion for individuals with disabilities. (1) To examine the association between the transformational leadership behaviors of the Association of University Centers on Disabilities (AUCD) network professionals and their practice beliefs about health promotion activities, specifically cardiovascular fitness and healthy weight, for people with disabilities. (2) To determine if discipline and/or years of practice moderate the association between transformational leadership behaviors and practice beliefs regarding health promotion. There is a positive association between transformational leadership behaviors and health professionals practice beliefs regarding health promotion activities for persons with disabilities. A quantitative cross-sectional web-based survey design was used to determine the association between leadership behaviors and practices beliefs regarding health promotion for people with disabilities. The Multifactor Leadership Questionnaire and an adapted version of the Role of Health Promotion in Physical Therapy Survey were used to measure leadership and practice beliefs, respectively. Multiple regression analysis was applied to determine the association of leadership behaviors with health promotion practice beliefs variables. Transformational leadership behaviors of the AUCD network professionals were positively associated with health promotion practice beliefs about cardiovascular fitness for people with disabilities. Years post licensure and discipline did not moderate the association between transformational leadership and practice beliefs regarding health promotion. Transformational leadership may facilitate health professionals' health promotion practices for people with disabilities. Further research and training in leadership is needed. Copyright © 2017 Elsevier Inc. All rights reserved.

  4. Nature vs nurture: are leaders born or made? A behavior genetic investigation of leadership style.

    Science.gov (United States)

    Johnson, A M; Vernon, P A; McCarthy, J M; Molson, M; Harris, J A; Jang, K L

    1998-12-01

    With the recent resurgence in popularity of trait theories of leadership, it is timely to consider the genetic determination of the multiple factors comprising the leadership construct. Individual differences in personality traits have been found to be moderately to highly heritable, and so it follows that if there are reliable personality trait differences between leaders and non-leaders, then there may be a heritable component to these individual differences. Despite this connection between leadership and personality traits, however, there are no studies of the genetic basis of leadership using modern behavior genetic methodology. The present study proposes to address the lack of research in this area by examining the heritability of leadership style, as measured by self-report psychometric inventories. The Multifactor Leadership Questionnaire (MLQ), the Leadership Ability Evaluation, and the Adjective Checklist were completed by 247 adult twin pairs (183 monozygotic and 64 same-sex dizygotic). Results indicated that most of the leadership dimensions examined in this study are heritable, as are two higher level factors (resembling transactional and transformational leadership) derived from an obliquely rotated principal components factors analysis of the MLQ. Univariate analyses suggested that 48% of the variance in transactional leadership may be explained by additive heritability, and 59% of the variance in transformational leadership may be explained by non-additive (dominance) heritability. Multivariate analyses indicated that most of the variables studied shared substantial genetic covariance, suggesting a large overlap in the underlying genes responsible for the leadership dimensions.

  5. Leadership in academic and public libraries a time of change

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    Düren, Petra

    2013-01-01

    In a time when libraries have to face constant change, this book provides examples and advises on how to lead when change is needed (for example, when quality management is implemented or when libraries have to merge or to relocate). Engaging with how constant change affects leadership in libraries and how leaders in libraries act in times of change, this book is aimed at practitioners and students of Library and Information Science (LIS) alike, and is based on both theory and expert interviews from leaders in academic and public libraries that are in the midst, or are now coming out of a proc

  6. The Social Change Model as Pedagogy: Examining Undergraduate Leadership Growth

    Science.gov (United States)

    Buschlen, Eric; Dvorak, Robert

    2011-01-01

    Understanding whether leadership can be learned is important as many colleges and universities attempt to develop future leaders through a variety of programmatic efforts. Historic leadership research argues leadership is an innate skill. While contemporary leadership research tends to argue that leadership can be learned. The purpose of this…

  7. Lost in Translation? Emotional Intelligence, Affective Economies, Leadership and Organizational Change

    Science.gov (United States)

    Blackmore, Jill

    2011-01-01

    Not until the late 1990s did the rational/emotional binary embedded in mainstream literature on educational leadership and management come under challenge. Now the emotional dimensions of organisational change and leadership are widely recognised in the leadership, organisational change and school improvement literature. However, the dissolution…

  8. Collaborative Leadership as a Catalyst for Change

    Science.gov (United States)

    Davenport, Allan; Mattson, Kristen

    2018-01-01

    In the spring of 2015, Dr. Karen Sullivan, superintendent of Indian Prairie School District 204 in Aurora, Illinois, signed the Alliance for Excellent Education's Future Ready Pledge, "making a firm commitment to implementing meaningful changes toward a digital learning transition that supports teachers, and addresses the district's vision…

  9. South Asian Water (SAWA) Leadership Program on Climate Change ...

    International Development Research Centre (IDRC) Digital Library (Canada)

    South Asian Water (SAWA) Leadership Program on Climate Change. Selon le cinquième rapport du Groupe d'experts intergouvernemental sur l'évolution du climat, les principaux risques en Asie du Sud seraient une augmentation du débordement des rivières, des inondations côtières et des inondations en milieu urbain ...

  10. Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration

    Science.gov (United States)

    Sousa, Milton; Van Dierendonck, Dirk

    2016-01-01

    The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership. PMID:26779104

  11. Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration.

    Science.gov (United States)

    Sousa, Milton; Van Dierendonck, Dirk

    2015-01-01

    The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership.

  12. Matchmaking in organizational change : does every employee value participatory leadership? An empirical study

    OpenAIRE

    Rogiest, Sofie; Segers, Jesse; Witteloostuijn, van, Arjen

    2018-01-01

    Abstract: Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be contingent on employees orientation toward leadership. In our empirical study in two police organizations, we find evidence that followers orientation toward leadership is a useful inter...

  13. Effective Leadership of Surgical Teams: A Mixed Methods Study of Surgeon Behaviors and Functions.

    Science.gov (United States)

    Stone, Juliana L; Aveling, Emma-Louise; Frean, Molly; Shields, Morgan C; Wright, Cameron; Gino, Francesca; Sundt, Thoralf M; Singer, Sara J

    2017-08-01

    The importance of effective team leadership for achieving surgical excellence is widely accepted, but we understand less about the behaviors that achieve this goal. We studied cardiac surgical teams to identify leadership behaviors that best support surgical teamwork. We observed, surveyed, and interviewed cardiac surgical teams, including 7 surgeons and 116 team members, from September 2013 to April 2015. We documented 1,926 surgeon/team member interactions during 22 cases, coded them by behavior type and valence (ie, positive/negative/neutral), and characterized them by leadership function (conductor, elucidator, delegator, engagement facilitator, tone setter, being human, and safe space maker) to create a novel framework of surgical leadership derived from direct observation. We surveyed nonsurgeon team members about their perceptions of individual surgeon's leadership effectiveness on a 7-point Likert scale and correlated survey measures with individual surgeon profiles created by calculating percentage of behavior types, leader functions, and valence. Surgeon leadership was rated by nonsurgeons from 4.2 to 6.2 (mean, 5.4). Among the 33 types of behaviors observed, most interactions constituted elucidating (24%) and tone setting (20%). Overall, 66% of interactions (range, 43%-84%) were positive and 11% (range, 1%-45%) were negative. The percentage of positive and negative behaviors correlated strongly (r = 0.85 for positive and r = 0.75 for negative, p leadership. Facilitating engagement related most positively (r = 0.80; p = 0.03), and negative forms of elucidating, ie, criticism, related most negatively (r = -0.81; p = 0.03). We identified 7 surgeon leadership functions and related behaviors that impact perceptions of leadership. These observations suggest actionable opportunities to improve team leadership behavior. Copyright © 2017 The Authors. Published by Elsevier Inc. All rights reserved.

  14. Developing Sustainable Workplaces with Leadership: Feedback about Organizational Working Conditions to Support Leaders in Health-Promoting Behavior

    Directory of Open Access Journals (Sweden)

    Paul Jiménez

    2017-10-01

    Full Text Available Organizations should support leaders in promoting their employees’ health in every possible way to achieve a sustainable workplace. A good way to support leaders could include getting feedback about their health-promoting behavior from their employees. The present study introduces an instrument (Health-Promoting Leadership Conditions; HPLC that enables the provision of feedback about the leaders’ efforts to create health-promoting working conditions in seven key aspects: health awareness, workload, control, reward, community, fairness and value-fit. The instrument was used in employee surveys and in an online study, obtaining a sample of 430 participants. The results showed that all seven key aspects of health-promoting leadership can be assigned to a main factor of health-promoting leadership. In addition, the HPLC shows high construct validity with dimensions of stress, resources and burnout (Recovery-Stress- Questionnaire for Work [RESTQ-Work] and Maslach Burnout Inventory General Survey [MBI-GS]. The results indicate that the HPLC can be used as a basis on which to assess health-promoting leadership behavior with a focus on changing working conditions. By getting feedback about their leadership behavior from their employees, leaders can identify their potential and fields for improvement for supporting their employees’ health and developing a sustainable workplace.

  15. Organizational leadership: motives and behaviors of leaders in current organizations.

    Science.gov (United States)

    Martí, Margarita; Gil, Francisco; Barrasa, Angel

    2009-05-01

    Organizational leadership is fundamental for the working and development of current organizations. It helps members of an organization to face transcendental challenges. One of the fundamental aspects of leaders is their personal characteristics and behaviour as perceived by their co-workers. Although research has established a relationship between these components, findings have failed to come up with any congruent evidence and further to this the organizations and contexts used are from several decades ago. This article, which forms part of the international GLOBE project, analyses the relationship between motives and behaviour as perceived by co-workers in organizations, using quantitative and qualitative methods and including technological innovations. Using samples from 40 corporate directors and 84 of their co-workers, from different companies, it confirms how the main motives of leaders (power, affiliation and achievement) are related to different behavioral patterns (power to authoritarian, non-dependent and non-social-skill behaviours; affiliation to relationship and dependent behaviors, and achievement to proactive behaviors). It discusses the results with relation to traditional research and suggests practical measures and proposals for future investigations in this area.

  16. Scaling Climate Change Communication for Behavior Change

    Science.gov (United States)

    Rodriguez, V. C.; Lappé, M.; Flora, J. A.; Ardoin, N. M.; Robinson, T. N.

    2014-12-01

    Ultimately, effective climate change communication results in a change in behavior, whether the change is individual, household or collective actions within communities. We describe two efforts to promote climate-friendly behavior via climate communication and behavior change theory. Importantly these efforts are designed to scale climate communication principles focused on behavior change rather than soley emphasizing climate knowledge or attitudes. Both cases are embedded in rigorous evaluations (randomized controlled trial and quasi-experimental) of primary and secondary outcomes as well as supplementary analyses that have implications for program refinement and program scaling. In the first case, the Girl Scouts "Girls Learning Environment and Energy" (GLEE) trial is scaling the program via a Massive Open Online Course (MOOC) for Troop Leaders to teach the effective home electricity and food and transportation energy reduction programs. The second case, the Alliance for Climate Education (ACE) Assembly Program, is advancing the already-scaled assembly program by using communication principles to further engage youth and their families and communities (school and local communities) in individual and collective actions. Scaling of each program uses online learning platforms, social media and "behavior practice" videos, mastery practice exercises, virtual feedback and virtual social engagement to advance climate-friendly behavior change. All of these communication practices aim to simulate and advance in-person train-the-trainers technologies.As part of this presentation we outline scaling principles derived from these two climate change communication and behavior change programs.

  17. Leadership

    OpenAIRE

    Eagly, A. H.; Antonakis, J.

    2015-01-01

    In this chapter, we review leadership research, with special attention to the questions that psychologists have addressed. Our presentation emphasizes that the phenomena of leadership can be predicted by a wide range of situational, social, and individual differences factors. Although not organized into a single, coherent theory, these bodies of knowledge are sufficiently related that we are able to piece together a moderately cohesive picture of leadership. This emergent understanding derive...

  18. Leadership

    Science.gov (United States)

    2003-04-07

    USAWC STRATEGY RESEARCH PROJECT LEADERSHIP by LIEUTENANT COLONEL RONALD D. JOHNSON United States Army Colonel David R. Brooks Project Advisor The...TITLE AND SUBTITLE Leadership Unclassified 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) Johnson, Ronald D. ; Author... Leadership FORMAT: Strategy Research Project DATE: 07 April 2003 PAGES: 28 CLASSIFICATION: Unclassified This SRP shows that values and ethics are essential

  19. Leadership behaviors of athletic training leaders compared with leaders in other fields.

    Science.gov (United States)

    Laurent, Timothy G; Bradney, Debbie A

    2007-01-01

    Athletic trainers are in positions of leadership. To determine self-reported leadership practices of head athletic trainers (HATCs) and program directors (PDs). Cross-sectional study. Respondents' academic institutions. A total of 238 athletic training leaders completed the Leadership Practices Inventory. Of these, 50.4% (n = 120) were HATCs and 49.6% (n = 118) were PDs; 69.3% (n = 165) were men and 30.7% (n = 73) were women; almost all respondents (97.1%, n = 231) were white. Respondents typically reported having 11 to 15 years of experience as an athletic trainer (n = 57, 23.9%) and being between the ages of 30 and 39 years (n = 109, 45.8%). Categories of leadership behaviors (ie, Model, Inspire, Challenge, Encourage, and Enable) were scored from 1 (almost never) to 10 (almost always). Item scores were summed to compute mean category scores. We analyzed demographic information; used t ratios to compare the data from athletic training leaders (PDs and HATCs) with normative data; compared sex, age, position, ethnicity, and years of experience with leadership practices; and computed mean scores. Athletic training leaders reported using leadership behaviors similar to those of other leaders. The PDs reported using inspiring, challenging, enabling, and encouraging leadership behaviors more often than did the HATCs. No differences were found by ethnicity, age, years of experience, or leadership practices. Athletic training leaders are transformational leaders. Athletic training education program accreditation requirements likely account for the difference in leadership practices between PDs and HATCs.

  20. The Effect of the Servant Leadership on Organizational Citizenship Behavior: Case Study of a University

    Directory of Open Access Journals (Sweden)

    Cem GÜÇEL

    2012-01-01

    Full Text Available The aim of this study is to examine the effectsofservant leadershiponorganizational citizenship behaviors. For this aim,firstly, theservant leadership,then organizational citizenship behaviorsare explained. In the application part,aquestionnaire including the measures of theservant leadership andorganizationalcitizenship behaviors is distributed to employees of one of the leadingprivateuniversitiesinTurkey and the data were assessed by statistical analysis methods.Finally, it isfoundthat there is a positive relationshipbetweenservant leadershipandorganizational citizenship behaviors.

  1. The Research on the Impact of Management Level's Charismatic Leadership Style on Miners' Unsafe Behavior.

    Science.gov (United States)

    Li, Hongxia; Di, Hongxi; Tian, Shuicheng; Li, Jian

    2015-01-01

    The aim of this study is research the impact of management level's charismatic leadership style on miners' unsafe behavior by using the questionnaires on charismatic leadership style, safety attitude and the miners' unsafe behavior measurement to investigate 200 employees in Shen Dong Company. The research results suggest that management level's charismatic leadership style have very important influence on miners' unsafe behavior and the influence is affected by the safety attitude which is the intermediary function. In the end, this study propose advice on how to improve the coal mine enterprise managers charismatic leadership style in the coal mine enterprise's safety management work, including attach great importance to a variety of incentive methods, set up safety moral models, practice of inductive leadership concept, create a good atmosphere of safety, etc for reference for coal mining enterprises.

  2. An Assessment of the Perceived Instructional Leadership Behaviors of Assistant Principals

    Science.gov (United States)

    Atkinson, Ronald E., Jr.

    2013-01-01

    This study examined the extent to which the role of the assistant principal is perceived to include instructional leadership behaviors. Specifically, this study compared the perceptions of instructional leadership practices of elementary, middle, and high school assistant principals from the perspectives of assistant principals, principals, and…

  3. An Examination of Self-Perceived Transformational Leadership Behaviors of Texas Superintendents

    Science.gov (United States)

    Fenn, Walter Lloyd; Mixon, Jason

    2011-01-01

    This study examined self-perceived transformational leadership behaviors among Texas superintendents. The purpose of this study was to examine if relationships existed between superintendents' self-perceived transformational leadership style, district size, teaching, principal, and superintendent years of experience. A review of the literature…

  4. Introducing a short measure of shared servant leadership impacting team performance through team behavioral integration

    NARCIS (Netherlands)

    M. Sousa (Milton); D. van Dierendonck (Dirk)

    2016-01-01

    textabstractThe research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to

  5. When does self-sacrificial leadership motivate prosocial behavior? It depends on followers’ prevention focus

    NARCIS (Netherlands)

    de Cremer, D.; Mayer, D.M.; van Dijke, M.; Schouten, B.C.; Bardes, M.

    2009-01-01

    In the present set of studies, the authors examine the idea that self-sacrificial leadership motivates follower prosocial behavior, particularly among followers with a prevention focus. Drawing on the self-sacrificial leadership literature and regulatory focus theory, the authors provide results

  6. Building Social Change Oriented Leadership Capacity Among Student Organizations: Developing Students and Campuses Simultaneously.

    Science.gov (United States)

    Kezar, Adrianna; Acuña Avilez, Arely; Drivalas, Yianna; Wheaton, Marissiko M

    2017-09-01

    This chapter highlights nontraditional forms of leadership development in student organizations. Using the social change model for leadership as a framework, the authors discuss the ways in which collectivist and activist approaches can result in similar skills obtained through traditional forms of leadership development. © 2017 Wiley Periodicals, Inc., A Wiley Company.

  7. The Relation of Physics Teachers' Leadership with Burnout Levels and Attitudes towards Change. Turkey Case

    Science.gov (United States)

    Tortop, Hasan Said

    2012-01-01

    Nowadays, leadership concept has changed into ability to work with team behaviour from doing something alone It is inevitable that school managements include their teachers to the leadership concept. Leadership of physics teachers who educate necessary individuals for developing society in views of technologically and scientifically is important.…

  8. Leadership in New Hampshire Independent Schools: An Examination of Trust and Openness to Change

    Science.gov (United States)

    D'Entremont, John P.

    2016-01-01

    The study of leadership is extensive in business and public education. Research on headmaster leadership in private schools is limited. This mixed methods study aimed to determine if exemplary private school headmaster leadership practices builds faculty trust creating an openness to change. The sample in the study consisted of five National…

  9. Leadership

    OpenAIRE

    anonymous

    2001-01-01

    Leadership in a community of 30,000 offers lessons to all of us on vision, responsibility and character. See how the leaders of Garden City, Kansas deal with challenges that many communities face. This issue also provides information about leadership and Community Affairs resources.

  10. Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate

    OpenAIRE

    Lei Qi; Bing Liu

    2017-01-01

    As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. ...

  11. The relationship between the principals’ leadership styles and their efficacy in change management

    Directory of Open Access Journals (Sweden)

    Yusuf İNANDI

    2016-04-01

    Full Text Available In this study, the relationship between principles’ efficacy in change management and their democratic and autocratic leadership styles are examined. The data in the research were collected from 231 teachers and 49 principals working in the central districts of Mersin, Turkey. According to the results obtained, there is a significant difference between teachers’ and principals’ views about principals’ efficacy in change management and their leadership styles. While principals define their leadership style as one of democratic leadership, teachers define their principles’ leadership style as autocratic. Also, a positive relation at the middle level is observed between all the dimensions of principals’ efficacy in change management and their democratic leadership styles. According to the results of regression analysis to understand the degree of the relation, democratic leadership style applied by the principals very much determines the dimensions of their efficacy in change management.

  12. Principals' Perceptions of Their Instructional Leadership Behaviors in Jewish Day Schools: A Quantitative and Qualitative Study

    Science.gov (United States)

    Sasson, Devorah Grosser

    2016-01-01

    This study examined principals' perceptions of their instructional leadership behavior. It incorporates a mixed-methodology and explored principals' perceptions of instructional leadership as defined by Hallinger and Murphy (1985). The perceptions of male and female principals' instructional leadership behaviors were compared. In addition, other…

  13. Assessing the Possibility of Leadership Education as Psychosocial-Based Problem Behavior Prevention for Adolescents: A Review of the Literature

    Science.gov (United States)

    Caputi, Theodore L.

    2017-01-01

    The purpose of this review is to examine theoretical connections between adolescent leadership education and problem behavior prevention. Both the problem behavior prevention literature and the leadership education literature were reviewed for studies pertaining to the development of psychosocial traits. In the leadership education literature this…

  14. The Effects of Principal's Transformational Leadership Behaviors on Teacher Leadership Development and Teacher Self Efficacy

    Science.gov (United States)

    Espinoza, Socorro M.

    2013-01-01

    Leadership has been identified as an essential ingredient of educational reform aiming to ensure that every student gets the education they need to succeed in an era of high accountability. Transformational leadership in the educational context is conceptualized as a process of building commitment to meet the challenges faced by professionals in…

  15. The impact of culture and gender on leadership behavior: Higher education and management perspective

    Directory of Open Access Journals (Sweden)

    Muhammad Imran Qureshi

    2011-10-01

    Full Text Available The study of culture, gender and leadership behavior has received much interest from researchers during the last three decades. This paper attempts to propose a conceptual framework consisting three human resource management (HRM practices (culture, gender and leadership styles and to explain the relationship among these variables. Culture plays an important role to adopt different leadership styles because it influences the way in which individuals, groups and teams interact with each other and cooperate to achieve organizational goals. The seven cultural elements are measured in the current study i.e., i member identity ii rewards criteria iii team emphasis iv means-end orientation v control vi unit integration and vii risk/ conflict tolerance. Results show that the culture has a significant influence on male leaders to adopt different leadership styles, but female leaders likely participative in their leadership positions and try to adopt democratic leadership in different cultures.

  16. Leadership Epistemology

    Science.gov (United States)

    Bogenschneider, Bret N.

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation…

  17. Strong leadership and teamwork drive culture and performance change: Ohio State University Medical Center 2000-2006.

    Science.gov (United States)

    Sanfilippo, Fred; Bendapudi, Neeli; Rucci, Anthony; Schlesinger, Leonard

    2008-09-01

    Several characteristics of academic health centers have the potential to create high levels of internal conflict and misalignment that can pose significant leadership challenges. In September 2000, the positions of Ohio State University (OSU) senior vice president for health sciences, dean of the medical school, and the newly created position of chief executive officer of the OSU Medical Center (OSUMC) were combined under a single leader to oversee the OSUMC. This mandate from the president and trustees was modeled after top institutions with similar structures. The leader who assumed the role was tasked with improving OSUMC's academic, clinical, and financial performance. To achieve this goal, the senior vice president and his team employed the service value chain model of improving performance, based on the premise that leadership behavior/culture drives employee engagement/satisfaction, leading to customer satisfaction and improved organizational performance. Implementing this approach was a seven-step process: (1) selecting the right leadership team, (2) assessing the challenges and opportunities, (3) setting expectations for performance and leadership behavior, (4) aligning structures and functions, (5) engaging constituents, (6) developing leadership skills, and (7) defining strategies and tracking goals. The OSUMC setting during this period provides an observational case study to examine how these stepwise changes, instituted by strong leadership and teamwork, were able to make and implement sound decisions that drove substantial and measurable improvements in the engagement and satisfaction of faculty and staff; the satisfaction of students and patients; and academic, clinical, and financial performance.

  18. Effective strategies for behavior change.

    Science.gov (United States)

    Coleman, Mary Thoesen; Pasternak, Ryan H

    2012-06-01

    Strategies that are most effective in both prevention and management of chronic disease consider factors such as age, ethnicity, community, and technology. Most behavioral change strategies derive their components from application of the health belief model, the theory of reasoned action/theory of planned behavior, transtheoretical model, and social cognitive theory. Many tools such as the readiness ruler and personalized action plan form are available to assist health care teams to facilitate healthy behavior change. Primary care providers can support behavior changes by providing venues for peer interventions and family meetings and by making new partnerships with community organizations. Copyright © 2012 Elsevier Inc. All rights reserved.

  19. School Leadership and Educational Change: Tools and Practices in Shared School Leadership Development

    Science.gov (United States)

    Hauge, Trond Eiliv; Norenes, Svein Olav; Vedøy, Gunn

    2014-01-01

    This study examines the features of school leadership as it evolved in an upper secondary school attempting to enhance school improvement through a dedicated team of developmental leaders. We study the team leadership's tools and design over one school year and report on the evolution of a collective approach to leadership for school…

  20. Change and Innovation Leadership in an Industrial Digital Environment

    Directory of Open Access Journals (Sweden)

    Steude Dietrich H.

    2017-12-01

    Full Text Available With the high pace of digital innovation processes the risk of digital disruption increases for industrial companies. However, the progress in industrial digitalization accelerates the decision processes and relieves management from routine work. It gives room for creative management challenges like change and innovation processes. Team-oriented methods like Design Thinking are becoming a crucial part of the innovation culture. Industrial leadership must find current ways that are linked to creativity and to a coordinated human interaction. The article ties together the relevant literature and innovative ideas of digital tools, agile methodology and consequences for a flexible organizational structure.

  1. IDENTIFYING TOXIC LEADERSHIP BEHAVIORS AND TOOLS TO FACILITATE THEIR DISCOVERY

    Science.gov (United States)

    2016-01-31

    generic traits that describe toxic leadership. Broad characteristics of narcissism and cynicism are further reduced to descriptors of selfishness...abuse and tyranny. The persistent abusiveness, authoritarianism, narcissism and unpredictability can be displayed in two categories of toxicity...retention failure to the toxic leadership climate. These leaders are maladjusted, emphasizing narcissism and authoritarianism.25 The primary indicators of

  2. Principal Instructional Leadership Behaviors: Teacher vs. Self-Perceptions

    Science.gov (United States)

    Gurley, D. Keith; Anast-May, Linda; O'Neal, Marcia; Dozier, Randy

    2016-01-01

    In response to ever-increasing accountability of school principals to demonstrate higher levels of student achievement, instructional leadership continues to be an important focus among educational researchers. In this paper, researchers briefly review the literature base regarding instructional leadership, then present the conceptual framework…

  3. Successful female leaders empower women's behavior in leadership tasks

    NARCIS (Netherlands)

    Latu, I.M.; Schmid Mast, M.; Lammers, J.; Bombari, D.

    2013-01-01

    Women are less likely than men to be associated with leadership, and the awareness of this stereotype may undermine women's performance in leadership tasks. One way to circumvent this stereotype threat is to expose women to highly successful female role models. Although such exposures are known to

  4. RELATIONSHIP BETWEEN THE LEADERSHIP BEHAVIORS AND ORGANIZATIONAL TRUST AND ORGANIZATIONAL JUSTICE

    OpenAIRE

    YILMAZ, Kürşad; ALTINKURT, Yahya

    2014-01-01

    This paper examined the relationships between the school administrators’ leadership behavior and teachers’ perceptions of organizational trust, and organizational justice. The sample of the survey model study consists of 271 high school teachers in the province of Kutahya in Turkey. Data is collected by “Organizational Trust Scale”, “Organizational Justice Scale” and “Leadership Behavior Scale”. Data is analyzed through descriptive statistics and Regression Analysis. The research findings sho...

  5. The Effect of Transformational Leadership Behavior on Organizational Culture: An Application in Pharmaceutical Industry

    Directory of Open Access Journals (Sweden)

    Sinem Aydogdu

    2011-01-01

    Full Text Available In this study, conducted on 96 employees from production sector in a pharmaceutical company, the effect of transformational leadership behavior on organizational culture is investigated to determine statistically significant relations. The results of the study support the hypotheses. Transformational leadership behavior has a positive and significant correlation between the components of organizational culture such as long / short term orientation, masculinity / feminity, power distance, individualism / collectivisim and uncertainity avoidance.

  6. A Study on Integrated Use of Turbulence Theory and Multi-Frame Leadership in School Leadership and Change

    OpenAIRE

    Cheng-Hung Chen

    2014-01-01

    This study aimed to engage in an empirical investigation on school leaders’ comprehensive perspectives of adopting both turbulence theory and multi-frame leadership model on change and leadership within school settings. Applying the qualitative case study approach, workshops and focus group interviews were held involving five directors and three principals from different elementary schools, who graduated from the master program in school administration where the researcher serves, to discuss ...

  7. Challenges with Ethical Behavior and Accountability in Leadership

    Directory of Open Access Journals (Sweden)

    Laura Thompson

    2016-04-01

    Full Text Available In terms of purpose, accountability systems are designed to apply governance, and in some cases, legislate rules, in order to impact the quality of the end result, or control the behavior of people and their environments [19]. The rules within accountability systems are usually implicit, intrinsic, very detailed, and fully known by only a few people. Education and levels of leadership are some of the main factors leading to breakdown of communication and accountability within organizational structure. However, business intelligence tools like knowledge management [11], make it easier to access, capture share information and make decisions on accountability within organizations. Strategic Misalignment occurs when decisions are made, without communication or ethical standards [13]. To address the challenges associated with accountability in for and non profit organizations, a sequential explanatory mixed method design was employed, along with action research. Participants of the study were interviewed and asked seven qualitative questions, in efforts to explain the quantitative results. The process to gather and culminate the qualitative results took approximately 6 months. Three main classifications of accountability systems were derived from the interviews; personal accountability, financial accountability, and organizational accountability [8]. To ensure the credibility of findings in the qualitative analysis, the framework for additional study with more rigor is presented here.

  8. Leadership behavior in relation to dominance and reproductive status in gray wolves, Canis lupus

    Science.gov (United States)

    Peterson, R.O.; Jacobs, A.K.; Drummer, T.D.; Mech, L.D.; Smith, D.W.

    2002-01-01

    We analyzed the leadership behavior of breeding and nonbreeding gray wolves (Canis lupus) in three packs during winter in 1997-1999. Scent-marking, frontal leadership (time and frequency in the lead while traveling), initiation of activity, and nonfrontal leadership were recorded during 499 h of ground-based observations in Yellowstone National Park. All observed scent-marking (N = 158) was done by breeding wolves, primarily dominant individuals. Dominant breeding pairs provided most leadership, consistent with a trend in social mammals for leadership to correlate with dominance. Dominant breeding wolves led traveling packs during 64% of recorded behavior bouts (N = 591) and 71% of observed travel time (N = 64 h). During travel, breeding males and females led packs approximately equally, which probably reflects high parental investment by both breeding male and female wolves. Newly initiated behaviors (N = 104) were prompted almost 3 times more often by dominant breeders (70%) than by nonbreeders (25%). Dominant breeding females initiated pack activities almost 4 times more often than subordinate breeding females (30 vs. 8 times). Although one subordinate breeding female led more often than individual nonbreeders in one pack in one season, more commonly this was not the case. In 12 cases breeding wolves exhibited nonfrontal leadership. Among subordinate wolves, leadership behavior was observed in subordinate breeding females and other individuals just prior to their dispersal from natal packs. Subordinate wolves were more often found leading packs that were large and contained many subordinate adults.

  9. The Impact of Transformational Leadership on Employee Sustainable Performance: The Mediating Role of Organizational Citizenship Behavior

    Directory of Open Access Journals (Sweden)

    Weiping Jiang

    2017-09-01

    Full Text Available 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.

  10. Strategic Leadership as Determinant of Strategic Change: A Theoretical Review and Propositions

    OpenAIRE

    Ahadiat, Ayi

    2009-01-01

    The strategic change is an issue that closely related to strategic leadership. As this paper elaborates how strategic leadership determines the strategic change, the elaboration of both concept and their relationship are presented through propositions that are developed from the modified Hambrick’s model. Strategic leadership that causes strategic change in terms of strategic process and content within environmental and organizational context will lead to organizational performance as an ulti...

  11. The public leadership questionnaire: The development and validation of five dimensions of public leadership behaviors

    NARCIS (Netherlands)

    L.G. Tummers (Lars); E. Knies (Eva)

    2014-01-01

    markdownabstract__Abstract__ In the public administration discipline, there have been various important studies on leadership. However, scholarly inquiry still lags behind related disciplines such as psychology and business administration. This study contributes by developing and validating

  12. Culture change, leadership and the grass-roots workforce.

    Science.gov (United States)

    Edwards, Mark; Penlington, Clare; Kalidasan, Varadarajan; Kelly, Tony

    2014-08-01

    The NHS is arguably entering its most challenging era. It is being asked to do more for less and, in parallel, a cultural shift in response to its described weaknesses has been prescribed. The definition of culture, the form this change should take and the mechanism to achieve it are not well understood. The complexity of modern healthcare requires that we evolve our approach to the workforce and enhance our understanding of the styles of leadership that are required in order to bring about this cultural change. Identification of leaders within the workforce and dissemination of a purposeful and strategic quality improvement agenda, in part defined by the general workforce, are important components in establishing the change that the organisation currently requires. We are implementing this approach locally by identifying and developing grassroots networks linked to a portfolio of safety and quality projects. © 2014 Royal College of Physicians.

  13. Beyond Service: Equipping Change Agents Through Community Leadership Education.

    Science.gov (United States)

    Marks, Laurie

    2015-01-01

    This chapter describes one university's effort to integrate civic engagement programs and leadership education curriculum, informed by empowerment theory, servant leadership, and community organizing methodologies. © 2015 Wiley Periodicals, Inc., A Wiley Company.

  14. Leadership Qualities for Successful School Change and Improvement

    Institute of Scientific and Technical Information of China (English)

    李宗文

    2013-01-01

      It is well acknowledged that school leadership plays a vital role in the management and development of a school. While what is good leadership? Based on the previous findings, this essay aims at probing into the possible qualities which can make sound school leadership.

  15. Generating Change from Below: What Role for Leadership from Above?

    Science.gov (United States)

    King, Fiona; Stevenson, Howard

    2017-01-01

    Purpose: In recent years the benefits of distributed leadership have often assumed the status of an unchallengeable orthodoxy. There is a general acceptance that leadership is best when it is dispersed. In reality this is often little more than a form of "licensed leadership" in which those working in subordinate roles can only exercise…

  16. Strategic Leadership and Entrepreneurial Capability for Game Change

    DEFF Research Database (Denmark)

    Abdelgawad, Sondos G.; Zahra, Shaker A.; Velikova, Silviya Svejenova

    2013-01-01

    In this article, we introduce the concept of entrepreneurial capability (EC) to capture a firm’s capacity to sense, select, and shape opportunities, and synchronize their strategic moves and resources in pursuit of these opportunities. We define EC and explain its dimensions, highlighting its role...... in achieving and sustaining a firm’s competitive advantage. We also propose that EC is instrumental for realizing a firm’s game-changing strategies, that is, those strategic moves that fundamentally alter the nature, domain and dynamics of competition. Furthermore, we propose that strategic leadership plays...... an essential role in honing a company’s EC and aligning it with its game-changing strategy by creating an organizational context where transforming the business ecosystem becomes feasible. Finally, we articulate the implications of EC for managerial practices and for advancing future research...

  17. Effect Of Leadership Behavior On The Performance Of Micro-Financial Institutions In Kakamega County.

    Directory of Open Access Journals (Sweden)

    Kisiangani Benson Walela

    2015-02-01

    Full Text Available Abstract Leadership behavior is key factor to performance of any organization. It is a human factor that enables a leader to influence the subordinates towards a given goal. Despite the increased emphasis on strong leadership behavior in teams there is a lack of integration concerning the relationship between leader behaviors and performance outcomes. Use of task-focused behaviors is related to perceived team effectiveness and productivity. The problem manifests itself in multiple ways in which senior managers are commonly in the wrong position relative to their strengths and therefore the positions remain vacant. There is little middle level management talent which in turn leads to a high turnover at all levels. This study sought to find out how leadership behavior affects the performance of micro-finance institutions. The study adopted a correlational study design which helped to establish the associations between and among the study variables.

  18. A Study on Integrated Use of Turbulence Theory and Multi-Frame Leadership in School Leadership and Change

    Directory of Open Access Journals (Sweden)

    Cheng-Hung Chen

    2014-12-01

    Full Text Available This study aimed to engage in an empirical investigation on school leaders’ comprehensive perspectives of adopting both turbulence theory and multi-frame leadership model on change and leadership within school settings. Applying the qualitative case study approach, workshops and focus group interviews were held involving five directors and three principals from different elementary schools, who graduated from the master program in school administration where the researcher serves, to discuss and reflect upon the cross match of two theories as they may be applied to change and leadership. Accordingly, both theories’ practical application encompassed three advantages: “both theories interactively match with each other,” “both theories correspond to the authentic context of school leadership and change,” and “the matching matrix of both theories could serve as school leaders’ decision check list;” meanwhile, there were two issues that needed to be noticed and examined, including “the differentiation, definition and measurement of turbulence levels,” and “the subjective identification of turbulence levels.” This study concluded by proposing practical implications of applying theory into practice of school leadership and change.

  19. EXAMINATION OF TRANSFORMATIONAL LEADERSHIP BEHAVIOR CHARACTERISTICS OF SPORT FACILITY ADMINISTRATORS

    Directory of Open Access Journals (Sweden)

    Azmi YETİM

    2015-07-01

    Full Text Available In the study, transformational leadership levels of sport facility administrators were established and differences according to the demographic characteristics of participants were examined. In the study where descriptive survey model was used transformational leadership scale developed by Bass and Avolio (1995 was implemented as a data collection tool on 293 sport administrators in the Province of Ankara. In the search res ult, the fact that administrators who graduated from educational institutions related to physical education and sports have a higher kevel of transformational leadership (  =4,07 and idealized effect dimension take the place on top has been established. It was determined that Private Sport Facility administrators have higher transformational leadership levels, and significant difference in favour of private sport facility administrators in “Motivation with Prompting” and “Intellectual S timulation” sub - dimenstions, and sport facility administrators working in local authorities in “Idealized Effect (Behavior” sub - dimension was identified. The fact that gender variable and leadership levels of the participants are on the same level and, no netheless, there is a significant difference in favour of administrators who graduated from educational institutions related to physical education and sports in transformational leadership scale and “Idealized Effect (Imputed”, “Motivation with Prompting” , “Intellectual Stimulation”, “Individual Support” sub - dimensions was detected.

  20. Leadership Epistemology

    OpenAIRE

    Bogenschneider, B

    2016-01-01

    The study of leadership is characterized by an expanding set of definitions of the term leadership. Some scholars even set out to know leadership by the identification of traits or behaviors of good leaders. However, the scientific study of leadership requires the identification of a causal theory of leadership. The scientific belief in causation as the common epistemology is the necessary link between the various disciplines interested in leadership (e.g., organizational psychology, statisti...

  1. What kind of leadership do we need for climate adaptation? A framework for analyzing leadership objectives, functions, and tasks in climate change adaptation

    NARCIS (Netherlands)

    Meijerink, S.; Stiller, S.J.

    2013-01-01

    This paper explores the relevance of various leadership concepts for climate change adaptation. After defi ning four main leadership challenges which are derived from the key characteristics of climate adaptation issues, a review of modern leadership theories addressing these challenges is

  2. Dentists' leadership-related educational experiences, attitudes, and past and current behavior.

    Science.gov (United States)

    Taichman, L Susan; Taichman, Russell S; Inglehart, Marita R

    2014-06-01

    The purpose of this study was to assess practicing dentists' perceptions of their leadership-related educational experiences during predoctoral education and after graduation, to investigate if these perceptions differed as a function of the respondents' graduation year and gender, and to explore the relationships between educational experiences and the respondents' understanding/perceptions of leadership, leadership-related attitudes, self-perceived effectiveness, and past and current leadership- related behavior. Of the 3,000 general dentist members of the American Dental Association who were invited to participate, 593 returned the survey for a response rate of 20 percent. Between 37 and 65 percent of the respondents indicated that their predoctoral dental education had not prepared them well on a series of factors related to being leaders in their practice, community, state, or at the national level. However, 33 to 77 percent of these dentists responded that educational experiences after graduation prepared them well for different types of leadership activities. Overall, respondents rated their predoctoral experiences significantly less positively than their experiences after graduation for each content area. The more recently the respondents had graduated, the higher they rated their leadership-related educational experiences. The better their educational experiences, the more important the respondents evaluated leadership activities in their practice, organized dentistry, and research/teaching, the more important they assessed leadership to be, and the more effective they evaluated themselves to be as leaders. The perceived quality of the respondents' predoctoral education was not correlated with their past and current leadership activities. The results of this study may suggest that improving leadership training during predoctoral education could positively affect future dentists' attitudes about leadership and ratings of their own effectiveness as leaders.

  3. The Contributions of Student Organization Involvement to Students' Self-Assessments of Their Leadership Traits and Relational Behaviors

    Science.gov (United States)

    Smith, Lois J.; Chenoweth, John D.

    2015-01-01

    Many business schools designate leadership as a learning outcome for their undergraduates, but the question of how to teach leadership is challenging. Results of this study showed that students who were engaged in extracurricular student organizations rated themselves higher on both leadership traits and behaviors than those who were not involved…

  4. The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance: Organizational Justice as a Mediator

    Directory of Open Access Journals (Sweden)

    Cemal Zehir

    2013-07-01

    Full Text Available Therelationship between leader and followers plays a vital role, particularly ineducational institutions where a keen understanding of human character and highlevel of social interaction ought to be facilitated. For this reason, in starkcontrast to contemporary leaders who see people only as units of production orexpendable resources in a profit and loss statement, servant leadership focuseson meeting the needs of followers, making them reach their maximum potentialand so perform optimally in order to achieve organizational goals andobjectives. This study examines theeffects of servant leadership behaviors of private college principals onteachers’ organizationalcitizenship behavior and job performance. Using 300 respondents from theprivate education institutes in Turkey, servant leadership behavior is examinedfor its indirect effects on organizational citizenship behavior and jobperformance by its impact on organizational justice. Organizational justiceacts as a mediator between the variables in question. All the results are insupport of the studied mediation effects. Implications of the findings andsuggestions for future research are discussed

  5. Dealing with aggressive behavior within the health care team: a leadership challenge.

    Science.gov (United States)

    Hynes, Patricia; Kissoon, Niranjan; Hamielec, Cindy M; Greene, Anne Marie; Simone, Carmine

    2006-06-01

    During an interdisciplinary Canadian leadership forum [ (click on the Conferences icon)], participants were challenged to develop an approach to a difficult leadership/management situation. In a scenario involving aggressive behavior among health care providers, participants identified that, before responding, an appropriate leader should collect additional information to identify the core problem(s) causing such behavior. Possibilities include stress; lack of clear roles, responsibilities, and standard operating procedures; and, finally, lack of training on important leadership/management skills. As a result of these core problems, several potential solutions are possible, all with potential obstacles to implementation. Additional education around communication and team interaction was felt to be a priority. In summary, clinical leaders probably have a great deal to gain from augmenting their leadership/management skills.

  6. Leadership Behavior in Public Organizations : A Study of Supervisory Support by Police and Medical Center Middle Managers

    NARCIS (Netherlands)

    Knies, Eva; Leisink, Peter

    2014-01-01

    Leadership behavior is recognized as an important variable in the Human Resource Management (HRM)-Performance chain. However, in most studies, leadership behavior is viewed as an independent variable, and one that influences employees' attitudes and behavior. Because of this premise, claims that

  7. A Qualitative Study of Superintendent Leadership Experiences during a Top-Down Organizational Change

    Science.gov (United States)

    Bryant, Johane

    2014-01-01

    The purpose was to investigate common experiences of superintendents as they responded to realignment of leadership responsibilities during an organizational change initiated by mayoral control. To discover the shared essence of changes in leadership responsibilities experienced by superintendents, individuals "told their stories" to…

  8. Matchmaking in organizational change : Does every employee value participatory leadership? An empirical study

    NARCIS (Netherlands)

    Rogiest, Sofie; Segers, Jesse; van Witteloostuijn, Arjen

    2018-01-01

    Although leadership is generally considered an important lever to increase commitment during organizational change, empirical research has yet to unravel many of the underlying mechanisms. In this paper, we propose that the impact of participative leadership on affective commitment to change will be

  9. Distributed Leadership and Organizational Change: Implementation of a Teaching Performance Measure

    Science.gov (United States)

    Sloan, Tine

    2013-01-01

    This article explores leadership practice and change as evidenced in multiple data sources gathered during a self-study implementation of a teaching performance assessment. It offers promising models of distributed leadership and organizational change that can inform future program implementers and the field in general. Our experiences suggest…

  10. The Impact of Leadership Behaviors and Communication Styles of Military Leaders on the Performance of Followers

    OpenAIRE

    Sousa, Paulo; Rouco, Carlos; Nogueira, Fernanda; Carvalho, Ana Branca; Dias, Damasceno

    2015-01-01

    Abstract: The aim of this research is to analyze and relate the leadership behaviors and communication styles required of Infantry junior officers in their daily command tasks, in order to influence their subordinates to achieve extraordinary effort, group effectiveness and satisfaction. For this study, was used quantitative method and a survey was implemented comprising three questionnaires: one on leadership competences, one on communication styles, and one on with three criterion facto...

  11. Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration

    OpenAIRE

    Sousa, Milton; Van Dierendonck, Dirk

    2016-01-01

    textabstractThe research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students i...

  12. Need for Affiliation as a Motivational Add-On for Leadership Behaviors and Managerial Success

    OpenAIRE

    Steinmann, Barbara; ?tting, Sonja K.; Maier, G?nter W.

    2016-01-01

    In a sample of 70 leader-follower dyads, this study examines the separate and interactive effects of the leaders’ implicit needs for power, achievement, and affiliation on leadership behaviors and outcomes. Results show that whereas the need for achievement was marginally associated with follower-rated passive leadership, the need for affiliation was significantly related to ratings of the leaders’ concern for the needs of their followers. Analyzing motive combinations in terms of interactive...

  13. Social Change: A Framework for Inclusive Leadership Development in Nursing Education.

    Science.gov (United States)

    Read, Catherine Y; Pino Betancourt, Debra M; Morrison, Chenille

    2016-03-01

    The social change model (SCM) promotes equity, social justice, self-knowledge, service, and collaboration. It is a relevant framework for extracurricular leadership development programs that target students who may not self-identify as leaders. Application of the SCM in a leadership development program for prelicensure nursing students from underresourced or underrepresented backgrounds is described. Students' opinions about leadership for social change were explored through a focus group and a pilot test of an instrument designed to assess the values of the SCM. Students lack the experience required to feel comfortable with change, but they come into nursing with a sense of commitment that can be nurtured toward leadership for social change and health equity through best practices derived from the SCM. These include sociocultural conversations, mentoring relationships, community service, and membership in off-campus organizations. Nurse educators can cultivate inclusive leadership for social change using the SCM as a guide. Copyright 2016, SLACK Incorporated.

  14. A Case Study of Leadership Pedagogy in an Organizational Behavior Class

    Science.gov (United States)

    Ingerson, Kati; Bruce, Jackie

    2015-01-01

    The purpose of this study was to understand if selected leadership pedagogy (hands on activities) utilized in an organizational behavior classroom contributed to the development of workplace readiness skills. Since successful organizational behavior classes and hands on learning can lead to successful graduates, the importance of leadership…

  15. The Prediction Level of Teachers' Organizational Citizenship Behaviors on the Successful Practice of Shared Leadership

    Science.gov (United States)

    Bostanci, Aynur B.

    2013-01-01

    Problem Statement: Defined as the actions that personnel voluntarily take beyond their formal job description, organizational citizenship behavior is regarded as a premise for shared leadership, a management style that is frequently used in organizations today. The relevant literature suggests that organizational citizenship behavior can provide…

  16. An Exploration of Students' Motivation to Lead: An Analysis by Race, Gender, and Student Leadership Behaviors

    Science.gov (United States)

    Rosch, David M.; Collier, Daniel; Thompson, Sara E.

    2015-01-01

    This exploratory study examined the motivation to lead of a random sample of 1,338 undergraduate students to determine the degree to which motivation to lead can predict leadership behaviors. Results suggested that students' internal self-identity as a leader positively predicted behavior, while their "social normative" motivation to…

  17. Exploring Quantum Perspective in School Leadership: A Review of Effective Principal Leadership in the Changing Nature of School Management

    Directory of Open Access Journals (Sweden)

    Ikhfan Haris

    2016-06-01

    Full Text Available In dynamic changing nature of school management and school environments, schools need principals who are fully engaged, creative, energetic and competent. In the school, the principal is the key leader to lead and manage school resources. An effective school leadership with multi-tasking competences always makes a difference strategy and approaching in improving the quality of their school. These multi-tasking competences could be realized through approaching the quantum leadership. This paper focuses on providing an overview on multi-tasking competence of school principals with using the quantum leadership as approach for managing the school activity. In order to lead the school in effectively ways, the quantum skill grow into critical importance competences for school leaders. The paper also provides some examples of the required key performance indicators regarding the competence of quantum leadership. Finally, this review concluded that even though approaching of quantum leadership is it not enough to produce a great school but effective management through quantum skill is needed to run a good school, particulary in the changing nature of school management

  18. Construction of scales to measure leadership behavior at nuclear power plants. 1

    Energy Technology Data Exchange (ETDEWEB)

    Misumi, Jyuji; Yamada, Akira [Institute of Nuclear Safety System Inc., Kyoto (Japan); Shinohara, Shinobu [and others

    1994-05-01

    In order to construct scales to measure leadership behavior of managers and supervisors at nuclear power plants, we prepared questionnaire covering all the leadership behaviors of leaders and then had their subordinates fill out the questionnaire. We selected questionnaire items for use in measuring leadership behaviors, analyzing the responses by means of factor analysis, etc. For the section chiefs, five factors were named, i.e., `consideration` and `self-righteousness` that belong to group maintenance behavior and `thorough dissemination of information`, `specialty, planning` and `pressure` that belong to goal achievement behavior. For the maintenance subsection chiefs were found seven factors, i.e., `example setting`, `appropriate handling of work`, `planning`, `rigidity`, `educational guidance` that belong to goal achievement behavior and `consideration for work` and `personal consideration` that belong to group maintenance behavior. For maintenance and repair foremen were named six factors, i.e., `consideration` that belongs to group maintenance behavior and `specialty, planning`, `reporting, liaison`, `adjustment, rigidity`, `paper work confirmation`, and `example setting` that belong to goal achievement behavior. For subcontractors` field leaders were named seven factors, i.e., `example setting, specialty and planning`, `careful guidance`, `rigidity`, `observance of rules` and `paper work handling` that belong to goal achievement behavior and, `consideration`, `frank communication`. In order to examine the validity of these items, we analyzed relationship between the `morale`-(satisfaction, etc.) variables of the company`s regular employees and subcontractors` employees and their leadership. It was found that the three leadership behavior scales for the section chiefs, maintenance and repair subsection chiefs and subcontractor leaders were very much the same as those found in private sector. (J.P.N.)

  19. Construction of scales to measure leadership behavior at nuclear power plants. 1

    International Nuclear Information System (INIS)

    Misumi, Jyuji; Yamada, Akira; Shinohara, Shinobu

    1994-01-01

    In order to construct scales to measure leadership behavior of managers and supervisors at nuclear power plants, we prepared questionnaire covering all the leadership behaviors of leaders and then had their subordinates fill out the questionnaire. We selected questionnaire items for use in measuring leadership behaviors, analyzing the responses by means of factor analysis, etc. For the section chiefs, five factors were named, i.e., 'consideration' and 'self-righteousness' that belong to group maintenance behavior and 'thorough dissemination of information', 'specialty, planning' and 'pressure' that belong to goal achievement behavior. For the maintenance subsection chiefs were found seven factors, i.e., 'example setting', 'appropriate handling of work', 'planning', 'rigidity', 'educational guidance' that belong to goal achievement behavior and 'consideration for work' and 'personal consideration' that belong to group maintenance behavior. For maintenance and repair foremen were named six factors, i.e., 'consideration' that belongs to group maintenance behavior and 'specialty, planning', 'reporting, liaison', 'adjustment, rigidity', 'paper work confirmation', and 'example setting' that belong to goal achievement behavior. For subcontractors' field leaders were named seven factors, i.e., 'example setting, specialty and planning', 'careful guidance', 'rigidity', 'observance of rules' and 'paper work handling' that belong to goal achievement behavior and, 'consideration', 'frank communication'. In order to examine the validity of these items, we analyzed relationship between the 'morale'-(satisfaction, etc.) variables of the company's regular employees and subcontractors' employees and their leadership. It was found that the three leadership behavior scales for the section chiefs, maintenance and repair subsection chiefs and subcontractor leaders were very much the same as those found in private sector. (J.P.N.)

  20. "What you see depends on where you stand" exploring the relationship between leadership behavior and job type in health care.

    Science.gov (United States)

    Gover, Laura; Duxbury, Linda

    2013-01-01

    This chapter seeks to increase our understanding of health care employees' perceptions of effective and ineffective leadership behavior within their organization. Interviews were conducted with 59 employees working in a diversity of positions within the case study hospital. Interviewees were asked to cite behaviors of both an effective and an ineffective leader in their organization. They were also asked to clarify whether their example described the behavior of a formal or informal leader. Grounded theory data analysis techniques were used and findings were interpreting using existing leadership behavior theories. (1) There was a consistent link between effective leadership and relationally oriented behaviors. (2) Employees identified both formal and informal leadership within their hospital. (3) There were both similarities and differences with respect to the types of behaviors attributed to informal versus formal leaders. (4) Informants cited a number of leadership behaviors not yet accounted for in the leadership behavior literature (e.g., 'hands on', 'professional', 'knows organization'). (5) Ineffective leadership behavior is not simply the opposite of effective leadership. Findings support the following ideas: (1) there may be a relationship between the type of job held by employees in health care organizations and their perceptions of leader behavior, and (2) leadership behavior theories are not yet comprehensive enough to account for the varieties of leadership behavior in a health care organization. This study is limited by the fact that it focused on only those leadership theories that considered leader behavior. There are two practical implications for health care organizations. (1) leaders should recognize that the type of behavior an employee prefers from a leader may vary by follower job group (e.g., nurses may prefer relational behavior more than managerial staff do), and (2) organizations could improve leader development programs and evaluation

  1. Technology Utilization: Confidence and Leadership Behavior at Three Elementary Schools

    Science.gov (United States)

    Varnado, Roslyn Lea

    2013-01-01

    With the high emphasis placed on student achievement and accountability from the governing entities and the increase of teacher assessment, the analysis of instruction is at the forefront of educational leadership. When analyzing instruction and instructional tools, technology has been a component of school districts for years with funding, plans,…

  2. Leadership Behavior of Male and Female Managers, 1984-2002

    Science.gov (United States)

    Robinson, Jill L.; Lipman-Blumen, Jean

    2003-01-01

    Using data collected from 1984 to 2002 from 2,371 male and 1,768 female middle and senior managers in the United States, the authors of this article demonstrate not only that traditional gender role stereotypes do "not" hold up, but also that counterstereotypical patterns exist. Using the Connective Leadership Model, based on nine sets…

  3. Women Expatriate Leaders: How Leadership Behaviors Can Reduce Gender Barriers

    Science.gov (United States)

    Speranza, Carly

    2017-01-01

    Multinational organizations that have integrated female expatriates into their leadership ranks have experienced a number of benefits; yet, many organizations are hesitant to send females overseas because they perceive that women will have difficulty in the cross-cultural environment. This study contributes to the limited body of work on female…

  4. The Impact of Transformational Leadership on Safety Climate and Individual Safety Behavior on Construction Sites

    Directory of Open Access Journals (Sweden)

    Yuzhong Shen

    2017-01-01

    Full Text Available Unsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation and distal contextual factors (leadership and safety climate. However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader–member exchange (LMX, and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job.

  5. The Impact of Transformational Leadership on Safety Climate and Individual Safety Behavior on Construction Sites.

    Science.gov (United States)

    Shen, Yuzhong; Ju, Chuanjing; Koh, Tas Yong; Rowlinson, Steve; Bridge, Adrian J

    2017-01-05

    Unsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader-member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job.

  6. The Impact of Transformational Leadership on Safety Climate and Individual Safety Behavior on Construction Sites

    Science.gov (United States)

    Shen, Yuzhong; Ju, Chuanjing; Koh, Tas Yong; Rowlinson, Steve; Bridge, Adrian J.

    2017-01-01

    Unsafe acts contribute dominantly to construction accidents, and increasing safety behavior is essential to reduce accidents. Previous research conceptualized safety behavior as an interaction between proximal individual differences (safety knowledge and safety motivation) and distal contextual factors (leadership and safety climate). However, relatively little empirical research has examined this conceptualization in the construction sector. Given the cultural background of the sample, this study makes a slight modification to the conceptualization and views transformational leadership as an antecedent of safety climate. Accordingly, this study establishes a multiple mediator model showing the mechanisms through which transformational leadership translates into safety behavior. The multiple mediator model is estimated by the structural equation modeling (SEM) technique, using individual questionnaire responses from a random sample of construction personnel based in Hong Kong. As hypothesized, transformational leadership has a significant impact on safety climate which is mediated by safety-specific leader–member exchange (LMX), and safety climate in turn impacts safety behavior through safety knowledge. The results suggest that future safety climate interventions should be more effective if supervisors exhibit transformational leadership, encourage construction personnel to voice safety concerns without fear of retaliation, and repeatedly remind them about safety on the job. PMID:28067775

  7. Leadership for coping with and adapting to policy change in ...

    African Journals Online (AJOL)

    Phumlani Myende

    Education Leadership, Management and Policy, School of Education, University of KwaZulu-Natal, ... The study included principals, heads of department, teachers and parents. .... academic results (Chikoko et al., 2015). .... experiences of the participating principals for a ... codes that related to leadership approaches that.

  8. Contemporary Challenges and Changes: Principals' Leadership Practices in Malaysia

    Science.gov (United States)

    Jones, Michelle; Adams, Donnie; Joo, Mabel Tan Hwee; Muniandy, Vasu; Perera, Corinne Jaqueline; Harris, Alma

    2015-01-01

    This article outlines the findings from a contemporary study of principals' leadership practices in Malaysia as part of the 7 System Leadership Study. Recent policy developments within Malaysia have increased principals' accountability and have underlined the importance of the role of the principals in transforming school performance and student…

  9. Successive leadership changes in the regional jet industry

    NARCIS (Netherlands)

    Vertesy, D.

    2014-01-01

    This study examines leadership dynamics in the regional jet manufacturing industry from the 1980s onwards. With the help of leading products (aircraft or aircraft family), British Aerospace (BAe), Fokker, Bombardier and Embraer consecutively took the leadership in terms of new deliveries. In order

  10. Transformational Leadership and Organizational Citizenship Behavior: A Meta-Analytic Test of Underlying Mechanisms.

    Science.gov (United States)

    Nohe, Christoph; Hertel, Guido

    2017-01-01

    Based on social exchange theory, we examined and contrasted attitudinal mediators (affective organizational commitment, job satisfaction) and relational mediators (trust in leader, leader-member exchange; LMX) of the positive relationship between transformational leadership and organizational citizenship behavior (OCB). Hypotheses were tested using meta-analytic path models with correlations from published meta-analyses (761 samples with 227,419 individuals overall). When testing single-mediator models, results supported our expectations that each of the mediators explained the relationship between transformational leadership and OCB. When testing a multi-mediator model, LMX was the strongest mediator. When testing a model with a latent attitudinal mechanism and a latent relational mechanism, the relational mechanism was the stronger mediator of the relationship between transformational leadership and OCB. Our findings help to better understand the underlying mechanisms of the relationship between transformational leadership and OCB.

  11. Responsible Leadership

    Science.gov (United States)

    Stone-Johnson, Corrie

    2014-01-01

    Purpose: At a time when school leadership takes on great import, we must ask how leadership can move beyond a focus on individual- and school-level changes to collective leadership that relies on the strength of relationships between schools and the communities in which they reside to foster and sustain change. Such leadership is termed…

  12. THE INFLUENCE OF JOB SATISFACTION AND LEADERSHIP STYLE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR (STUDY AT PT IDE JAYA KREASINDO

    Directory of Open Access Journals (Sweden)

    Bagus Tri Pratikto

    2015-09-01

    Full Text Available The purpose of this study is : 1 To know the description of job satisfaction and the leadership style on Organizational Citizenship Behavior (Study at PT Ide Jaya Kreasindo 2 To know the effect of job satisfaction on Organizational Citizenship Behavior 3 To know the effect of the leadership style on Organizational Citizenship Behavior 4 To know the effect of job satisfaction and the leadership style on Organizational Citizenship Behavior simultaneously. Research methods using simple random sampling. Sampling technique using simple random sampling technique and of questionnaires of 77 observations from PT Ide Jaya Kreasindo’s employees using SPSS 16.0.The empirical result shows that job satisfaction and the leadership style has positive and significant effect on organizational citizenship behavior. Simultaneously test shows that job satisfaction and the leadership style effects organizational citizenship behavior.

  13. Servant leadership behaviors of aerospace and defense project managers and their relation to project success

    Science.gov (United States)

    Dominik, Michael T.

    The success of a project is dependent in part on the skills, knowledge, and behavior of its leader, the project manager. Despite advances in project manager certifications and professional development, the aerospace and defense industry has continued to see highly visible and expensive project failures partially attributable to failures in leadership. Servant leadership is an emerging leadership theory whose practitioners embrace empowerment, authenticity, humility, accountability, forgiveness, courage, standing back, and stewardship, but has not yet been fully examined in the context of the project manager as leader. The objective of this study was to examine the relationship between servant leadership behaviors demonstrated by aerospace and defense project managers and the resulting success of their projects. Study participants were drawn from aerospace and defense oriented affinity groups from the LinkedInRTM social media web system. The participants rated their project managers using a 30-item servant leadership scale, and rated the success of their project using a 12-item project success scale. One hundred and fifteen valid responses were analyzed from 231 collected samples from persons who had worked for a project manager on an aerospace and defense project within the past year. The results of the study demonstrated statistically significant levels of positive correlation to project success for all eight servant leadership factors independently evaluated. Using multiple linear regression methods, the servant leadership factors of empowerment and authenticity were determined to be substantial and statistically significant predictors of project success. The study results established the potential application of servant leadership as a valid approach for improving outcomes of projects.

  14. The effect of leadership style on the information receivers' reaction to management accounting change

    NARCIS (Netherlands)

    Jansen, E. Pieter

    Although we know that the use of accounting information and the leadership styles of managers are related, only little is known about how the leadership styles of managers affect the information receivers' reaction to management accounting change. Therefore, using a case study of a company that owns

  15. Motivating Teachers' Commitment to Change through Transformational School Leadership in Chinese Urban Upper Secondary Schools

    Science.gov (United States)

    Liu, Peng

    2015-01-01

    Purpose: The purpose of this paper is to examine the effects of transformational school leadership on teachers' commitment to change and the effects of organizational and teachers' factors on teachers' perception of transformational school leadership in the Chinese urban upper secondary school context. Design/methodology/approach: The paper mainly…

  16. Analysis of Leadership Dynamics in Educational Settings during Times of External and Internal Change

    Science.gov (United States)

    Jäppinen, Aini-Kristiina

    2017-01-01

    Background: The article concerns the tensions that can arise during demanding external, and consequential internal changes and considers how educational leadership is able to respond to them. Leadership is here understood as a collaborative endeavour, producing shared sense-making in situations of tension. Purpose: The main research question was:…

  17. Paving the Way for Change: Visionary Leadership in Action at the Middle Level.

    Science.gov (United States)

    Brown, Kathleen M.; Anfara, Vincent A., Jr.

    2003-01-01

    Case study explores visionary leadership in action by focusing on the strategies that some middle-school principals use before implementing schoolwide reforms. Finds that visionary leadership in action involves an initial exploration of possible change areas; discussions and education regarding the issues involved; and support, commitment, and…

  18. [Health behavior change: motivational interviewing].

    Science.gov (United States)

    Pócs, Dávid; Hamvai, Csaba; Kelemen, Oguz

    2017-08-01

    Public health data show that early mortality in Hungary could be prevented by smoking cessation, reduced alcohol consumption, regular exercise, healthy diet and increased adherence. Doctor-patient encounters often highlight these aspects of health behavior. There is evidence that health behavior change is driven by internal motivation rather than external influence. This finding has led to the concept of motivational interview, which is a person-centered, goal-oriented approach to counselling. The doctor asks targeted questions to elicit the patient's motivations, strengths, internal resources, and to focus the interview around these. The quality and quantity of the patient's change talk is related to better outcomes. In addition, the interview allows the patient to express ambivalent feelings and doubts about the change. The doctor should use various communication strategies to resolve this ambivalence. Furthermore, establishing a good doctor-patient relationship is the cornerstone of the motivational interview. An optimal relationship can evoke change talk and reduce the patient's resistance, which can also result in a better outcome. The goal of the motivational interview is to focus on the 'why' to change health behavior rather than the 'how', and to utilize internal motivation instead of persuasion. This is the reason why motivational interview has become a widely-accepted evidence based approach. Orv Hetil. 2017; 158(34): 1331-1337.

  19. A STUDY OF THE LEADERSHIP BEHAVIORS REPORTED BY PRINCIPALS AND OBSERVED BY TEACHERS AND ITS RELATION WITH PRINCIPALS’ MANAGEMENT EXPERIENCE

    Directory of Open Access Journals (Sweden)

    Zaid Sardarzahi, Zaid

    2015-06-01

    Full Text Available The present paper aims to study the leadership behaviors reported by principals and observed by teachers and its relationship with management experience of principals. A quantitative method used in this study. Target population included all principals and teachers of guidance schools and high schools in Dashtiari District, Iran. A sample consisted of 46 principals and 129 teachers were selected by stratified sampling and simple random sampling methods. Leadership Behavior Description Questionnaire (LBDQ developed by Kozes and Posner (2001 was used for data collection. The obtained data were analyzed using one sample and independent t-test, correlation coefficient and pearson chi-square test. The results showed that teachers describe the leadership behaviors of their principals relatively good. However, the principals themselves evaluated their leadership behaviors as very good. In comparison between leadership behaviors self-reported by principals and those observed by teachers, it was found that there is a significant difference between the views and evaluations of teachers and principals on all components of leadership behaviors of principals, except empowerment. In fact, principals have described their leadership behaviors at a better and more appropriate level than what teachers have done. From the perspective of both teachers and principals, there is no significant relationship between none of the components of leadership behaviors and management experience of principals.

  20. Family leadership styles and adolescent dietary and physical activity behaviors: a cross-sectional study.

    Science.gov (United States)

    Morton, Katie L; Wilson, Alexandra H; Perlmutter, Lisa S; Beauchamp, Mark R

    2012-04-30

    Transformational leadership is conceptualized as a set of behaviors designed to inspire, energize and motivate others to achieve higher levels of functioning, and is associated with salient health-related outcomes in organizational settings. Given (a) the similarities that exist between leadership within organizational settings and parenting within families, and (b) the importance of the family environment in the promotion of adolescent health-enhancing behaviors, the purpose of this exploratory study was to examine the cross-sectional relationships between parents' transformational leadership behaviors and adolescent dietary and physical activity behaviors. 857 adolescents (aged 13-15, mean age = 14.70 yrs) completed measures of transformational parenting behaviors, healthful dietary intake and leisure-time physical activity. Regression analyses were conducted to examine relationships between family transformational leadership and adolescent health outcomes. A further 'extreme group analysis' was conducted by clustering families based on quartile splits. A MANCOVA (controlling for child gender) was conducted to examine differences between families displaying (a) HIGH levels of transformational parenting (consistent HIGH TP), (b) LOW levels of transformational parenting (consistent LOW TP), and (c) inconsistent levels of transformational parenting (inconsistent HIGH-LOW TP). Results revealed that adolescents' perceptions of family transformational parenting were associated with both healthy dietary intake and physical activity. Adolescents who perceived their families to display the highest levels of transformational parenting (HIGH TP group) displayed greater healthy eating and physical activity behaviors than adolescents who perceived their families to display the lowest levels of transformational parenting behaviors (LOW TP group). Adolescents who perceived their families to display inconsistent levels of transformational parenting behaviors (HIGH-LOW TP group

  1. Understanding Leadership

    Science.gov (United States)

    2011-02-16

    leadership theories and connect these age old theories to what the Army believes is needed in the 21st century Army leader. The...effective leader. 15. SUBJECT TERMS Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager 16. SECURITY...TERMS: Trait Theory , Behavior Theory , Situation Theory , Transformational Leadership , Leader, Manager CLASSIFICATION: Unclassified The purpose

  2. Testing the leadership and organizational change for implementation (LOCI) intervention in substance abuse treatment: a cluster randomized trial study protocol.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Moullin, Joanna C; Torres, Elisa M; Green, Amy E

    2017-03-03

    Evidence-based practice (EBP) implementation represents a strategic change in organizations that requires effective leadership and alignment of leadership and organizational support across organizational levels. As such, there is a need for combining leadership development with organizational strategies to support organizational climate conducive to EBP implementation. The leadership and organizational change for implementation (LOCI) intervention includes leadership training for workgroup leaders, ongoing implementation leadership coaching, 360° assessment, and strategic planning with top and middle management regarding how they can support workgroup leaders in developing a positive EBP implementation climate. This test of the LOCI intervention will take place in conjunction with the implementation of motivational interviewing (MI) in 60 substance use disorder treatment programs in California, USA. Participants will include agency executives, 60 program leaders, and approximately 360 treatment staff. LOCI will be tested using a multiple cohort, cluster randomized trial that randomizes workgroups (i.e., programs) within agency to either LOCI or a webinar leadership training control condition in three consecutive cohorts. The LOCI intervention is 12 months, and the webinar control intervention takes place in months 1, 5, and 8, for each cohort. Web-based surveys of staff and supervisors will be used to collect data on leadership, implementation climate, provider attitudes, and citizenship. Audio recordings of counseling sessions will be coded for MI fidelity. The unit of analysis will be the workgroup, randomized by site within agency and with care taken that co-located workgroups are assigned to the same condition to avoid contamination. Hierarchical linear modeling (HLM) will be used to analyze the data to account for the nested data structure. LOCI has been developed to be a feasible and effective approach for organizations to create a positive climate and

  3. Time-lagged relationships between leadership behaviors and psychological distress after a workplace terrorist attack.

    Science.gov (United States)

    Birkeland, Marianne Skogbrott; Nielsen, Morten Birkeland; Knardahl, Stein; Heir, Trond

    2016-05-01

    The impact of leadership practices on employee health may be especially evident after extreme events that have physical, psychological, or material consequences for the members of an organization. In this prospective study, we aimed to examine the association between leadership behavior and psychological distress in employees who had experienced a workplace terror attack. Ten and 22 months after the 2011 Oslo bombing attack targeting their workplace, ministerial employees (n = 2272) responded to a questionnaire assessing fair, empowering, supportive, and laissez-faire leadership, as well as psychological distress. Cross-sectional and time-lagged associations between the constructs were tested using structural equation modeling. Cross-sectionally, higher levels of supportive leadership were associated with lower levels of psychological distress. Longitudinally, negative relationships were found between psychological distress and subsequent ratings of fair and empowering leadership. Supportive leadership was associated with employees' psychological health after trauma, but seems not to have long-term effects on subsequent psychological distress. Rather, psychological distress may lead the employees to perceive their leaders as more negative across time.

  4. The level of new science leadership behaviors of school principals: A scale development

    Directory of Open Access Journals (Sweden)

    Akpil Şerife

    2016-01-01

    Full Text Available Einstein’s theory of relativity and quantum physics opened Newton physics up for discussion, thus triggering the new science at the beginning of the 20th century. Philosophy of science, which was named as the new science in the 20th century, caused fundamental changes in research methods and paradigms. The methods and set of values brought by the new science affected social sciences as well. In conjunction with this mentioned change and development, the field of education and the view of schools were influenced. In the same vein, identifying the thoughts of school principals on leadership styles based on new science was considered as a primary need and set the objective of this research. In this regard, a “The Levels of New Science Leadership Behaviors of School Principals Scale” was developed. Following the literature review, the scale with 54 items was prepared and underwent expert review. Finally it was applied to 200 school principals who were working in primary and secondary schools in the Anatolian side of Istanbul. The data acquired were analyzed through SPSS 15.0 and Lisrel 8.51 programs. The results of the analysis revealed that the scale was comprised of a total of 27 items and had 5 factors (dimensions. The reliability analysis indicated internal consistency value (Cronbach Alpha as .94. Confirmatory factor analysis was carried out in Lisrel program. According to results of confirmatory factor analysis, the X2/df ratio was calculated as 2, 24 which showed that the measurement model was in accord with the data.

  5. The Influence of the Leadership Style on the Resistance to Change Phenomenon in Romanian Organizations

    Directory of Open Access Journals (Sweden)

    Daniela Braduţanu

    2014-02-01

    Full Text Available In this article we examine the influence of the leadership style on the resistance to change phenomenon, as well as how the degree of resistance to change differs in private organizations versus public ones. After analyzing the literature and conducting a survey in Romanian organizations we have concluded that the leadership style adopted by a top manager has an important impact on employees resistance to change. The research was designed to inform practitioners, researchers, managers and other interested persons about the influence of the leadership style on the resistance to change phenomenon, as well as how the phenomenon is manifested in different types of organizations. The main contribution of this paper is that in order to benefit of a lower degree of resistance to change from employees, the participative leadership style is recommended to be applied.

  6. Leadership for evidence-based practice: strategic and functional behaviors for institutionalizing EBP.

    Science.gov (United States)

    Stetler, Cheryl B; Ritchie, Judith A; Rycroft-Malone, Jo; Charns, Martin P

    2014-08-01

    Making evidence-based practice (EBP) a reality throughout an organization is a challenging goal in healthcare services. Leadership has been recognized as a critical element in that process. However, little is known about the exact role and function of various levels of leadership in the successful institutionalization of EBP within an organization. To uncover what leaders at different levels and in different roles actually do, and what actions they take to develop, enhance, and sustain EBP as the norm. Qualitative data from a case study regarding institutionalization of EBP in two contrasting cases (Role Model and Beginner hospitals) were systematically analyzed. Data were obtained from multiple interviews of leaders, both formal and informal, and from staff nurse focus groups. A deductive coding schema, based on concepts of functional leadership, was developed for this in-depth analysis. Participants' descriptions reflected a hierarchical array of strategic, functional, and cross-cutting behaviors. Within these macrolevel "themes," 10 behavioral midlevel themes were identified; for example, Intervening and Role modeling. Each theme is distinctive, yet various themes and their subthemes were interrelated and synergistic. These behaviors and their interrelationships were conceptualized in the framework "Leadership Behaviors Supportive of EBP Institutionalization" (L-EBP). Leaders at multiple levels in the Role Model case, both formal and informal, engaged in most of these behaviors. Supportive leadership behaviors required for organizational institutionalization of EBP reflect a complex set of interactive, multifaceted EBP-focused actions carried out by leaders from the chief nursing officer to staff nurses. A related framework such as L-EBP may provide concrete guidance needed to underpin the often-noted but abstract finding that leaders should "support" EBP. © 2014 The Authors. Worldviews on Evidence-Based Nursing published by Wiley Periodicals, Inc. on behalf of

  7. Leadership for Evidence-Based Practice: Strategic and Functional Behaviors for Institutionalizing EBP

    Science.gov (United States)

    Stetler, Cheryl B; Ritchie, Judith A; Rycroft-Malone, Jo; Charns, Martin P

    2014-01-01

    Background Making evidence-based practice (EBP) a reality throughout an organization is a challenging goal in healthcare services. Leadership has been recognized as a critical element in that process. However, little is known about the exact role and function of various levels of leadership in the successful institutionalization of EBP within an organization. Aims To uncover what leaders at different levels and in different roles actually do, and what actions they take to develop, enhance, and sustain EBP as the norm. Methods Qualitative data from a case study regarding institutionalization of EBP in two contrasting cases (Role Model and Beginner hospitals) were systematically analyzed. Data were obtained from multiple interviews of leaders, both formal and informal, and from staff nurse focus groups. A deductive coding schema, based on concepts of functional leadership, was developed for this in-depth analysis. Results Participants’ descriptions reflected a hierarchical array of strategic, functional, and cross-cutting behaviors. Within these macrolevel “themes,” 10 behavioral midlevel themes were identified; for example, Intervening and Role modeling. Each theme is distinctive, yet various themes and their subthemes were interrelated and synergistic. These behaviors and their interrelationships were conceptualized in the framework “Leadership Behaviors Supportive of EBP Institutionalization” (L-EBP). Leaders at multiple levels in the Role Model case, both formal and informal, engaged in most of these behaviors. Linking Evidence to Action Supportive leadership behaviors required for organizational institutionalization of EBP reflect a complex set of interactive, multifaceted EBP-focused actions carried out by leaders from the chief nursing officer to staff nurses. A related framework such as L-EBP may provide concrete guidance needed to underpin the often-noted but abstract finding that leaders should “support” EBP. PMID:24986669

  8. Servant Leadership, Organisational Citizenship Behavior and Creativity: The Mediating Role of Team-Member Exchange

    Directory of Open Access Journals (Sweden)

    Winifrida Malingumu

    2016-10-01

    Full Text Available Using a multi-source field study design with 184 unique triads of employees-supervisor dyads, this paper examines whether servant leaders install a serving attitude among employees. That is, servant leaders aim to encourage employees to take responsibility, to cooperate and to create high quality interactions with each other (team-member exchange; TMX. We hypothesise that servant leadership will have an influence on Organisational Citizenship Behavior (OCB and creativity through team-member exchange. Two facets of OCB are distinguished: organisational citizenship behaviour towards individuals (OCBI, on the one hand, and taking up extra tasks that benefit the organisation (OCBO, on the other hand. The results show that servant leadership is positively related to team-member exchange, and that team-member exchange is positively related to OCBI, OCBO and creativity. The bootstrapping estimates indicated significant indirect effects of servant leadership on the three target variables through team-member exchange. The study’s findings add to the body of literature on servant leadership, OCB and creativity at the workplace, and underline the importance of creating favourable working conditions that foster positive and high quality team-member exchange. This study also broadens our understanding on the importance of co-workers on the relation between servant leadership and organizational citizenship behavior (OCB and creativity.

  9. Motivating Peak Performance: Leadership Behaviors That Stimulate Employee Motivation and Performance

    Science.gov (United States)

    Webb, Kerry

    2007-01-01

    The impact of leader behaviors on motivation levels of employees was examined in this study. Two hundred twenty-three vice presidents and chief officers from 104 member colleges and universities in the Council for Christian Colleges and Universities were sampled. Leaders were administered the Multifactor Leadership Questionnaire (MLQ-rater…

  10. Do Employees' Perceptions on Authentic Leadership Affect the Organizational Citizenship Behavior?: Turkish Context

    Science.gov (United States)

    Yesilkaya, Mukaddes; Aydin, Peruzet

    2016-01-01

    The aim of this study is to analyze the relationship between employees' perceptions on authentic leadership and organizational citizenship behavior. In this context, it was carried out a research on four-hundred public employees. The data from this study were analyzed via an appropriate statistical program and evaluated. Based on the findings from…

  11. Relationship between Leadership Styles of School Principals and Whistleblowing Behaviors of Teachers

    Science.gov (United States)

    Erturk, Abbas; Donmez, Emrah

    2016-01-01

    This study aims to determine the relationship between leadership styles of school principals and whistle blowing behaviors of teachers. The sample of this study, which is designed in the relational survey model, consists of 393 teachers working in primary, secondary and high schools in the province of Mugla. The data were collected through…

  12. Effect of Leadership Styles of School Principals on Organizational Citizenship Behaviors

    Science.gov (United States)

    Avci, Ahmet

    2016-01-01

    The aim of this research is to investigate the relationship between the leadership styles of principals and organizational citizenship behaviors of teachers according to teachers' perceptions. In this research, a relational survey model was used. Data for the research were obtained from 1,723 teachers working in public and private schools which…

  13. Leadership, Absenteeism Acceptance, and Ethical Climate as Predictors of Teachers' Absence and Citizenship Behaviors

    Science.gov (United States)

    Shapira-Lishchinsky, Orly; Raftar-Ozery, Tehila

    2018-01-01

    The goal of this study was to explore the mediating role of 'absenteeism acceptance' between different leadership styles and school ethical climate (SEC) on organizational citizenship behaviors (OCB) and voluntary absence among Israeli teachers. 304 teachers were randomly selected from 304 different mainstream and special-education schools. The…

  14. Leaders Who Learn: The Intersection of Behavioral Science, Adult Learning and Leadership

    Science.gov (United States)

    Sabga, Natalya I.

    2017-01-01

    This study examines if a relationship exists among three rich research streams, specifically the behavioral science of motivation, adult learning and leadership. What motivates adult professionals to continue learning and how is that connected to their style and efficacy as leaders? An extension of literature to connect Andragogy,…

  15. Perceptions of Supportive Leadership Behaviors of School Site Administrators for Secondary Special Education Teachers

    Science.gov (United States)

    Roderick, Erin; Jung, Adrian Woo

    2012-01-01

    School administrators fall short of supporting special education teachers due to a lack of knowledge of and experience in special education. The purpose of this study was to identify and compare leadership behaviors perceived as supportive by special education teachers and school site administrators. Data collection involved a survey instrument…

  16. Principal Empowering Leadership and Teacher Innovative Behavior: A Moderated Mediation Model

    Science.gov (United States)

    Gkorezis, Panagiotis

    2016-01-01

    Purpose: The purpose of this paper is to contribute to extant literature by linking principal empowering leadership to teachers' innovative work behavior. By doing so, the author attempts to provide a more nuanced understanding of this relationship by examining a moderated mediation model which encompasses exploration as a mediator and role…

  17. Ethical Leadership and Teachers' Voice Behavior: The Mediating Roles of Ethical Culture and Psychological Safety

    Science.gov (United States)

    Sagnak, Mesut

    2017-01-01

    The purpose of this study is to investigate the mediating effects of ethical culture and psychological safety on the relationship between ethical leadership and teachers' voice behavior. The sample consists of 342 teachers randomly selected from 25 primary and secondary schools. Four different instruments are used in this study. The scales have…

  18. The Impact of Distributed Leadership Behaviors of School Principals on the Organizational Commitment of Teachers

    Science.gov (United States)

    Akdemir, Öznur Atas; Ayik, Ahmet

    2017-01-01

    This study aims to investigate the effect of school principals' distributed leadership behaviors on teachers' organizational commitment. For this purpose, correlational survey model has been used in this study. The study group consists of 772 teachers working at secondary schools of Erzurum. The data of the study has been collected by using…

  19. The Effect of Vocational High School Administrators' Leadership Behaviors on Teacher Job Satisfaction

    Science.gov (United States)

    Tas, Said

    2017-01-01

    The purpose of this research is to determine the effect of vocational high school administrators' leadership behaviors on teacher job satisfaction. The study group of the research consists of 21 technical teachers who work at vocational high schools in the city of Isparta. The data obtained have been analyzed by calculating the frequency,…

  20. What Leadership Behaviors Were Demonstrated by the Principal in a High Poverty, High Achieving Elementary School?

    Science.gov (United States)

    Woods, E. Hayet J.; Martin, Barbara N.

    2016-01-01

    Examined through the lens of leadership, were the behaviors of a principal as perceived by stakeholders. The following themes emerged: (1) Educating the Whole Child, with the subthemes: (a) providing basic needs; (b) academic interventions based on achievement data; (c) an emphasis on reading; (d) extended academic time; and (e) relationships; and…

  1. Introduction to Educational Leadership and Organizational Behavior: Theory into Practice. Second Edition

    Science.gov (United States)

    Chance, Patti L.

    2009-01-01

    Like the bestselling first edition, this introductory textbook succinctly presents concepts and theories of educational leadership and organizational behavior and immediately applies them to problems of practice. It includes practical case studies, real-world scenarios and analyses, reflection questions, and straightforward explanations of…

  2. Ethical leadership and employee pro-social rule-breaking behavior in China

    NARCIS (Netherlands)

    Zhu, Jinqiang; Xu, Shiyong; Ouyang, Kan; Herst, David; Farndale, E.

    2018-01-01

    Chinese people generally show flexibility in obeying formal rules and emphasize rules in terms of virtue. In such a cultural background, we explore the effects of ethical leadership and ethical idealism on employee pro-social rule-breaking behavior (PSRB). Our study incorporates individual traits

  3. Technological Leadership Behavior of High School Headteachers in Asir Region, Saudi Arabia

    Science.gov (United States)

    Alkrdem, Mofareh

    2014-01-01

    The purpose of this study is to examine the technological leadership behaviors of Saudi Arabian high school regarding the supply and use of educational technologies based on the educational technology standards developed and approved for school headteachers in many countries. The study was carried out with 135 high school headteachers. In the…

  4. The Relationship between Leadership Behavior, the Thirteen Core Competencies, and Teacher Job Satisfaction

    Science.gov (United States)

    Crane, Detris Nanette

    2012-01-01

    The purpose of this quantitative correlational study was to determine if teacher job satisfaction is enhanced when principals value and exhibit behaviors informed by the 13 core competencies. Principals and teachers from 70 elementary, middle, and high schools in the southeast United States participated in the study. The "Leadership Behavior…

  5. Leadership and Diversity: Challenging Theory and Practice in Education. Education Leadership for Social Change

    Science.gov (United States)

    Lumby, Jacky; Coleman, Marianne

    2007-01-01

    As society becomes increasingly diverse, there is significant international awareness in education about how this impacts on leaders and leadership. For decades the emphasis has been placed on increasing the number of leaders with specific attributes, such as women or those from ethnic minorities, to encourage a true representation of society.…

  6. The Nature of Leadership: A Case Study of Distributed Leadership amidst a Participative Change Effort

    Science.gov (United States)

    Coleman, Eric D.

    2014-01-01

    The purpose of this study was to examine the nature of distributed leadership at the University of ABC's SCPS, as the School worked to transform itself through reorganization. The study examined the perceptions of key leaders and members of the implementation team as they sought to understand the implementation of a more participative approach to…

  7. Effects of Inclusive Leadership on Employee Voice Behavior and Team Performance: The Mediating Role of Caring Ethical Climate

    Directory of Open Access Journals (Sweden)

    Lei Qi

    2017-09-01

    Full Text Available As an emerging research field of leadership, inclusive leadership reflects the new style of leadership demanded by researchers and practitioners. Is it a leadership style that can better integrate employees and organizations and adapt to new complex management situation? Based on theories of social exchange, organizational support, and self-determination, this study investigated the impact of inclusive leadership on employee voice behavior and team performance through caring ethical climate. We evaluated the model with a time-lagged data of 329 team members from 105 teams in six cities in China. Results indicated as following: inclusive leadership was positively correlated with employee voice behavior at the individual level and team performance at the team level; caring ethical climate mediated the relationship between inclusive leadership and employee voice behavior at the individual level, as well as mediated the relationship between inclusive leadership and team performance at the team level. This study revealed the mechanism of the positive cross-level effects of inclusive leadership on the caring ethical climate, employee voice behavior, and team performance. These findings also provided important contributions for human resource management and practice.

  8. Transportation system resilience, extreme weather and climate change : a thought leadership series

    Science.gov (United States)

    2014-09-01

    This report summarizes key findings from the Transportation System Resilience, Extreme Weather and Climate Change thought leadership series held at Volpe, the National Transportation Systems Center from fall 2013 to spring 2014.

  9. The relationship between the principals’ leadership styles and their efficacy in change management

    OpenAIRE

    Yusuf İNANDI; Ayşe UZUN; Hayriye YEŞİL

    2016-01-01

    In this study, the relationship between principles’ efficacy in change management and their democratic and autocratic leadership styles are examined. The data in the research were collected from 231 teachers and 49 principals working in the central districts of Mersin, Turkey. According to the results obtained, there is a significant difference between teachers’ and principals’ views about principals’ efficacy in change management and their leadership styles. While principals define their lea...

  10. The Idiographic Study of Leadership Behavior in Natural Settings: An Empirical Analysis Using a Single Case Experimental Design.

    Science.gov (United States)

    1982-08-01

    Management , 1977, 1, 105-109. LAuthans, F. Leadership : A proposal for a social learning theory base and observational and functional analysis...Manz, C.C., & Sims, H.P. Self management as a substitute for leadership : A social learning theory perspective. Academy of Management Review, 1980, 5...AD-AI19 89 NEBRASKA UNIV LINCOLN DEPT OF MANAGEMENT F/G 5/1 THE IDIOGRAPHIC STUDY OF LEADERSHIP BEHAVIOR IN NATURAL SETTING-ETCIU)AUG 82 T R DAVI , F

  11. What constitutes successful nurse leadership?: A qualitative approach utilizing Kanter's theory of organizational behavior.

    Science.gov (United States)

    Upenieks, Valda V

    2002-12-01

    What constitutes successful leadership in today's healthcare environment and what are the principal components of an organization that supports the role of the nurse leader? To answer these questions, 16 nurse leaders from four acute care hospitals were interviewed for their perception of leadership traits that are effective in the inpatient hospital setting and types of organizational infrastructures that create conditions for job effectiveness. Kanter's theory of organizational behavior provided the conceptual framework for this study. Leadership effectiveness is linked to having access to opportunity, resources, information, and formal and informal power in the work setting. Nurse leaders with access to these structures are empowered and successful, which leads to enhanced worth and overall organizational achievement. Also, strong central beliefs and business astuteness are considered vital attributes in today's economically oriented environment.

  12. Implicit trait policies in multimedia situational judgment tests of leadership skills: Can they predict leadership behavior?

    NARCIS (Netherlands)

    Oostrom, J.K.; Born, M.Ph.; Serlie, A.W.; Van der Molen, H.T.

    2012-01-01

    To explain why situational judgment tests are often correlated with personality measures, Motowidlo, Hooper, and Jackson (2006a, 2006b) developed the implicit trait policy theory. Implicit trait policies are beliefs about causal relationships between personality traits and behavioral effectiveness.

  13. Transformational Leadership and Organizational Citizenship Behavior in the Arab Educational System in Israel: The Impact of Trust and Job Satisfaction

    Science.gov (United States)

    Nasra, Muhammed Abu; Heilbrunn, Sibylle

    2016-01-01

    The present study aims to extend and integrate previous research on the mediating effects of trust in supervisor and job satisfaction on the relationship between transformational leadership style and organizational citizenship behavior (OCB). Drawing on previous research, we argue that transformational leadership impacts OCB directly and…

  14. From Management to Leadership: Semantic or Meaningful Change?

    Science.gov (United States)

    Bush, Tony

    2008-01-01

    Educational management was still a relatively new field of study and practice in the UK at the time of the Education Reform Act (ERA) 1988. The field focused on "management" and not leadership. This emphasis very much reflected the business world and its use in education illustrated the "policy borrowing" characteristic of an…

  15. Utilizing Teacher Leadership as a Catalyst for Change in Schools

    Science.gov (United States)

    Ankrum, Raymond J.

    2016-01-01

    School leaders are constantly trying to find alternative ways to leverage and explore teacher leadership potential in their school building(s). Teachers leaders that are willing to go above and beyond their general duties. Teacher leaders are the type of educators that fall under the motif of potentially taking on additive responsibilities that…

  16. "Metamorphosis": A Collaborative Leadership Model to Promote Educational Change

    Science.gov (United States)

    Gialamas, Stefanos; Pelonis, Peggy; Medeiros, Steven

    2014-01-01

    A school that holds as a central belief that knowledge is individually and socially constructed by learners who are active observers of the world, active questioners, agile problem posers and critical and creative problem solvers must evolve leadership models and organizational patterns that mirror this model of genuine and meaningful learning as…

  17. Need for Affiliation as a Motivational Add-On for Leadership Behaviors and Managerial Success.

    Science.gov (United States)

    Steinmann, Barbara; Ötting, Sonja K; Maier, Günter W

    2016-01-01

    In a sample of 70 leader-follower dyads, this study examines the separate and interactive effects of the leaders' implicit needs for power, achievement, and affiliation on leadership behaviors and outcomes. Results show that whereas the need for achievement was marginally associated with follower-rated passive leadership, the need for affiliation was significantly related to ratings of the leaders' concern for the needs of their followers. Analyzing motive combinations in terms of interactive effects and accounting for the growing evidence on the value of affiliative concerns in leadership, we assumed the need for affiliation would channel the interplay among the needs for power and achievement in such a way that the leaders would become more effective in leading others. As expected, based on high need for achievement, the followers were more satisfied with their jobs and with their leaders and perceived more transformational leadership behavior if power-motivated leaders equally had a high need for affiliation. Moreover, the leaders indicated higher career success when this was the case. However, in indicators of followers' performance, the three-way interaction among the needs for power, achievement, and affiliation did not account for additional variance.

  18. THE IMPACT OF PERSONALITY AND LEADERSHIP STYLES ON LEADING CHANGE CAPABILITY OF MALAYSIAN MANAGERS

    OpenAIRE

    Ali Hussein Alkahtani; Ismael Abu-Jarad; Mohamed Sulaiman; Davoud Nikbin

    2011-01-01

    This study was conducted to investigate the influence of the Big Five Dimensions of personality of the Malaysian Managers and the leadership styles these managers use on their leading change capabilities. Total sample of 105 managers was used in this study. The results of this study revealed that the Malaysian managers tend to enjoy personalities that are conscious and open to experience. These managers tend to use consultative leadership style. However, they use autocratic, democratic and so...

  19. Situational theory of leadership.

    Science.gov (United States)

    Waller, D J; Smith, S R; Warnock, J T

    1989-11-01

    The situational theory of leadership and the LEAD instruments for determining leadership style are explained, and the application of the situational leadership theory to the process of planning for and implementing organizational change is described. Early studies of leadership style identified two basic leadership styles: the task-oriented autocratic style and the relationship-oriented democratic style. Subsequent research found that most leaders exhibited one of four combinations of task and relationship behaviors. The situational leadership theory holds that the difference between the effectiveness and ineffectiveness of the four leadership styles is the appropriateness of the leader's behavior to the particular situation in which it is used. The task maturity of the individual or group being led must also be accounted for; follower readiness is defined in terms of the capacity to set high but attainable goals, willingness or ability to accept responsibility, and possession of the necessary education or experience for a specific task. A person's leadership style, range, and adaptability can be determined from the LEADSelf and LEADOther questionnaires. By applying the principles of the situational leadership theory and adapting their managerial styles to specific tasks and levels of follower maturity, the authors were successful in implementing 24-hour pharmacokinetic dosing services provided by staff pharmacists with little previous experience in clinical services. The situational leadership model enables a leader to identify a task, set goals, determine the task maturity of the individual or group, select an appropriate leadership style, and modify the style as change occurs. Pharmacy managers can use this model when implementing clinical pharmacy services.

  20. Changing physician behavior: what works?

    Science.gov (United States)

    Mostofian, Fargoi; Ruban, Cynthiya; Simunovic, Nicole; Bhandari, Mohit

    2015-01-01

    There are various interventions for guideline implementation in clinical practice, but the effects of these interventions are generally unclear. We conducted a systematic review to identify effective methods of implementing clinical research findings and clinical guidelines to change physician practice patterns, in surgical and general practice. Systematic review of reviews. We searched electronic databases (MEDLINE, EMBASE, and PubMed) for systematic reviews published in English that evaluated the effectiveness of different implementation methods. Two reviewers independently assessed eligibility for inclusion and methodological quality, and extracted relevant data. Fourteen reviews covering a wide range of interventions were identified. The intervention methods used include: audit and feedback, computerized decision support systems, continuing medical education, financial incentives, local opinion leaders, marketing, passive dissemination of information, patient-mediated interventions, reminders, and multifaceted interventions. Active approaches, such as academic detailing, led to greater effects than traditional passive approaches. According to the findings of 3 reviews, 71% of studies included in these reviews showed positive change in physician behavior when exposed to active educational methods and multifaceted interventions. Active forms of continuing medical education and multifaceted interventions were found to be the most effective methods for implementing guidelines into general practice. Additionally, active approaches to changing physician performance were shown to improve practice to a greater extent than traditional passive methods. Further primary research is necessary to evaluate the effectiveness of these methods in a surgical setting.

  1. Study on team evaluation (6). Relationships among technical skill proficiency, leadership, and teamwork behaviors

    International Nuclear Information System (INIS)

    Misawa, Ryo; Sasou, Kunihide

    2011-01-01

    To maintain and improve the efficiency and safety of operations in numerous industries, it is necessary to develop programs that enhance teamwork. This can be achieved through empirical investigations that identify influential factors contributing to teamwork. This study focused on technical skill proficiency and leadership as influential factors and examined the relationships among these factors and teamwork behaviors. A series of measurements was performed on 54 operations teams with the cooperation of the training center of thermal power plants. Teamwork behaviors in training under simulated abnormal conditions were evaluated through instructors' observation using a behavior checklist. Technical skill proficiency was measured by conducting a brief survey on instructors. Leadership was measured on the basis of followers' responses on questionnaire scales. Based on the scores of technical skill proficiency and leadership, hierarchical cluster analysis revealed three types of teams: (a) F-type - the technical skills of followers are superior to those of leaders; (b) LF-type - both leaders and followers are proficient in technical skills; and (c) L-type - the technical skills of leaders are superior to those of followers. ANOVAs were conducted to examine differences in teamwork behavior for the three types of teams. The main results revealed that LF-type teams actively engaged in information gathering and that leaders played a central role in these activities. In addition, the followers of F-type teams freely exchanged their ideas and opinions regarding problems and actively discussed how to solve them. These findings suggest that teamwork behaviors can vary depending on technical skill proficiency and leadership in teams. Future research is needed to identify additional factors affecting teamwork that are not measured in this study. (author)

  2. Women's Health Leadership to Enhance Community Health Workers as Change Agents.

    Science.gov (United States)

    Ingram, Maia; Chang, Jean; Kunz, Susan; Piper, Rosie; de Zapien, Jill Guernsey; Strawder, Kay

    2016-05-01

    Objectives A community health worker (CHW) is a frontline public health worker who is a trusted member of and/or has an unusually close understanding of the community served. While natural leadership may incline individuals to the CHW profession, they do not always have skills to address broad social issues. We describe evaluation of the Women's Health Leadership Institute (WHLI), a 3-year training initiative to increase the capacity of CHWs as change agents. Methods Pre-/postquestionnaires measured the confidence of 254 participants in mastering WHLI leadership competencies. In-depth interviews with CHW participants 6 to 9 months after the training documented application of WHLI competencies in the community. A national CHW survey measured the extent to which WHLI graduates used leadership skills that resulted in concrete changes to benefit community members. Multivariate logistic regressions controlling for covariates compared WHLI graduates' leadership skills to the national sample. Results Participants reported statistically significant pre-/postimprovements in all competencies. Interviewees credited WHLI with increasing their capacity to listen to others, create partnerships, and initiate efforts to address community needs. Compared to a national CHW sample, WHLI participants were more likely to engage community members in attending public meetings and organizing events. These activities led to community members taking action on an issue and a concrete policy change. Conclusions Leadership training can increase the ability of experienced CHWs to address underlying issues related to community health across different types of organizational affiliations and job responsibilities. © 2016 Society for Public Health Education.

  3. Experiential Workshop with Educational Leadership Doctoral Students: Managing Affective Reactions to Organizational Change

    Science.gov (United States)

    Falls, Leigh; Jara, Teresa; Sever, Tim

    2009-01-01

    Managing change processes, resistance to change, and organizational members' emotional reactions to change are crucial skills for future educational leaders to learn. Our case study is based on a workshop conducted using two experiential exercises to facilitate current educational leadership doctoral students' reflections on their own reactions to…

  4. Behavior changes after minor emergency procedures.

    Science.gov (United States)

    Brodzinski, Holly; Iyer, Srikant

    2013-10-01

    Procedures are common in pediatric emergency departments and frequently cause distress from pain and/or anxiety. The objective of this study was to describe the incidence, types, and magnitude of long-term behavior changes after procedures in the emergency setting. This is a descriptive pilot study to determine if children display negative behavioral changes after a minor emergency department procedure (abscess drainage or laceration repair). Behavior change was measured at 1 week by telephone follow-up using the 27-item Post Hospitalization Behavior Questionnaire, a well-validated instrument that measures behavior changes across 6 categories: general anxiety, separation anxiety, anxiety about sleep, eating disturbances, aggression toward authority, and apathy/withdrawal. Significant behavior change was defined as 5 or more negative behavior changes on the 27-item questionnaire. Twenty percent of children who underwent abscess drainage (n = 30) and 20% who underwent laceration repair (n = 30) displayed significant negative behavior change at 1 week. Children who displayed significant negative behavior change tended to be younger (3.6 vs 5.9 years) and trended toward being more likely to have received anxiolysis or sedation (16.7% vs 8.3%). Separation anxiety, sleep difficulties, and aggression toward authority were the most common behavior changes. In this pilot study, a significant percentage of children undergoing common emergency procedures exhibited an appreciable burden of negative behavior change at 1 week; these results demonstrate the need for further rigorous investigation of predictors of these changes and interventions, which can ameliorate these changes.

  5. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy.

    Science.gov (United States)

    Den Hartog, Deanne N; Belschak, Frank D

    2012-01-01

    Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). As expected, a 3-way interaction qualifies these main effects: In situations of high autonomy, transformational leadership relates positively to proactive behavior for individuals high (but not low) on self-efficacy. Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2.

  6. THE PROS AND CONS OF THE RELATIONSHIP BETWEEN PERSONALITY AND LEADERSHIP OR MANAGERIAL BEHAVIOR OF NURSING MANAGER

    Directory of Open Access Journals (Sweden)

    Joko Gunawan

    2016-10-01

    Full Text Available Dear Editor, “Complex role in complex times” that is what nurse managers have as the one on the most key roles in the hospital.1 They are not just about managing staff schedules, but also need to have a vision and able to inspire them.2 Thus, competent nurse managers are needed. Research suggests that employees and employers are looking for similar characteristics or personality traits in their leaders. Personality trait refers to the dimensions of individual differences in tendencies to show consistent patterns of thoughts, feelings and actions.3 Personality trait seems able to explain why a person acts the way he/she does when in a leadership position. Research aggregated the results of 222 correlations contained in 73 studies of personality and leadership performance by involving 25,000 managers from every level in organizations across every industry sector.4 There were four of the five dimensions of the big five personality were significantly correlated with leadership emergence and effectiveness with adjustment / emotional stability as the best predictor, and agreeableness as the weakest predictor.4 Scholars who believe in data, these findings definitively indicate that personality predicts leadership behaviors across all organizational levels and industry sectors, and does so more powerfully than any known alternative.5 Personality traits relate to leader behaviors to a greater extent and less ambiguously than earlier reviews had suggested.6 However, although there are clear evidences in examining the relationship between personality and leadership or managerial behavior, it is also important that there are cons about the degree to which personality is related to managerial or leadership behavior Literature indicates that personality traits cannot be concluded to determine leadership with some considerations: (1 it is impossible to find one specific personality trait that characterizes leaders and (2 it is impossible to isolate a

  7. Effect of Leadership Styles of School Principals on Organizational Citizenship Behaviors

    OpenAIRE

    Avcı, Ahmet

    2016-01-01

    The aim of this research is to investigate the relationship between the leadership styles of principals and organizational citizenship behaviors of teachers according to teachers' perceptions. In this research, a relational survey model was used. Data for the research were obtained from 1,723 teachers working in public and private schools which were subject to Ministry of National Education in the Kadikoy district of Istanbul province in 2014. In this research, data were collected...

  8. The Moderation Effect of Smart Phone Addiction in Relationship between Self-Leadership and Innovative Behavior

    OpenAIRE

    Gi-Ryun Park; Gye-Wan Moon; Dong-Hoon Yang

    2014-01-01

    This study aims to explore the positive effects of self-leadership and innovative behavior that'd been proven in the existing researches proactively and understand the regulation effects of smartphone addiction which has recently become an issue in Korea. This study conducted a convenient sampling of college students attending the four colleges located at Daegu. A total of 210 questionnaires in 5-point Likert scale were distributed to college students. Among which, a total of 200 questionnair...

  9. Organizational models as configurations of structure, culture, leadership, control, and change strategy

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2017-01-01

    Full Text Available Starting from the axioms of consistency, stability, contingency, and configuration, research on organizational structure, culture, control, leadership, and change management strategy has shown that their typical configurations, or models, can be differentiated according to the same two criteria: distribution of power and dominant organizational dimension. On the one hand there are models of structure, culture, control, leadership, and change management strategy that are based on an unequal, or authoritarian, distribution of power within organizations, while on the other hand there are models that are based on democratic, or equal, distribution of power. Also, on the one hand there are models of structure, culture, control, leadership, and change strategy that are based on work structure and tasks, while on the other hand there are models of these organizational components that are based on social structure, people, and their relationships. Harmonization of typical configurations of organizational structure, culture, control, leadership, and change strategy occurs due to the harmonization of the differentiation criteria. Based on this harmonization, four organizational models have been identified as typical configurations of structure, culture, control, leadership, and change strategy: the autocratic, bureaucratic, innovative, and task models. Each of these models is effective in a different environmental contingency.

  10. Changes in leadership styles as a function of a four-day leadership training institute for nurse managers: a perspective on continuing education program evaluation.

    Science.gov (United States)

    Wolf, M S

    1996-01-01

    This study measured changes in knowledge acquisition and application of the Hersey and Blanchard model of leadership styles and leadership style adaptability among 144 registered nurses who participated in a four-day management institute. A pre- and post-institute administration of the LEAD-Self instrument was conducted. Although the findings demonstrated a significant change in the participants' leadership styles, the data revealed that outcomes were not as positive as had been assumed based on participants' self-reports. The discussion of findings reveals the complexity and the necessity of measuring learning outcomes for continuing education program improvement.

  11. TRANSFORMATIONAL LEADERSHIP – THE ART OF SUCCESSFULLY MANAGING TRANSFORMATIONAL ORGANIZATIONAL CHANGES

    Directory of Open Access Journals (Sweden)

    Ionel Scaunasu

    2012-12-01

    Full Text Available Companies today face new challenges waves, striving to remain competitive in a rapidly-changing market. Transformational leadership is a strategic key approach to successfully managing organizational transformational changes, the art of boat business leads by turbulence beginning of the XXI century. In fact, this is a new quality of leadership that so-called transactional management blew it in an attempt to end the cycle of conversion efficiency. In this sense, the success of transformational organizational change management involving key people in an organization (managers to develop appropriate skill sets and attributes that characterize the so-called transformational leaders.

  12. The Impact of Authentic Leadership on Ethical Behavior

    Science.gov (United States)

    2016-05-25

    moral rules are situational” (Stead et al., 1990, p.235). Individuals who are situationalists are high in both idealism and relativism ...Position Questionnaire (EPQ) assesses the degree of idealism and rejection of universal moral rules in favor of relativism . It was developed to measure... moral courage and ethical behavior, and ethical organizational cultures (Hannah et al., 2005). In particular, Hannah et al. (2011) found with a sample

  13. Construction of scales to measure leadership behavior at nuclear power plants. 2

    Energy Technology Data Exchange (ETDEWEB)

    Misumi, Jyuji; Yamada, Akira [Institute of Nuclear Safety System Inc., Kyoto (Japan); Shinohara, Shinobu [and others

    1994-05-01

    We tried to construct the PM leadership behavior measuring scales at nuclear power plants. In our factor analysis of leadership types of shift supervisors, maintenance and repair subsection chiefs and sub contractors` field leaders, three factors respectively were found. In the leadership scales for shift supervisors, the first factor was named the factor of group maintenance, the second factor was named the factor of directive-order for goal achievement and the third factor was named the factor of specialty for goal achievement. For maintenance and repair subsection chiefs, the first factor was named the factor of directive-order for goal achievement, and second factor was named the factor of group maintenance and the third factor was named the factor of rigidity-pressure for goal achievement. For subcontractors` leaders, the first factor was named the factor of directive-specialty for goal achievement, the second factor named the factor of group maintenance and the third factor was named the factor of rigidity-pressure for achievement. We constructed PM leadership measuring scales for each advisory position and verified its validity by using workplace `morale`-(satisfaction, etc.) as a subordinate variable. Also, in regard to the distribution of scales, we verified the validity of distance scales by examining it by Quantification III. (author)

  14. An understanding of nurse educators' leadership behaviors in implementing mandatory continuing nursing education in China.

    Science.gov (United States)

    Xiao, Lily Dongxia

    2008-09-01

    Mandatory continuing nursing education is viewed as one way to develop registered nurses' continuing competencies. However, as has been argued internationally, it can also create a paradox in terms of learning to meet study requirements. Such paradox has been discussing in China since the implementation of mandatory continuing nursing education in 1996. Nurse educators, who develop continuing nursing education programs, appear to respond to the paradox differently associated with their leadership styles. This article reports a qualitative study aiming to gain an understanding of nurse educators' leadership behaviors in implementing mandatory continuing nursing education in China. Gadamer's philosophical hermeneutics underpins in-depth interviews with five nurse educators and data interpretation. Two categories of nurse educators, described as proactive educator and reactive educator, were identified and compared with two types of leadership styles described as transformational leader and transactional leader in the literature of educational leadership and continuing professional development. Proactive educators shared core attributors of transformational leaders and were able to relieve the paradox in mandatory continuing nursing education. Reactive educators however showed some attributors of transactional leaders and might escalate the paradox. Findings suggest further research in relation to the preparation of nurse educators.

  15. Construction of scales to measure leadership behavior at nuclear power plants. 2

    International Nuclear Information System (INIS)

    Misumi, Jyuji; Yamada, Akira; Shinohara, Shinobu

    1994-01-01

    We tried to construct the PM leadership behavior measuring scales at nuclear power plants. In our factor analysis of leadership types of shift supervisors, maintenance and repair subsection chiefs and sub contractors' field leaders, three factors respectively were found. In the leadership scales for shift supervisors, the first factor was named the factor of group maintenance, the second factor was named the factor of directive-order for goal achievement and the third factor was named the factor of specialty for goal achievement. For maintenance and repair subsection chiefs, the first factor was named the factor of directive-order for goal achievement, and second factor was named the factor of group maintenance and the third factor was named the factor of rigidity-pressure for goal achievement. For subcontractors' leaders, the first factor was named the factor of directive-specialty for goal achievement, the second factor named the factor of group maintenance and the third factor was named the factor of rigidity-pressure for achievement. We constructed PM leadership measuring scales for each advisory position and verified its validity by using workplace 'morale'-(satisfaction, etc.) as a subordinate variable. Also, in regard to the distribution of scales, we verified the validity of distance scales by examining it by Quantification III. (author)

  16. Why behavior change is difficult to sustain.

    Science.gov (United States)

    Bouton, Mark E

    2014-11-01

    Unhealthy behavior is responsible for much human disease, and a common goal of contemporary preventive medicine is therefore to encourage behavior change. However, while behavior change often seems easy in the short run, it can be difficult to sustain. This article provides a selective review of research from the basic learning and behavior laboratory that provides some insight into why. The research suggests that methods used to create behavior change (including extinction, counterconditioning, punishment, reinforcement of alternative behavior, and abstinence reinforcement) tend to inhibit, rather than erase, the original behavior. Importantly, the inhibition, and thus behavior change more generally, is often specific to the "context" in which it is learned. In support of this view, the article discusses a number of lapse and relapse phenomena that occur after behavior has been changed (renewal, spontaneous recovery, reinstatement, rapid reacquisition, and resurgence). The findings suggest that changing a behavior can be an inherently unstable and unsteady process; frequent lapses should be expected. In the long run, behavior-change therapies might benefit from paying attention to the context in which behavior change occurs. Copyright © 2014 Elsevier Inc. All rights reserved.

  17. Leadership change: A case study analysis of strategy and control systems development

    Directory of Open Access Journals (Sweden)

    Alaudin Ahmadasri

    2017-01-01

    Full Text Available This paper reports on how a change of leadership at the CEO-level influences strategic practices and control systems development. The case study describes how the new chief executive developed and communicated his vision and strategy through control systems and structural change. The findings indicate that senior employees’ involvement in strategic plan development (through SLT mechanism in this case brought clarity and assurance to them. Meetings are important control mechanisms to structure the sharing of information and to enhance employee commitment and help decision making. It is argued leadership manifests through the interactions of leader with employees in many control practices. The findings have implications for family-owned businesses that are facing imminent change in leadership. They benefit founders/top managers that are about to change leadership of entrepreneurial firm to the next level by highlighting the importance of preparing leader’s capacity for an effective leadership role. The study also highlights some important factors which are seldom discussed in control theories.

  18. Authentic Leadership: Strategy of the Implementation of Madrasah Management of Change

    Directory of Open Access Journals (Sweden)

    Aan Komariah

    2017-12-01

    Full Text Available Implementing the management of madrasah change starts from an authentic leadership. Authentic leadership is the identity of a head of madrasah in developing value-based educational system. His identity is seen from his sincerity in working, his kindness in treating people and the sharpness of his mind in determining the future of the organization. The authentic leadership of madrasah should represent the identity of moslem morality with work orientation on the sincerity of being a STAF+B (Siddiq, Tablig, Amanah, Fathonah + Brave leader. Leading the madrasah in the context of implementing management of change is not enough to be pious but it requires courage to take strategic and innovative decisions in realizing a qualified madrasah. This research aims to find an authentic leadership strategy model for management of change by head of madrasah. The research was conducted on the head of madrasah in Pangandaran Regency. The results show that the application of authentic leadership can build madrasah changes by empowering the Professional Learning Community (PLC in which 4CS strategy is implemented in a reciprocal (cumsuis-Casing, Communicating, Competencies, Contribution, Sample. The followers can identify who the authentic leader is by finding the integrity of identity that represents in: his mind is vision; his heart is good and his legs work hard.

  19. Psychological Empowerment as a Mediator between Teachers' Perceptions of Authentic Leadership and Their Withdrawal and Citizenship Behaviors

    Science.gov (United States)

    Shapira-Lishchinsky, Orly; Tsemach, Sigalit

    2014-01-01

    Purpose: This study explores the mediating role of psychological empowerment on authentic leadership, organizational citizenship behaviors (OCB), and a variety of withdrawal behaviors among teachers, using the psychological model of perceptions-attitudes-behaviors. Research Design: A total of 366 teachers from 23 randomly selected Israeli schools…

  20. Fishing for leadership: The role diversification plays in facilitating change agents.

    Science.gov (United States)

    Stoll, Joshua S

    2017-09-01

    Leadership is often viewed as being critical to successful natural resource management. This research focuses on a set of leaders identified through a social network analysis of fishers in a rural coastal region. Leaders' connections to different fisheries are evaluated, and these actors are found to be significantly more diversified than other fishers in the area. Drawing on theory related to institutional entrepreneurship and a series of in-depth interviews with these actors, this paper puts forward several hypotheses to explain how diverse social-ecological connections facilitate leadership. Three mechanisms are identified. Being diversified facilitates: (1) production of alternative visions; (2) framing of tractable strategies to sustain local marine resource; and (3) participation in the management process. While more research is needed to understand the relationship between diversification and leadership, these exploratory results suggest that leadership is, in part, a manifestation of ecological circumstance, supporting recent assertions that scholarship on leadership in natural resource management settings could benefit from being more attentive to the processes that shape leadership rather than fixating on individuals and their personal attributes. Given that fisheries policies increasingly constrain diversification, policymakers and managers should consider how specialization of fishers might change the form and function of leaders in the future. Copyright © 2017 Elsevier Ltd. All rights reserved.

  1. Minimizing deviant behavior in healthcare organizations: the effects of supportive leadership and job design.

    Science.gov (United States)

    Chullen, C Logan; Dunford, Benjamin B; Angermeier, Ingo; Boss, R Wayne; Boss, Alan D

    2010-01-01

    In an era when healthcare organizations are beset by intense competition, lawsuits, and increased administrative costs, it is essential that employees perform their jobs efficiently and without distraction. Deviant workplace behavior among healthcare employees is especially threatening to organizational effectiveness, and healthcare managers must understand the antecedents of such behavior to minimize its prevalence. Deviant employee behavior has been categorized into two major types, individual and organizational, according to the intended target of the behavior. Behavior directed at the individual includes such acts as harassment and aggression, whereas behavior directed at the organization includes such acts as theft, sabotage, and voluntary absenteeism, to name a few (Robinson and Bennett 1995). Drawing on theory from organizational behavior, we examined two important features of supportive leadership, leader-member exchange (LMX) and perceived organizational support (POS), and two important features of job design, intrinsic motivation and depersonalization, as predictors of subsequent deviant behavior in a sample of over 1,900 employees within a large US healthcare organization. Employees who reported weaker perceptions of LMX and greater perceptions of depersonalization were more likely to engage in deviant behavior directed at the individual, whereas employees who reported weaker perceptions of POS and intrinsic motivation were more likely to engage in deviant behavior directed at the organization. These findings give rise to specific prescriptions for healthcare managers to prevent or minimize the frequency of deviant behavior in the workplace.

  2. DEBATING ABOUT SITUATIONAL LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Carmen CÎRSTEA

    2012-01-01

    Full Text Available In this paper we analyzed the cirumstances of every day life which requires the need to adapt the leadership style. Leadership needs a lot of abilities and skills, including the capability to communicate. The paper deals with leader’s need of changing the style of leading as organizational circumstances change. The process is efficient only when the leaders and the followers have the right climate. The importance of this process is reflected in the productivity of the organization. As the economic climate changes the leadership style needs to be changed and also the style of communication throughout the leader coaches, coordinates, evaluates and supervises. Leadership is about organizing a group of people to achieve a goal. The leader may or may not have any formal authority. Students of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values, charisma, and intelligence, among others. This paper describes the styles of leadership which the leaders must use and switch when is needed in comparison with what leadership is about.

  3. Culture-Free Leadership Effectiveness Versus Moderators of Leadership Behavior: An Extension and Test of Kerr and Jermier's “Substitutes for Leadership” Model in Taiwan

    OpenAIRE

    Jiing-Lih Farh; Philip M Podsakoff; Bor-Shiuan Cheng

    1987-01-01

    This study was designed to examine whether several situation variables serve as moderators of the effects of leader reward and punishment behaviors for Taiwanese workers. Contrary to what would be expected from Kerr and Jermier's (1978) substitutes for leadership model, none of the situational variables was found to reverse (1) the positive relationship between leader contingent reward behavior and subordinate performance or satisfaction, or (2) the generally negative relationship between lea...

  4. Effects of People-oriented Leadership and Subordinate Employability on Call Center Withdrawal Behaviors

    Directory of Open Access Journals (Sweden)

    Federico R. León

    2018-03-01

    Full Text Available Call-center employees are prone to lateness, absenteeism, and turnover because their jobs are low-wage, low-skill, and provoke high levels of stress. Thus, considerate supervisors achieve from them better performance and reduced turnover. This study tested in a Peruvian call center (N = 255 various hypotheses concerned with the effects of people-oriented leadership on withdrawal behaviors, their moderation by subordinate perceived employability, and the nature of the relationships between withdrawal behaviors. The evidence revealed independence of uncertified absenteeism from turnover intention, negative effects of people-oriented leadership on subordinate turnover intention regardless of subordinate level of employability, and leadership x employability crossover interactive effects on subordinate uncertified absenteeism. Since people-oriented supervision is associated with increased absenteeism among highly employable subordinates and decreased absenteeism among low-employability workers, the effects cancel each other. Thus, there is a need for understanding the underlying determinants as a pre-condition to deriving practical recommendations.

  5. Identifying Opinion Leaders to Promote Behavior Change

    Science.gov (United States)

    Valente, Thomas W.; Pumpuang, Patchareeya

    2007-01-01

    This article reviews 10 techniques used to identify opinion leaders to promote behavior change. Opinion leaders can act as gatekeepers for interventions, help change social norms, and accelerate behavior change. Few studies document the manner in which opinion leaders are identified, recruited, and trained to promote health. The authors categorize…

  6. Fostering employee service creativity: Joint effects of customer empowering behaviors and supervisory empowering leadership.

    Science.gov (United States)

    Dong, Yuntao; Liao, Hui; Chuang, Aichia; Zhou, Jing; Campbell, Elizabeth M

    2015-09-01

    Integrating insights from the literature on customers' central role in service and the literature on employee creativity, we offer theoretical and empirical account of how and when customer empowering behaviors can motivate employee creativity during service encounters and, subsequently, influence customer satisfaction with service experience. Using multilevel, multisource, experience sampling data from 380 hairstylists matched with 3550 customers in 118 hair salons, we found that customer empowering behaviors were positively related to employee creativity and subsequent customer satisfaction via employee state promotion focus. Results also showed that empowering behaviors from different agents function synergistically in shaping employee creativity: supervisory empowering leadership strengthened the indirect effect of customer empowering behaviors on employee creativity via state promotion focus. (c) 2015 APA, all rights reserved).

  7. Promoting Behavioral Change in Psychoanalytic Treatments.

    Science.gov (United States)

    Busch, Fredric N

    2017-01-01

    One of the shibboleths of psychoanalysis is that treatment should not target behavioral change, focusing instead on gaining insight and the therapeutic relationship (Freud, 1917; 1923; Gabbard, 2014; Greenson, 1967). Such an approach is believed to be accompanied by disruptions of exploration or problematic distortions of the transference (Freud, 1917; 1923; Gabbard, 2014; Greenson, 1967). However, ignoring behavioral change can put patients at increased risk for stalemates in treatment and persistent problematic behaviors that interfere with improvement and impair relationships. This article suggests that rather than being at odds or disruptive, efforts at behavioral change can be part of the development and employment of a psychodynamic formulation, and can be used to enhance self-understanding and exploration of the transference. Psychoanalytic approaches provide strategies for behavioral change not included in other psychotherapeutic treatments. This article describes a variety of ways in which efforts at behavioral change can be integrated with and enhanced by psychodynamic exploration.

  8. Predictors of College Students Engaging in Social Change Behaviors

    Science.gov (United States)

    Johnson, Matthew

    2014-01-01

    Using data from the 2009 Multi-Institutional Study of Leadership, this article examines the personal characteristics and environmental experiences that contribute to college students' involvement in social change. Results indicate that collegiate environmental characteristics (i.e., student group membership, leadership training, discussions…

  9. Leadership in Academic Health Centers: Transactional and Transformational Leadership.

    Science.gov (United States)

    Smith, Patrick O

    2015-12-01

    Leadership is a crucial component to the success of academic health science centers (AHCs) within the shifting U.S. healthcare environment. Leadership talent acquisition and development within AHCs is immature and approaches to leadership and its evolution will be inevitable to refine operations to accomplish the critical missions of clinical service delivery, the medical education continuum, and innovations toward discovery. To reach higher organizational outcomes in AHCs requires a reflection on what leadership approaches are in place and how they can better support these missions. Transactional leadership approaches are traditionally used in AHCs and this commentary suggests that movement toward a transformational approach is a performance improvement opportunity for AHC leaders. This commentary describes the transactional and transformational approaches, how they complement each other, and how to access the transformational approach. Drawing on behavioral sciences, suggestions are made on how a transactional leader can change her cognitions to align with the four dimensions of the transformational leadership approach.

  10. Insecure Commitment and Resistance: An Examination of Change Leadership, Self-Efficacy, and Trust on the Relationship between Job Insecurity, Employee Commitment, and Resistance to Organizational Change

    Science.gov (United States)

    Smith, Robert Elijah

    2013-01-01

    This study was designed to examine the mediation role of self-efficacy and the moderating roles of change leadership strategy and trust on the change attitudes of job insecure employees. Using job insecurity theory (Greenhalgh, 1983), Chin & Benne's (1961) seminal classification of change leadership strategies and the tripartite model of…

  11. Helping Smokers Quit: The Smoking Cessation Leadership Center Engages Behavioral Health by Challenging Old Myths and Traditions.

    Science.gov (United States)

    Schroeder, Steven A; Clark, Brian; Cheng, Christine; Saucedo, Catherine B

    2018-01-01

    Smoking is much more common among persons with behavioral health conditions (mental illnesses and/or substance use disorders). Persons with these disorders are more likely to die from smoking-related causes than any other reason. Studies have shown that stopping smoking can improve mental health function, as well as improve outcomes for substance use disorders. Yet, for a variety of reasons, smoking cessation has not been integrated into the treatment of behavioral health conditions, and in many instances tobacco use was not only condoned but encouraged. Beginning in 2007, the Smoking Cessation Leadership Center (SCLC) began engaging relevant agencies in an attempt to stimulate more vigorous smoking cessation activities. Partners included the federal Substance Abuse and Mental Health Services Administration, advocacy organizations such as the National Alliance on Mental Illness and Community Anti-Drug Coalitions of America, and clinical groups such as the American Psychiatric Nurses Association, the American Psychiatric Association, American Psychological Association, National Council on Behavioral Health, and National Association of State Mental Health Program Directors. A signature program featured 16 individual state summits involving agencies and groups from multiple sectors, all aiming to lower smoking rates in behavioral health populations. These activities mark an evolving culture change within behavioral health.

  12. The Relationship between Authoritarian Leadership and Employees’ Deviant Workplace Behaviors: The Mediating Effects of Psychological Contract Violation and Organizational Cynicism

    Science.gov (United States)

    Jiang, Hongyan; Chen, Yang; Sun, Peizhen; Yang, Jun

    2017-01-01

    This study investigated the relationship between authoritarian leadership and employees’ deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees’ DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees’ DWB. PMID:28536550

  13. The Relationship between Authoritarian Leadership and Employees' Deviant Workplace Behaviors: The Mediating Effects of Psychological Contract Violation and Organizational Cynicism.

    Science.gov (United States)

    Jiang, Hongyan; Chen, Yang; Sun, Peizhen; Yang, Jun

    2017-01-01

    This study investigated the relationship between authoritarian leadership and employees' deviant workplace behaviors (DWB), as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees' DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees' DWB.

  14. The Relationship between Authoritarian Leadership and Employees’ Deviant Workplace Behaviors: The Mediating Effects of Psychological Contract Violation and Organizational Cynicism

    Directory of Open Access Journals (Sweden)

    Hongyan Jiang

    2017-05-01

    Full Text Available This study investigated the relationship between authoritarian leadership and employees’ deviant workplace behaviors (DWB, as well as the mediating effects of psychological contract violation and organizational cynicism. A cross-sectional survey was conducted among 391 manufacturing workers in a northern city of China. Structural equation modeling was performed to test the theory-driven models. The results showed that the relationship between authoritarian leadership and employees’ DWB was mediated by organizational cynicism. Moreover, this relationship was also sequentially mediated by psychological contract violation and organizational cynicism. This research unveiled psychological contract violation and organizational cynicism as underlying mechanism that explained the link between authoritarian leadership and employees’ DWB.

  15. How transformational leadership works during team interactions: A behavioral process analysis

    NARCIS (Netherlands)

    Lehmann-Willenbrock, N.K.; Meinecke, A.L.; Rowold, J.; Kauffeld, S.

    2015-01-01

    Transformational leadership is generally considered helpful for team functioning. However, the social dynamics underlying the benefits of transformational leadership remain elusive to date. To understand how and why transformational leadership can foster team functioning, this study focuses on

  16. Leadership and Ethics: A Pragmatic Exploration among Candidates in a Doctoral Leadership Program

    Science.gov (United States)

    Hatfield, Jennifer Marie

    2011-01-01

    The study of leadership and ethics, in the context of ethical behavior, is an area of concern, yet interest in an ever changing multicultural society of social norms and values. The magnitude of success has been and can be attributed to thriving and flourishing leadership exhibited by those parties involved. However, the behaviors exhibited by…

  17. Leadership and transformational change in healthcare organisations: a qualitative analysis of the North East Transformation System.

    Science.gov (United States)

    Erskine, Jonathan; Hunter, David J; Small, Adrian; Hicks, Chris; McGovern, Tom; Lugsden, Ed; Whitty, Paula; Steen, Nick; Eccles, Martin Paul

    2013-02-01

    The research project 'An Evaluation of Transformational Change in NHS North East' examines the progress and success of National Health Service (NHS) organisations in north east England in implementing and embedding the North East Transformation System (NETS), a region-wide programme to improve healthcare quality and safety, and to reduce waste, using a combination of Vision, Compact, and Lean-based Method. This paper concentrates on findings concerning the role of leadership in enabling tranformational change, based on semi-structured interviews with a mix of senior NHS managers and quality improvement staff in 14 study sites. Most interviewees felt that implementing the NETS requires committed, stable leadership, attention to team-building across disciplines and leadership development at many levels. We conclude that without senior leader commitment to continuous improvement over a long time scale and serious efforts to distribute leadership tasks to all levels, healthcare organisations are less likely to achieve positive changes in managerial-clinical relations, sustainable improvements to organisational culture and, ultimately, the region-wide step change in quality, safety and efficiency that the NETS was designed to deliver. © The Author(s) 2013 Reprints and permissions: sagepub.co.uk/journalsPermissions.nav.

  18. "We're Not in Kansas Anymore" Disaster Relief, Social Change Leadership, and Transformation

    Science.gov (United States)

    Buschlen, Eric L.; Warner, Cathleen A.

    2014-01-01

    This qualitative study explored a high-intensity, transformational service event following a natural disaster. Using data collected from promptbased journals, the researchers in this study sought to understand how social change leadership develops while serving after a natural disaster. This paper outlines how qualitative research can be used to…

  19. Foregrounding the Role of Relationships in Reform: A Social Network Perspective on Leadership and Change

    Science.gov (United States)

    Liou, Yi-Hwa; Daly, Alan J.; Brown, Chris; del Fresno, Miguel

    2015-01-01

    Purpose: The role of relationships in the process of leadership and change is central, yet the social aspect of the work of reform is often background in favor of more technical approaches to improvement. Therefore, the purpose of this paper is to argue that social network theory and analysis provides a useful theory and set of tools to unpack the…

  20. LEADERSHIP AND CHANGE, A MUST FOR CRISIS PERIOD IN HIGHER EDUCATION INSTITUTIONS

    Directory of Open Access Journals (Sweden)

    MIRCEA REMUS SABAU

    2012-05-01

    Full Text Available Leadership is always a matter of focus for both scholars, private and public institutions, especially nowadays when the whole planet is suffering from a worldwide financial crisis, which has lead to an international uncertainty. The present drastic changes of the social environment forced higher education institutions to respond and this conducted to the appearance of the leadership change issue. Current times can be considered as very difficult ones for educational leaders, especially since they are continuously faced with shifting environments, new provocations, new stakes and in the same time, new threats. In order to remain competitive in the global market and also in order to become prepared for the changing international environment, academic leaders must change. The present financial crisis is shaped by a sense of urgency and reality. Due to the fact that it affects plenty of people and various countries, it is also characterized by transboundary effects. Taking into consideration these circumstances, the necessity for quick crisis solution occurs. Accordingly, the aim of this project is to investigate the leadership problem in the academic education area during the present financial crisis. The researcher found it appealing to study the effects of external circumstances on higher education leadership. The conducted analysis discusses possible guidelines for a higher education leader to use especially in crisis situations as nowadays. The researcher plans to answer the following question: what must be analyzed when developing a model or method that can be used as guidance when leading in crisis times?

  1. Changes in Emotional-Social Intelligence, Caring, Leadership and Moral Judgment during Health Science Education Programs

    Science.gov (United States)

    Larin, Helene; Benson, Gerry; Wessel, Jean; Martin, Lynn; Ploeg, Jenny

    2014-01-01

    In addition to having academic knowledge and clinical skills, health professionals need to be caring, ethical practitioners able to understand the emotional concerns of their patients and to effect change. The purpose of this study was to determine whether emotional-social intelligence, caring, leadership and moral judgment of health science…

  2. Around the Fishing Net: Leadership Dynamics for Change in an American International School

    Science.gov (United States)

    Murakami-Ramalho, Elizabeth; Benham, Maenette

    2010-01-01

    This study explored the active involvement of school and community members investing in leadership dynamics for change, especially considering the increasingly globalized world and the importance of preparing globally minded citizens. To explore how educators and leaders work to foster dynamic learning experiences in a highly mobile global…

  3. Self-Leadership Change Project: The Continuation of an Ongoing Experiential Program

    Science.gov (United States)

    Phillips, James I.; Kern, Dave; Tewari, Jitendra; Jones, Kenneth E.; Beemraj, Eshwar Prasad; Ettigi, Chaitra Ashok

    2017-01-01

    Purpose: The self-leadership change project (SLCP) is an ongoing program for senior level students at a regional university designed to provide hands-on experience in building self-management skills, which is considered a pre-requisite by many leaders and scholars (e.g. Drucker, 1996; Schaetti et al., 2008). The paper aims to discuss this issue.…

  4. Culture and Leadership in a Public University Setting: Implications for Shared Governance and Change

    Science.gov (United States)

    Mills, Edward E.

    2014-01-01

    Noting a lack of quantitative research on perceptions of culture, leadership and change in the shared governance environment of Higher Education, this study utilized the Organizational Culture Assessment Instrument (Cameron & Quinn, 2011) to measure current (now) and preferred cultural perceptions of faculty and administrative leaders.…

  5. Teachers' Perception on the Relationship between Change Leadership and Organizational Commitment

    Science.gov (United States)

    Savas, Ahmet Cezmi; Kosker, Erkan; Demir, Selcuk; Utar, Nurten

    2015-01-01

    The aim of this survey is to analyze the perception of teachers regarding the relationship between change leadership and organizational commitment. The study sample is 221 teachers working in the schools of Gaziantep, Sanliurfa and Mardin during the 2014-15 educational year since it is easier to reach them. The sample choice of our study has been…

  6. Leadership in Higher Education Is Due for a Change: Co-Presidents (Really)

    Science.gov (United States)

    Gross, Karen

    2018-01-01

    Few question the difficulties of being a college or university president in today's era. The work of college and university presidencies is getting harder not easier with the passage of time. In this article, the author discusses how leadership in higher education is due for a change. She offers and discusses a solution of co-presidency.

  7. A Faculty Development Program for Change and Growth. [and] Leadership Institute for Continuing Professional Education.

    Science.gov (United States)

    Wheeler, Daniel W.; Queeney, Donna S.

    1993-01-01

    The purpose of the Nebraska University Program for Renewal of Faculty is to foster systematic, planned change benefiting the individual and the institution. Penn State and Harvard Universities initiated the Leadership Institute for Continuing Professional Education to enable participants to discuss issues common to professional continuing…

  8. Changes in Perception of Selected Concepts That Accompany Differing Leadership Treatments.

    Science.gov (United States)

    Callan, Laurence Brian

    A study was made of effects of two different leadership treatments on perception of nonverbal stimuli relating to concepts of leaders, authority, and cohesion as measured by changes in the Semantic Differential Scale. Subjects (28 Yaqui Indian and Mexican-American members of the Neighborhood Youth Corps) were randomly assigned to an autocratic…

  9. Leadership for Coping with and Adapting to Policy Change in Deprived Contexts: Lessons from School Principals

    Science.gov (United States)

    Bhengu, Thamsanqa Thulani; Myende, Phumlani Erasmus

    2016-01-01

    This paper explores what, from school principals' perspectives, constitutes leadership for coping with and adapting to policy change within deprived school contexts. Using qualitative interpretive research, we drew from the practices of five principals that were purposively selected from a broader study, which focused on school principals'…

  10. Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: a cross-level investigation.

    Science.gov (United States)

    Walumbwa, Fred O; Hartnell, Chad A; Oke, Adegoke

    2010-05-01

    This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed. PsycINFO Database Record (c) 2010 APA, all rights reserved.

  11. When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy

    NARCIS (Netherlands)

    den Hartog, D.N.; Belschak, F.D.

    2012-01-01

    Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior

  12. Leadership and change commitment in the life insurance service context in Taiwan: the mediating-moderating role of job satisfaction.

    Science.gov (United States)

    Yang, Yi-Feng

    2011-06-01

    The effects of transformational leadership and satisfaction were studied along with their interconnected effects (mediation and moderation) on commitment to change in the life insurance industry in two samples, sales managers and salespersons. A multiple mediated-moderated regression approach showed mediation and moderation to have statistically significant main effects on change commitment. Transformational leadership and satisfaction made a more important contribution to change commitment while job satisfaction had a mediating and moderating role that could enhance the relationships between leadership and change commitment. This information is of importance in building successful change commitment associations with customers.

  13. The Partnership between Project Management and Organizational Change: Integrating Change Management with Change Leadership

    Science.gov (United States)

    Griffith-Cooper, Barber; King, Karyl

    2007-01-01

    The nature of project management is change. Even though all knowledge areas in the Project Management Body of Knowledge (PMBOK) are rooted in controlling change, none of these areas specifically addresses the human elements of change. There is a significant distinction between directly controlling change relative to the nonhuman aspects of a…

  14. The mediating effects of self-leadership on perceived entrepreneurial orientation and innovative work behavior in the banking sector.

    Science.gov (United States)

    Kör, Burcu

    2016-01-01

    Innovative work behavior has been one of the essential attribute of high performing firms, and the roles of entrepreneurial orientation and self-leadership have been important for promoting innovative work behavior. This study advances research on innovative work behavior by examining the mediating role of self-leadership in the relationship between perceived entrepreneurial orientation and innovative work behavior. Structural equation modelling is employed to analyze data from a survey of 404 employees in banking sector. The results of reliability measures and confirmatory factor analysis strongly support the scale of the study. The results from an empirical survey study in the deposit banks reveal that participants' perceptions about high levels of entrepreneurial orientation have a positive impact on innovative work behavior. The results also provide support for the full mediating role of self-leadership in the relationship between participants' perceptions of entrepreneurial orientation and innovative work behavior. Additionally, this study provides some implications for practitioners in the banking sector to facilitate innovative work behavior through entrepreneurial orientation and self- leadership.

  15. The mediating effect of organizational culture on the relationship between transformational leadership and organizational citizenship behavior

    Directory of Open Access Journals (Sweden)

    Keramat Esmi

    2017-10-01

    Full Text Available Introduction: Contemporary studies of organizational citizenship behavior (OCB are recognized as essential for modern organizations. These studies indicate that organizations with more emphasis on the OCB are healthier and more successful. The results also show that employees, who act beyond their job duties and exert OCB, belong to high productivity workgroup and enterprise with excellent quality in comparison to employees with low level of OCB. Therefore, the investigation of antecedents of organizational citizenship behavior can help the organizations to improve and reinforce it. Thus, the present study aimed at investigating the mediating effect of organizational culture on the relationship between transformational leadership and OCB. Method: A descriptive correlation research method was employed in this study. A total of 160 experts at Shiraz University were selected as the research sample through simple random sampling method using Cochran’s formula. Moreover, the study employed three instruments, namely Bass and Avolio’s transformational leadership questionnaire, Podsakoff’s et al.’s (1990 organizational citizenship behavior scale, and Denison organizational culture survey (2006. It is noted that the reliability of all the scales was obtained through Cronbach’s alpha coefficient. To analyze the research data, Pearson coefficient and structural equation modeling were used through SPSS 22 and Lisrel 8.8 software. Results: The results indicated that of dimensions of transformational leadership, inspirational motivation (β=0.33, and individualized consideration (β=-0.23 directly influenced OCB. Moreover, these two dimensions indirectly influenced OCB through organizational culture (dimension of involvement. The direct and indirect (β=0.16 effect of inspirational motivation on OCB was positive whereas individualized consideration directly had a negative and indirectly (β=0.14 a positive effect on OCB. Two other dimensions of

  16. Digital Leadership

    DEFF Research Database (Denmark)

    Zupancic, Tadeja; Verbeke, Johan; Achten, Henri

    2016-01-01

    Leadership is an important quality in organisations. Leadership is needed to introduce change and innovation. In our opinion, in architectural and design practices, the role of leadership has not yet been sufficiently studied, especially when it comes to the role of digital tools and media....... With this paper we intend to initiate a discussion in the eCAADe community to reflect and develop ideas in order to develop digital leadership skills amongst the membership. This paper introduces some important aspects, which may be valuable to look into when developing digital leadership skills....

  17. The effects of leadership competencies and quality of work on the perceived readiness for organizational change among nurse managers.

    Science.gov (United States)

    Al-Hussami, Mahmoud; Hamad, Sawsan; Darawad, Muhammad; Maharmeh, Mahmoud

    2017-10-02

    Purpose This paper aims to set a leadership guidance program that can promote nurses' knowledge of leadership and, at the same time, to enhance their leadership competencies and quality of work to promote their readiness for change in healthcare organizations. Design/methodology/approach A pre-experimental, one-group pretest-posttest design was utilized. Out of 90 invited to participate in this study, 61 nurses were accepted to participate. Findings The statistical analyses suggested several significant differences between pre- and in-service nurse managers about leadership competencies, quality of work and readiness for change. Yet, findings from the background characteristics were not found to be significant and had no effects on the perceived readiness for change. Research limitations/implications The present study highlights the importance of leadership competencies and quality of work that healthcare policymakers identify for the success of organizational change efforts. Practical implications Healthcare policymakers, including directors of nursing, should focus on applications that increase leadership competencies and overall satisfaction of the nurse managers to support the changes in hospitals and supporting learning organization. Hence, they should establish policies that decrease the possible negative impact of planned change efforts. Originality/value Competent nurse managers enhance their readiness for change, which in turn helps nurses in constructive change processes. A leadership guidance program should be set for nurse managers. This study has important implications for hospital administrators and directors of nursing.

  18. THE IMPACT OF VISIONARY LEADERSHIP, LEARNING ORGANIZATION AND INNOVATIVE BEHAVIOR TO PERFORMANCE OF CUSTOMS AND EXCISE FUNCTIONAL

    Directory of Open Access Journals (Sweden)

    Muhammad Anshar

    2017-12-01

    Full Text Available This research aims to determine the impact of visionary leadership, learning organization, and innovative behavior on the performance of Functional Officers of Customs and Excise Inspectors at Tanjung Priok Customs and Excise Main Service Office. The research was conducted at Tanjung Priok Customs and Excise Service Office using the number of samples of 78 Functional Officers of Customs and Excise Inspectors. The sample was selected using simple random sampling technique. Data collection was done by using questionnaire and data analysis using path analysis. The results showed that 1 visionary leadership, learning organization and innovative behavior have a direct and positive impact on performance, 2 visionary leadership, and learning organization have a direct and positive impact on innovative behavior and 3 visionary leadership have a direct and positive impact on learning organization. The conclusion of this research is to improve the performance of Functional Officer of Customs and Excise Inspectors at TanjungPriok Customs and Excise Main Service Office, it is necessary to increase the aspect of visionary leadership from Head of Main Service Office, learning organization at Main Service Office and innovative behavior at Functional Officers of Customs and Excise Inspectors.

  19. Global Leadership and Organizational Change from Past to Now

    Directory of Open Access Journals (Sweden)

    Alexander STELZER

    2015-10-01

    Full Text Available Organizational theory and organizational research (namely, organizational behavior, have the purpose of organizations – to explain and understand – their origin, their existence and their functioning. Therefore, I try in my work, different approaches to take up. To this end, I chose different books and articles to explain and expand the knowledge on this subject.

  20. Leadership Theory for School Psychologists: Leading for Systems Change

    Science.gov (United States)

    Burns, Matthew K.; Preast, June L.; Kilpatrick, Kayla D.; Taylor, Crystal N.; Young, Helen; Aguilar, Lisa; Allen, Amanda; Copeland, Christa; Haider, Aqdas; Henry, Lauren

    2017-01-01

    School psychologists are often seen as leaders in schools. They lead data teams, problem-solving teams, multidisciplinary evaluation teams, and crisis response teams. They are also perceived as leaders regarding intervention, multitiered systems of support, behavior support, collaboration, consultation, special education, assessment, and…

  1. The Effects of Principal's Leadership Style on Support for Innovation: Evidence from Korean Vocational High School Change

    Science.gov (United States)

    Park, Joo-Ho

    2012-01-01

    A climate of innovation and principal leadership in schools are regarded as significant factors in successfully implementing school change or innovation. Nevertheless, the relationship between the school climate supportive of innovation and the principal's leadership has rarely been addressed to determine whether schools successfully perform their…

  2. Leadership lessons from curricular change at the University of California, San Francisco, School of Medicine.

    Science.gov (United States)

    Loeser, Helen; O'Sullivan, Patricia; Irby, David M

    2007-04-01

    After successive Liaison Committee on Medical Education accreditation reports that criticized the University of California, San Francisco, School of Medicine for lack of instructional innovation and curriculum oversight, the dean issued a mandate for curriculum reform in 1997. Could a medical school that prided itself on innovation in research and health care do the same in education? The authors describe their five-phase curriculum change process and correlate this to an eight-step leadership model. The first phase of curricular change is to establish a compelling need for change; it requires leaders to create a sense of urgency and build a guiding coalition to achieve action. The second phase of curriculum reform is to envision a bold new curriculum; leaders must develop such a vision and communicate it broadly. The third phase is to design curriculum and obtain the necessary approvals; this requires leaders to empower broad-based action and generate short-term wins. In the fourth phase, specific courses are developed for the new curriculum, and leaders continue to empower broad-based action, generate short-term wins, consolidate gains, and produce more change. During the fifth phase of implementation and evaluation, leaders need to further consolidate gains, produce more change, and anchor new approaches in the institution. Arising from this experience and the correlation of curricular change phases with leadership steps, the authors identify 27 specific leadership strategies they employed in their curricular reform process.

  3. Visualizing an Iterative, Dynamic Model for Improving Leadership-Employee Communication in the Organizational Change process

    DEFF Research Database (Denmark)

    Broillet, Alexandra; Barchilon, Marian; Kampf, Constance Elizabeth

    2012-01-01

    Change Management Literature addresses successful and unsuccessful change factors, but there is a conceptual gap that overlooks ways in which Leadership-Employee Communication can be operationalized. To deal with this concern, we address themes emerging from interviews focused on employees....../user metaphor from the technical communication field. These perspectives broaden Change Management to include production and reception of messages about change through a link to 1) sensemaking, 2) Change Management ethos and 3) cultural resources for action available in the organization. We use a series...

  4. Transformation of female leadership in terms of changes in leadership competency

    OpenAIRE

    Šilingienė, Violeta; Stukaitė, Dalia

    2014-01-01

    The constructs perceived by many people in a traditional way underwent a transformation at the end of the 20th century and the beginning of the 21st century. This gave rise to new aspects of the matters that were being researched for a long time. The necessity to adapt to the constant changes in the modern day world reflect a significant turning point and fundamental shifts of the social role of females as well as the concept of woman as a leader. The underlying transformation processes also ...

  5. How transformational leadership works during team interactions: A behavioral process analysis

    OpenAIRE

    Lehmann-Willenbrock, N.K.; Meinecke, A.L.; Rowold, J.; Kauffeld, S.

    2015-01-01

    Transformational leadership is generally considered helpful for team functioning. However, the social dynamics underlying the benefits of transformational leadership remain elusive to date. To understand how and why transformational leadership can foster team functioning, this study focuses on leader-follower communication dynamics during team interactions. From the perspective of leadership as social problem solving, we argue that transformational leadership is linked to functional team prob...

  6. Examining the Cultural Leadership Behaviors of Schoo l Principal s within the Context of Symmetric and Asymmetric School Culture

    Directory of Open Access Journals (Sweden)

    Betül BALKAR

    2015-08-01

    Full Text Available The aim of this study is to determine the opinions of teachers on contributions of school principals’ cultural leadership behaviors to forming symmetric and asymmetric culture. The participants of the study consisted of 27 secondary school teachers working in Gaziantep province. Data of the study were collected through semi - structured interviews and analyzed through content analysis. Contributions of each cultural leader ship behavior to symmetric and asymmetric culture types were determined by taking relations between cultural leadership behaviors and symmetric and asymmetric cultures into consideration in the process of content analysis. According to the findings of the study ; supporting development of teachers and reflecting developments and innovations on schools are among the cultural leadership behaviors contributing to forming asymmetric culture at schools. Interpreting tasks and missions of school and ensuring neces sary environment for keeping social values alive at schools are among the cultural leadership behaviors contributing to forming symmetric culture at schools. Based on the results of the study, it is suggested that school principals should follow developmen ts in educational issues and transfer these developments into school practices. They should place more importance on supporting innovative behaviors of teachers in order to create asymmetric culture at schools.

  7. Organizational Change, Leadership and Learning: Culture as Cognitive Process.

    Science.gov (United States)

    Lakomski, Gabriele

    2001-01-01

    Examines the claim that it is necessary to change an organization's culture in order to bring about organizational change. Considers the purported causal relationship between the role of the leader and organizational learning and develops the notion of culture as cognitive process based on research in cultural anthropology and cognitive science.…

  8. Lifestyle Assessment: Helping Patients Change Health Behaviors

    OpenAIRE

    Ciliska, Donna; Wilson, Douglas M. C.

    1984-01-01

    This article is the second in a series of six on lifestyle assessment and behavior change. The first article presented an assessment tool called FANTASTIC, which has been tested for reliability and is currently in wide use. After assessment, family physicians must help patients decide to change—and give them guidance on how to change—unhealthy behaviors. This article explains how the family physician can use educational, behavioral and relaxation strategies to increase patients' motivation, m...

  9. Endogenous opiates mediate radiogenic behavioral change

    International Nuclear Information System (INIS)

    Mickley, G.A.; Stevens, K.E.; White, G.A.; Gibbs, G.L.

    1983-01-01

    Exposure of C57BL/6J mice to ionizing radiation caused stereotypical locomotor hyperactivity similar to that produced by morphine. Naloxone administration prevented this radiation-induced behavioral activation. These results support the hypothesis that endorphins are involved in some aspects of radiogenic behavioral change

  10. Changing Food Related Behavior Through Design

    DEFF Research Database (Denmark)

    Hermanssdottir, Sunna; Fisker, Anna Marie; Poulsen, Søren Bolvig

    The aim of the workshop is to explore how designers can work actively and deliberately with changing food related behavior through socially responsible design. There will be focus on the holistic aspect of behavioral food design with active involving of the users experience. The workshop is based...

  11. Ethical leadership

    NARCIS (Netherlands)

    den Hartog, D.N.

    2015-01-01

    High-profile cases of leaders’ ethical failure in different settings and sectors have led to increased attention to ethical leadership in organizations. In this review, I discuss the rapidly developing field of ethical leadership from an organizational behavior/psychology perspective, taking a

  12. An Investigation of the Relationship between the Components of School Climate and Leadership Behaviors on Student Achievement: Urban School Districts in the Mid-Atlantic Region

    Science.gov (United States)

    Collins, Karmen J.

    2015-01-01

    The purpose of this research study was to investigate the relationship between the components of school climate and leadership behaviors on student achievement in an urban school district in the mid-atlantic region. School climate and leadership behaviors for the participating school districts was determined by the School Climate Survey (Corner…

  13. Good-to-Great Superintendents: An Examination of Jim Collins' Good-to-Great Level Five Leadership Attributes as Demonstrated by the Leadership Behaviors of Superintendents of High-Performing California Public Single-School Districts

    Science.gov (United States)

    Brown, James D.

    2010-01-01

    Purpose: The purpose of this study was to examine Collins' good-to-great Level Five leadership attributes, as demonstrated by the leadership behaviors of superintendents of high-performing California public single-school districts. Methodology: The researcher used a case study design to conduct this study. Personal interviews were conducted in…

  14. Plug Load Behavioral Change Demonstration Project

    Energy Technology Data Exchange (ETDEWEB)

    Metzger, I.; Kandt, A.; VanGeet, O.

    2011-08-01

    This report documents the methods and results of a plug load study of the Environmental Protection Agency's Region 8 Headquarters in Denver, Colorado, conducted by the National Renewable Energy Laboratory. The study quantified the effect of mechanical and behavioral change approaches on plug load energy reduction and identified effective ways to reduce plug load energy. Load reduction approaches included automated energy management systems and behavioral change strategies.

  15. Leadership and Community Participation: Four Case Studies.

    Science.gov (United States)

    Carr, Alison A.

    1997-01-01

    Reviews relevant literature on systemic change and community participation. Explores leadership styles of principals in four community-minded middle schools. Administrators should be aware of their individual leadership styles and their effects on others' behavior. Principals wishing to foster empowerment in schools should move toward a…

  16. Health behavior change: can genomics improve behavioral adherence?

    Science.gov (United States)

    McBride, Colleen M; Bryan, Angela D; Bray, Molly S; Swan, Gary E; Green, Eric D

    2012-03-01

    The National Human Genome Research Institute recommends pursuing "genomic information to improve behavior change interventions" as part of its strategic vision for genomics. The limited effectiveness of current behavior change strategies may be explained, in part, by their insensitivity to individual variation in adherence responses. The first step in evaluating whether genomics can inform customization of behavioral recommendations is evidence reviews to identify adherence macrophenotypes common across behaviors and individuals that have genetic underpinnings. Conceptual models of how biological, psychological, and environmental factors influence adherence also are needed. Researchers could routinely collect biospecimens and standardized adherence measurements of intervention participants to enable understanding of genetic and environmental influences on adherence, to guide intervention customization and prospective comparative effectiveness studies.

  17. Perceived Behavioral Changes in Early Multiple Sclerosis

    Directory of Open Access Journals (Sweden)

    Fabiana Souza Lima

    2007-01-01

    Full Text Available Acquired behavioral changes have essentially been described in advanced multiple sclerosis (MS. The present study was designed to determine whether behavioral modifications specifically related to the MS pathological process could be identified in the initial phase of the disease, as compared to control patients with chronic, relapsing and progressive inflammatory disorders not involving the central nervous system (CNS. Eighty-eight early MS patients (Expanded Disability Status Scale score ≤ 2.5 and 48 controls were tested. Perceived changes by informants in behavioral control, goal-directed behavior, decision making, emotional expression, insight and interpersonal relationships were assessed using the Iowa Scale of Personality Change (ISPC. Executive behavioral disturbances were screened using the Dysexecutive Questionnaire (DEX. The mean change between the premorbid and postmorbid ISPC ratings was similar in the MS [12.2 (SD 15.6] and in the control [11.5 (SD 15.1] group. The perceived behavioral changes (PBCs most frequently reported in both groups were lack of stamina, lability/moodiness, anxiety, vulnerability to stress and irritability. Pathological scores in the DEX were also similar in both groups. Correlations between PBCs and DEX scores were different in MS and control groups. MS patients with cognitive impairment had a marginally higher number of PBCs than control patients (p = 0.056 and a significantly higher DEXp score (p = 0.04. These results suggest that (1 PBCs occurring in early MS patients were not different from those induced by comparable chronic non-CNS disorders, (2 qualitative differences in the relationship between behavioral symptoms and executive-behavioral changes may exist between MS and control groups, and (3 behavioral symptoms seem associated with cognitive deficits in MS. We further plan to assess these observations longitudinally.

  18. Future directions of multiple behavior change research.

    Science.gov (United States)

    Geller, Karly; Lippke, Sonia; Nigg, Claudio R

    2017-02-01

    Non-communicable diseases (i.e., chronic diseases including cardiovascular disease, cancer, chronic respiratory disease, diabetes and obesity) result in 36 million deaths each year. Individuals' habitual participation in a single health-risk behaviors substantially contribute to morbidity and mortality (e.g., tobacco use, daily fast food intake, etc.); however, more concerning is the impact of typically co-occurring or clustering of multiple health-risk behaviors. This burden can be minimized through successful cessation of health-risk behaviors and adoption of healthy behaviors; namely healthy lifestyle adoption or multiple health behavior change (MHBC). MHBC is a developing field and future research recommendations are provided to advance MHBC research. A valid measure of MHBC (i.e., lifestyle) is warranted to provide the needed basis for MHBC investigations and evaluations. MHBC is thought to occur through shared co-variation of underlying motivating mechanisms, but how these relationships influence behavior remains unclear. A better understanding of the relationship between behaviors and the related motivating mechanisms (and potential cross-relationship of influences) is needed. Future research should also aim to improve lifestyles through understanding how to change multiple health behaviors. Finally, MHBC research should target the development of sustainable interventions which result in lasting effects (e.g., capacity, systems, policy and environmental changes), with dissemination considered during development. Focusing MHBC research in these areas will increase our understanding and maximize the impact on the health of populations.

  19. THE STRATEGY OF ENHANCING STUDENT’S LEADERSHIP BEHAVIOR THROUGH HISTORY LEARNING BASED ON SERAT MUDHATANYA VALUE

    Directory of Open Access Journals (Sweden)

    Aris Cahyono

    2017-12-01

    Full Text Available The aim of this research is to examine the implementation and effectivity of history learning concept based on value of Serat Mudhatanya for enhancing student’s leadership behavior. This research is conducted on XI-3 Social Science of SMA Negeri 1 Baureno as the experimental class and XI-3 Social Science of SMA Negeri 1 Sumberrejo as the control class. This research uses the combination of qualitative and quantitative method. The results of this research are: 1 history concept based on value of Serat Mudhatanya is developed by combining Group Investigation concept, Value Clarification Technique and Scientific approach, and leadership values of Serat Mudhatanya, 2 the implementation of history learning based on value of Serat Mudhatanya enhancing character building of student effectively in the form of leadership behavior and student’s result of their studies.

  20. Consumer behavior changing: methods of evaluation

    Directory of Open Access Journals (Sweden)

    Elīna Gaile-Sarkane

    2013-11-01

    Full Text Available The article is devoted to methods of analyses of consumer buying behavior as well as to evaluation of most important factors what influences consumer behavior. This research aims at investigations about the changes in consumer behavior caused by globalization and development of information technologies; it helps to understand the specific factors what should be taken into account in evaluation of consumer behavior. The authors employ well-established quantitative and qualitative methods of research: grouping, analysis, synthesis, expert method, statistic method, etc. Research findings disclosed that there is possibility to introduce new methods for evaluation of changing consumer behavior.

  1. The role of leadership in regional climate change adaptation: a comparison of adaptation practices initiated by governmental and non-governmental actors

    NARCIS (Netherlands)

    Meijerink, S.V.; Stiller, S.J.; Keskitalo, E.C.H.; Scholten, P.; Smits, R; Lamoen, F van

    2015-01-01

    This paper aims to better understand the role of leadership in regional climate change adaptation. We first present a framework, which distinguishes five functions of leadership within inter-organizational networks: the connective, enabling, adaptive, political–administrative and dissemination

  2. Leader identity as an antecedent of the frequency and consistency of transformational, consideration, and abusive leadership behaviors.

    Science.gov (United States)

    Johnson, Russell E; Venus, Merlijn; Lanaj, Klodiana; Mao, Changguo; Chang, Chu-Hsiang

    2012-11-01

    Drawing from identity-based theories of leadership, we examined relations of leader identity with leader behavior and perceived effectiveness. To do so, we employed multiwave methodology to examine the differential impact of leaders' chronic collective, relational, and individual identities on the frequency and consistency of their subsequent transformational, consideration, and abusive behaviors over a 3-week period. We also examined the relative importance of these leadership behaviors for predicting perceived leader effectiveness as rated by subordinates and peers. Results indicated that leaders' collective and individual identities were uniquely related to transformational and abusive behaviors, respectively. We also observed a significant collective by individual identity interaction, such that abusive behaviors were most frequent when a strong individual identity was paired with a weak collective identity. Frequency of transformational behaviors accounted for the largest proportion of variance in perceived leader effectiveness, followed by frequency of abusive behaviors and consistency of transformational behaviors. We discuss the implications of these findings for leadership theory and development. (c) 2012 APA, all rights reserved.

  3. Do staff nurse perceptions of nurse leadership behaviors influence staff nurse job satisfaction? The case of a hospital applying for Magnet® designation.

    Science.gov (United States)

    Bormann, Lorraine; Abrahamson, Kathleen

    2014-04-01

    Nurse managers leadership behaviors influence the job satisfaction of staff nurses. Transformational leadership is 1 of the 5 components associated with the Magnet Recognition Program®. The aim of this study was to examine the relationship between staff nurse perception of nurse manager leadership behavior and staff nurse job satisfaction in a hospital on the Magnet® journey and the influence of nurse manager leadership style on staff nurse job satisfaction. A descriptive, correlational design using a self-report survey with convenience sampling was used for this quantitative research study. Staff nurses completed the Multifactor Leadership Questionnaire 5X Short Form, the Abridged Job Descriptive Index survey, and a demographic questionnaire. Pearson correlations and regression analyses were completed to explore the relationship and influence of nurse manager leadership style on staff nurse job satisfaction. Transformational and transactional leadership styles of nurse managers were positively related to staff nurse overall job satisfaction and satisfaction with opportunity for promotion. Passive-avoidant leadership style of nurse managers was negatively related to staff nurse satisfaction with work, promotion, supervision, and coworker. Satisfaction with nurse manager leadership was a positive influence on overall nurse job satisfaction when separately controlling for the influence of each leadership style. Transformational and transactional leadership styles should be taught and encouraged among nurse managers to positively influence the job satisfaction of staff nurses.

  4. Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation

    OpenAIRE

    Badri Abbasi

    2017-01-01

    The purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. Th...

  5. A qualitative study of leadership characteristics among women who catalyze positive community change.

    Science.gov (United States)

    Folta, Sara C; Seguin, Rebecca A; Ackerman, Jennifer; Nelson, Miriam E

    2012-05-28

    Leadership is critical to making changes at multiple levels of the social ecological model, including the environmental and policy levels, and will therefore likely contribute to solutions to the obesity epidemic and other public health issues. The literature describing the relative leadership styles and strengths of women versus men is mixed and virtually all research comes from sectors outside of public health. The purpose of this qualitative study is to identify specific leadership skills and characteristics in women who have successfully created change predominantly within the food and physical activity environments in their communities and beyond. The second purpose of this study is to understand best practices for training and nurturing women leaders, to maximize their effectiveness in creating social change. Key informant interviews were conducted with 16 women leaders in the public health sector from November 2008 through February 2010. The sample represented a broad spectrum of leaders from across the United States, identified through web searches and through networks of academic and professional colleagues. Most were working on improving the food and physical activity environments within their communities. Questions were designed to determine leaders' career path, motivation, characteristics, definition of success, and challenges. The initial coding framework was based on the questioning structure. Using a grounded theory approach, additional themes were added to the framework as they emerged. The NVivo program was used to help code the data. Respondents possessed a vision, a strong drive to carry it out, and an ability to mobilize others around the vision. Their definitions of success most often included changing the lives of others in a sustainable way. Persistence and communications skills were important to their success. The mentoring they received was critical. Challenges included fundraising and drifting from their original mission. These findings

  6. THE ROLE OF LEADERSHIP IN COMMUNITY PARTNERSHIP, ORGANIZATIONAL CHANGES AND DECISION-MAKING PROCESS IN ADDRESSING CRIME ISSUES, AND TERRORISM

    Directory of Open Access Journals (Sweden)

    Ferid Azemi

    2017-09-01

    Full Text Available This research paper explains the role of leadership style in building community partnership and in this way also addressing many crime issues and terrorism. The methods used during this research paper are the deep insight of understanding leadership collaboration and organizational changes through literature review. A qualitative design was applied for face-to-face interview with a high ranking member of Kosovo Police. This interview shed light on the role of leadership style and challenges that are related to police reformation and also organizational changes. Through this paper, police leadership may be viewed differently, and seem to be very complex. Community partnership and shared decision-making process were emphasized during this study. This research paper also focused on integrity, ethics and strategic planning. Community partnership, organizational changes, and shared decision-making process are related to leadership style. Leadership style may have either positive or adverse effect on addressing crime rate and terrorism. Depending on the style leaders implement, certain components such as community partnership, or organizational change or even shared decision-making process may fail to function. This is why leadership style seems to bring some very interesting conclusions on this research.

  7. Behavioral interventions for office-based care: behavior change.

    Science.gov (United States)

    Delfino, Matthew; Larzelere, Michele McCarthy

    2014-03-01

    Family physicians play an important role in identifying and treating the behavioral etiologies of morbidity and mortality. Changing behavior is a challenging process that begins with identifying a patient's readiness to change. Interventions, such as motivational interviewing, are used to increase a patient's desire to change, and cognitive behavioral therapy can be initiated to increase a patient's likelihood of change, particularly if barriers are identified. After patients embark on change, family physicians are uniquely positioned to connect them to self-help programs, more intensive psychotherapy, and newer technology-based support programs, and to provide repeated, brief, positive reinforcement. Specific behavioral interventions that can be effective include computerized smoking cessation programs; electronic reminders and support delivered by family physicians or other clinicians for weight loss; linkage to community-based programs for seniors; increased length and demands of in-school programs to support exercise participation by children; and access reduction education to prevent firearm injury. Written permission from the American Academy of Family Physicians is required for reproduction of this material in whole or in part in any form or medium.

  8. The Role of Leadership Support for Health Promotion in Employee Wellness Program Participation, Perceived Job Stress, and Health Behaviors.

    Science.gov (United States)

    Hoert, Jennifer; Herd, Ann M; Hambrick, Marion

    2018-05-01

    The purpose of the study was to explore the relationship between leadership support for health promotion and job stress, wellness program participation, and health behaviors. A cross-sectional survey design was used. Four worksites with a range of wellness programs were selected for this study. Participants in this study were employees (n = 618) at 4 organizations (bank, private university, wholesale supplier, and public university) in the southeastern United States, each offering an employee wellness program. Response rates in each organization ranged from 3% to 34%. Leadership support for health promotion was measured with the Leading by Example instrument. Employee participation in wellness activities, job stress, and health behaviors were measured with multi-item scales. Correlation/regression analysis and descriptive statistics were used to analyze the relationships among the scaled variables. Employees reporting higher levels of leadership support for health promotion also reported higher levels of wellness activity participation, lower job stress, and greater levels of health behavior ( P = .001). To ascertain the amount of variance in health behaviors accounted for by the other variables in the study, a hierarchical regression analysis revealed a statistically significant model (model F 7,523 = 27.28; P = .001), with leadership support for health promotion (β = .19, t = 4.39, P = .001), wellness activity participation (β = .28, t = 6.95, P stress (β = -.27, t = -6.75, P ≤ .001) found to be significant predictors of health behaviors in the model. Exploratory regression analyses by organization revealed the focal variables as significant model predictors for only the 2 larger organizations with well-established wellness programs. Results from the study suggest that employees' perceptions of organizational leadership support for health promotion are related to their participation in wellness activities, perceived job stress levels, and health behaviors.

  9. A Quantitative Study of the Relationship between Distributed Leadership and Organizational Citizenship Behavior: Perceptions of Turkish Primary School Teachers

    Science.gov (United States)

    Kilinç, Ali Çagatay

    2014-01-01

    The purpose of this study was to determine the relationship between primary school teachers' perceptions on distributed leadership and organizational citizenship behaviors (OCBs). A total of 258 teachers employed in 14 primary schools located in Kastamonu, Turkey participated in this study. Data of the study was collected through "Distributed…

  10. Principals' Self-Perceived Transformational Leadership Behaviors and Academic Achievement in South Carolina Public Elementary Schools

    Science.gov (United States)

    Newman, Je-Nata Kennedy

    2017-01-01

    The purpose of this quantitative correlational study was to examine the relationship between principals' perceptions of their transformational leadership behaviors and academic achievement in the areas of reading, math, science, and social studies in South Carolina public elementary schools. The theoretical framework for this research was provided…

  11. Regulatory Focus as a Mediator of the Influence of Initiating Structure and Servant Leadership on Employee Behavior

    Science.gov (United States)

    Neubert, Mitchell J.; Kacmar, K. Michele; Carlson, Dawn S.; Chonko, Lawrence B.; Roberts, James A.

    2008-01-01

    In this research, the authors test a model in which the regulatory focus of employees at work mediates the influence of leadership on employee behavior. In a nationally representative sample of 250 workers who responded over 2 time periods, prevention focus mediated the relationship of initiating structure to in-role performance and deviant…

  12. The Effects of Secondary School Administrators' Servant Leadership Behaviors on Teachers' Organizational Commitment

    Science.gov (United States)

    Türkmen, Fatma; Gül, Ibrahim

    2017-01-01

    The purpose of this research is to examine the effects of secondary school administrators' servant leadership behavior on teachers' organizational commitment. This research was designed based on the relational screening model. The population of the study consists of 753 secondary school teachers. 438 teachers from the total population participated…

  13. Who Leads and Who Lags? A Comparison of Cheating Attitudes and Behaviors among Leadership and Business Students

    Science.gov (United States)

    Simha, Aditya; Armstrong, Josh P.; Albert, Joseph F.

    2012-01-01

    Academic dishonesty and cheating has become endemic, and has also been studied in great depth by researchers. The authors examine the differences between undergraduate business students (n = 136) and leadership students (n = 89) in terms of their attitudes toward academic dishonesty as well as their cheating behaviors. They found that business…

  14. Leadership Styles of Russian Enterprise Managers: The Effect of Transactional and Transformational Behaviors on Employees' Evaluation of Managerial Performance.

    Science.gov (United States)

    Ardichvili, Alexander

    2001-01-01

    Identifies leadership styles of Russian enterprise managers and determines how theses styles are related to employees' subjective evaluation of managerial performance. Highlights include laissez-faire leadership, transactional leadership, and transformational leadership; international leadership research; and implications for Russian leadership…

  15. Influence of School Managers' Ethical Leadership Behaviors on Organizational Culture: Teachers' Perceptions

    Science.gov (United States)

    Toytok, Esef Hakan; Kapusuzoglu, Saduman

    2016-01-01

    Problem Statement: Frequently researched, organizational effectiveness is influenced by leadership, organizational culture and climate, organizational commitment, and job satisfaction; additionally, for effective, sustainable management, ethical leadership, which also influences organizational culture, is emphasized. To our knowledge, no previous…

  16. Emergence of Leadership in Communication.

    Science.gov (United States)

    Allahverdyan, Armen E; Galstyan, Aram

    2016-01-01

    We study a neuro-inspired model that mimics a discussion (or information dissemination) process in a network of agents. During their interaction, agents redistribute activity and network weights, resulting in emergence of leader(s). The model is able to reproduce the basic scenarios of leadership known in nature and society: laissez-faire (irregular activity, weak leadership, sizable inter-follower interaction, autonomous sub-leaders); participative or democratic (strong leadership, but with feedback from followers); and autocratic (no feedback, one-way influence). Several pertinent aspects of these scenarios are found as well-e.g., hidden leadership (a hidden clique of agents driving the official autocratic leader), and successive leadership (two leaders influence followers by turns). We study how these scenarios emerge from inter-agent dynamics and how they depend on behavior rules of agents-in particular, on their inertia against state changes.

  17. Emergence of Leadership in Communication

    Science.gov (United States)

    Allahverdyan, Armen E.; Galstyan, Aram

    2016-01-01

    We study a neuro-inspired model that mimics a discussion (or information dissemination) process in a network of agents. During their interaction, agents redistribute activity and network weights, resulting in emergence of leader(s). The model is able to reproduce the basic scenarios of leadership known in nature and society: laissez-faire (irregular activity, weak leadership, sizable inter-follower interaction, autonomous sub-leaders); participative or democratic (strong leadership, but with feedback from followers); and autocratic (no feedback, one-way influence). Several pertinent aspects of these scenarios are found as well—e.g., hidden leadership (a hidden clique of agents driving the official autocratic leader), and successive leadership (two leaders influence followers by turns). We study how these scenarios emerge from inter-agent dynamics and how they depend on behavior rules of agents—in particular, on their inertia against state changes. PMID:27532484

  18. Task Type and Group Motivation: Implications for a Behavioral Approach to Leadership in Small Groups.

    Science.gov (United States)

    Latham, Van M.

    1987-01-01

    Discusses a theory of leadership effectiveness in small discussion/decision making groups developed to facilitate discussion and goal efficacy. Develops four leadership styles (coordinator, inventor, enthusiast, and director) focusing on two critical questions the leader must address. Discusses implications of the model for leadership training and…

  19. Emotional responses to behavioral economic incentives for health behavior change

    NARCIS (Netherlands)

    van der Swaluw, Koen; Lambooij, Mattijs S.; Mathijssen, Jolanda J.P.; Zeelenberg, Marcel; Polder, Johan J.; Prast, Henriëtte M.

    2018-01-01

    Many people aim to change their lifestyle, but have trouble acting on their intentions. Behavioral economic incentives and related emotions can support commitment to personal health goals, but the related emotions remain unexplored. In a regret lottery, winners who do not attain their health goals

  20. Emotional Responses to Behavioral Economic Incentives for Health Behavior Change

    NARCIS (Netherlands)

    van der Swaluw, Koen; Lambooij, Mattijs S; Mathijssen, Jolanda; Zeelenberg, Marcel; Polder, Johan; Prast, Henriette

    2018-01-01

    Many people aim to change their lifestyle, but have trouble acting on their intentions. Behavioral economic incentives and related emotions can support commitment to personal health goals, but the related emotions remain unexplored. In a regret lottery, winners who do not attain their health goals

  1. A social work study on relationship between leadership style and organization change: A case study of Semnan high schools' teachers

    Directory of Open Access Journals (Sweden)

    Mohammad Reza Iravani

    2012-10-01

    Full Text Available The primary objective of this survey is to study the relationship between leadership style among teachers who work in high schools and their orientation on organizational change. The study is performed among students who attended guided schools in province of Semnan, Iran. There are five hypotheses associated with the proposed study of this paper including managers' attitudes on change based on demographic characteristics, the relationship between leadership style and organizational change, the effects of different leadership styles and the organizational change orientation in terms of demographical characteristics. Statistical population includes all teachers who for high schools in city of Semnan, Iran and the study used a sample of 373 people who were randomly selected from three regions of the city. The proposed study used standard leadership questionnaire based on initiating structure and consideration originally developed at Ohio university in two dimensions with 30 questions. The questionnaire also used another type questionnaire consists of 32 questions with three dimensions of structure, technology and employee. The results indicate that there is no meaningful relationship between leadership style and gender, leadership style and job experience, organizational change and gender, management change and gender.

  2. Ideological leadership behavior: teacher-coaches in charge of school basketball teams

    Directory of Open Access Journals (Sweden)

    Sérgio Ricardo de Souza Oliveira

    2007-03-01

    Full Text Available The objective if this study was to identify whether the ideological leadership behavior of physical education teachers who are head coaches of male and female school basketball teams could be evaluated using the ACS System (module 3, developed and validated to identify the manner in which teacher-coaches describe their own leadership ideologies and/or student-athletes describe the behavior of their leaders, in terms of two specific dimensions of the leaders’ behavior: interactive and operative relations. The study recruited 203 student-athletes, 103 males and 100 females, and 20 teacher-coaches, members of the basketball teams at high schools from several different Brazilian states. Data were collected by applying the ACS-3 Evaluation System during official events scheduled by the State and Regional School Leagues. The data collected were input on a dedicated ACS software program and the results, in the form of predictedand observed frequencies, were analyzed using the non-parametric chi-square test. The results indicate that interactive and operative relations are fundamental dimensions of the teacher-coaches’ behavior as leaders and that the assessment system (ACS 3 offers a practical and useful technique for evaluating the ideology and leadership employed by basketball coaches. We can conclude that teacher-coaches and student-athletes of both male and female basketball teams tend to differ in their evaluation of the contribution of the two dimensions of the leaders’ behavior: interactive and operative relations. The participative authoritarian leadership style is predominant in male and female basketball teams. The liberal democratic leadership style plays practically no part of the leadership behavior and ideology employed by the teacher-coaches. RESUMO O objetivo deste estudo foi caracterizar que o comportamento ideológico de liderança, empregado pelos professores de educação física, como técnicos líderes de equipes escolares

  3. Achieving excellence in private intensive care units: The effect of transformational leadership and organisational culture on organisational change outcomes

    Directory of Open Access Journals (Sweden)

    Portia J. Jordan

    2015-12-01

    Full Text Available Orientation: Organisational change outcomes in private intensive care units are linked to higher patient satisfaction, improved quality of patient care, family support, cost-effective care practices and an increased level of excellence. Transformational leadership and fostering a positive organisational culture can contribute to these change outcomes. Research purpose: The study determined whether transformational leadership and a supportive organisational culture were evident in six private intensive care units in the Eastern Cape, South Africa. A conceptual framework to investigate the relationship between transformational leadership, organisational culture, and organisational change outcomes, was proposed and tested. Motivation for the study: The prevalence of transformational leadership, a positive organisational culture and their effect on organisational change outcomes in private healthcare industries require further research in order to generate appropriate recommendations. Research design, approach and method: A positivistic, quantitative design was used. A survey was conducted using a questionnaire which, in previous studies, produced scores with Cronbach’s alpha coefficients greater than 0.80, to collect data from a sample of 130 professional nurses in private intensive care units. Main findings: Transformational leadership and a positive organisational culture were evident in the private intensive care units sampled. A strong, positive correlation exists between transformational leadership, organisational culture, and organisational change outcomes. This correlation provides sufficient evidence to accept the postulated research hypotheses. Innovation and intellectual stimulation were identified as the factors in need of improvement. Practical or managerial implications: The findings of the study may be used by managers in intensive care units to promote organisational change outcomes, linked to transformational leadership and a

  4. Developing nurse leaders: a program enhancing staff nurse leadership skills and professionalism.

    Science.gov (United States)

    Abraham, Pauline J

    2011-01-01

    This study aims to determine whether participation in the Nursing Leadership Perspectives Program (NLPP) at Mayo Clinic in Rochester, Minnesota, produced a change in leadership skills, increased professional activities, leadership promotion, and retention rates of participants. The NLPP is an educational program designed to enhance leadership skills and promote professionalism of registered nurses. The 6-month program provides participants with theoretical knowledge, core competencies, and opportunities to practice application of leadership skills. Outcome metrics were collected from registered nurses who completed the program (n = 15). Data analysis included descriptive and nonparametric methods. Participants reported statistically significant changes in their leadership skills after participation in the program (P = .007) on the Leadership Practices Inventory. Changes in professional behavior were also statistically significant as rated by the Nursing Activity Scale (P = .001). Participants demonstrated a change in leadership skills and professional behavior following the program.

  5. Distributed Leadership in Organizational Change Processes: A Qualitative Study in Public Hospital Units

    DEFF Research Database (Denmark)

    Kjeldsen, Anne Mette; Jonasson, Charlotte; Ovesen, Maria

    2015-01-01

    This paper proposes that the emergence and boundaries of distributed leadership (DL) are developed in a dynamic interplay with planned as well as emergent organizational change. The empirical findings are based on a qualitative, longitudinal case study with interviews conducted at two different....../non-routine, various goals, and organizational planning affect a simultaneous widening or restriction of the local DL. In return, such local DL also leads to ongoing changes in the form of novel work routines for improved collaboration. Moreover, the findings show that restrictions of DL are in some cases considered...

  6. PROMOTION: WOMEN LEADERSHIP AND ALTERNATIVE METHODS FOR RESOLVING BUSINESS CONFLICTS AND CHANGES IN THE ORGANIZATION

    Directory of Open Access Journals (Sweden)

    Violeta Milenkovska

    2017-06-01

    Full Text Available New technological changes significantly change the way people work, how they communicate, inside the company and outside of it, and change the relations in the sphere of competition. All changes are significant and reflect the leadership, and the management of the companies. Today it is believed that without true leadership, companies cannot achieve above average performance; on the contrary, they would stagnate at some average level or they will sink below the average. In terms of turbulent changes, every organization needs leaders who can lead the process of change. In terms of transition and democracy, women entrepreneurs appear significantly more powerful even though their overall role in business and public political areas is often difficult due to lack of understanding, legal barriers and traditional childbearing. However, the future of modern women is in entrepreneurship which will give rise to their economic independence, through the founding of their own firms for self-employment. That way, the woman entrepreneur becomes one of the generators of successful family businesses and new jobs.

  7. The Impact of Seafarers’ Perceptions of National Culture and Leadership on Safety Attitude and Safety Behavior in Dry Bulk Shipping

    Directory of Open Access Journals (Sweden)

    Chin-Shan Lu

    2016-06-01

    Full Text Available This research aims to examine the effects of national culture and leadership style on safety performance in bulk shipping companies. Survey data collected from 322 respondents working in dry bulk carriers was used, a multiple regression analysis was conducted to analyze the influence of national culture and leadership styles (i.e. transformational, passive management, and contingent reward on safety attitude and safety behavior. The results indicate that national culture dimensions such as power distance, uncertainty avoidance, collectivism, and long-term orientation had a positive influence on safety behaviour. Long-term orientation had a positive influence on safety attitude, whereas masculinity had a negative influence on safety attitude of seafarers. Specifically, this research found that transformational leadership had a positive influence on safety attitude and safety behaviour of seafarers. Moreover, practical implication from the research findings to improve ship safety in dry bulk shipping were discussed.

  8. Climate control? The relationship between leadership, climate for change, and work outcomes

    NARCIS (Netherlands)

    de Poel, F. M.; Stoker, J. I.; van der Zee, K. I.

    Transformational leadership is seen as one of the most effective leadership styles from which the dynamic context of temporary work agencies may benefit. The current paper presents a theoretical framework that introduces participative leadership as an additional appropriate leadership style. The

  9. Climate control? The relationship between leadership, climate for change, and work outcomes

    NARCIS (Netherlands)

    de Poel, F. M.; Stoker, J. I.; van der Zee, K. I.

    2012-01-01

    Transformational leadership is seen as one of the most effective leadership styles from which the dynamic context of temporary work agencies may benefit. The current paper presents a theoretical framework that introduces participative leadership as an additional appropriate leadership style. The

  10. Critical Change for the Greater Good: Multicultural Perceptions in Educational Leadership toward Social Justice and Equity

    Science.gov (United States)

    Santamaría, Lorri J.

    2014-01-01

    Background: Educational leadership for social justice and equity is the primary leadership response to inclusive and equitable education. This inquiry builds on multicultural education and educational leadership to explore an alternative approach to mainstream leadership practice. Purpose: To examine ways in which educational leaders of color in…

  11. Behavior Change without Behavior Change Communication: Nudging Handwashing among Primary School Students in Bangladesh

    OpenAIRE

    Dreibelbis, Robert; Kroeger, Anne; Hossain, Kamal; Venkatesh, Mohini; Ram, Pavani K.

    2016-01-01

    Behavior change communication for improving handwashing with soap can be labor and resource intensive, yet quality results are difficult to achieve. Nudges are environmental cues engaging unconscious decision-making processes to prompt behavior change. In this proof-of-concept study, we developed an inexpensive set of nudges to encourage handwashing with soap after toilet use in two primary schools in rural Bangladesh. We completed direct observation of behaviors at baseline, after providing ...

  12. Organizational Change Management For Health Equity: Perspectives From The Disparities Leadership Program.

    Science.gov (United States)

    Betancourt, Joseph R; Tan-McGrory, Aswita; Kenst, Karey S; Phan, Thuy Hoai; Lopez, Lenny

    2017-06-01

    Leaders of health care organizations need to be prepared to improve quality and achieve equity in today's health care environment characterized by a focus on achieving value and addressing disparities in a diverse population. To help address this need, the Disparities Solutions Center at Massachusetts General Hospital launched the Disparities Leadership Program in 2007. The leadership program is an ongoing, year-long, executive education initiative that trains leaders from hospitals, health plans, and health centers to improve quality and eliminate racial and ethnic disparities in health care. Feedback from participating organizations demonstrates that health care leaders seem to possess knowledge about what disparities are and about what should be done to eliminate them. Data collection, performance measurement, and multifaceted interventions remain the tools of the trade. However, the barriers to success are lack of leadership buy-in, organizational prioritization, energy, and execution, which can be addressed through organizational change management strategies. Project HOPE—The People-to-People Health Foundation, Inc.

  13. Leadership Styles

    Science.gov (United States)

    Val, Carlin; Kemp, Jess

    2012-01-01

    This study examines how a group's dynamic changes under the influence of different leadership styles, and determines what leadership style works best in a large group expedition. The main question identified was "What roles can a leader play in affecting the dynamic of a large group while partaking in a field expedition?" The following…

  14. Sudden behavior change in a cat.

    Science.gov (United States)

    Gelberg, H B

    2013-11-01

    A 5-year-old, spayed female, domestic short-haired cat had a 10-day history of sudden behavioral changes followed by seizures. Blood parameters were in the reference ranges, and radiographs failed to detect a mass lesion in the brain. Euthanasia was followed by rabies testing, which was negative. Gross lesions were absent. Histologic changes were present only in the brain and consisted of foci of hippocampal pyramidal cell loss, mild gliosis, pallor of the associated neuropil, and neovascularization.

  15. Leadership and Gender Differentiation

    OpenAIRE

    Catalina RADU; Marian NASTASE

    2011-01-01

    Leadership is clearly one of the main factors that influence organizational competitiveness. It means both science and art, both born and learned skills. Leadership and gender differentiation is a subject that leads to at least two main questions: (1) Do significant differences exist between men and women in terms of leadership styles? (2) What are the real determinants of differences between men and women especially looking at who assumes leadership positions and what is leadership behavior ...

  16. Enhancing reporting of behavior change intervention evaluations

    NARCIS (Netherlands)

    Abraham, C.; Johnson, B.T.; de Bruin, M.; Luszczynska, A.

    2014-01-01

    Many behavior change interventions for the prevention and treatment of HIV have been evaluated, but suboptimal reporting of evaluations hinders the accumulation of evidence and the replication of interventions. In this article, we address 4 practices contributing to this problem. First, detailed

  17. Models of behavioral change and adaptation

    NARCIS (Netherlands)

    Rasouli, S.; Timmermans, H.J.P.; Zhang, J.

    2017-01-01

    This chapter explains and summarizes models of behavioral change and adaptation, which have received less application in the life choice analysis associated with urban policy. Related to various life choices, life trajectory events are major decisions with a relatively long-lasting impact, such as

  18. Somatic And Behavioral Changes Associated With Difuse ...

    African Journals Online (AJOL)

    Aims: The effects of diffuse transcranial electrical stimulation on somatic and behavioral changes in anaesthetized and unanaesthetized normal male and female Wister rats was studied. Method: Diffuse transcranial electrical stimulation (0-25v, frequency 90Hz,pulse width 1ms) was administered via two electrodes clipped ...

  19. Self-Concept Change in Behavior Modification

    Science.gov (United States)

    Ryan, Victor L.; And Others

    1976-01-01

    Changes in self-concept as a function of behavioral treatment for test anxiety are investigated. Test-anxious subjects (N=72) were randomly assigned to systematic desensitization, relaxation-training only, or no-treatment control conditions. Results indicate that the desensitization and relaxation treatments were both effective in reducing test…

  20. Changing health behaviors with social marketing.

    Science.gov (United States)

    Suarez-Almazor, M E

    2011-08-01

    Social marketing uses marketing techniques to promote healthy attitudes and behaviors. As in traditional marketing, the development and implementation of social marketing programs is based on the four P's: product, price, place, and promotion, but it also incorporates the partnership and participation of stakeholders to enhance public health and engage policy makers. The "product" in social marketing is generally a behavior, such as a change in lifestyle (e.g., diet) or an increase in a desired health practice (e.g., screening). In order for people to desire this product, it must offer a solution to a problem that is weighed with respect to the price to pay. The price is not just monetary, and it often involves giving something up, such as time (e.g., exercising) or a wanted, satisfying behavior (e.g., smoking). In its development phase, social marketing incorporates qualitative methods to create messages that are powerful and potentially effective. The implementation of the programs commonly involves mass campaigns with advertisement in various media. There have been a few social media campaigns targeting bone health that have been disseminated with substantial outreach. However, these have not been systematically evaluated, specifically with respect to change in behavior and health outcomes. Future campaigns should identify target behaviors that are amenable to change such as bone mass measurement screening or exercise. Audience segmentation will be crucial, since a message for young women to increase peak bone mass would be very different from a message for older individuals who have just experienced a fracture. Campaigns should involve key stakeholders, including policy makers, health providers, and the public. Finally, success must be carefully evaluated, not just by the outreach of the campaign, but also by a change in relevant behaviors and a decrease in deleterious health outcomes.

  1. Examining the Relationship of Follower Perceptions of Leaders' Servant Leadership Behaviors to Leader Immunity to Corruption: Perspectives from Kenya

    Science.gov (United States)

    Muriuki, Nancy Nkirote

    2017-01-01

    The philosophy of servant leadership differentiates servant leaders as those who put the well-being of those served in the larger society as their highest priority. Servant leadership behaviors are manifestations of inner-directed choices that compel one to want to serve first as opposed to leaders who may desire to exercise power and accumulate…

  2. DOD Major Automated Information Systems: Improvements Can Be Made in Reporting Critical Changes and Clarifying Leadership Responsibility

    Science.gov (United States)

    2016-03-01

    Leadership Responsibility Report to Congressional Committees March 2016 GAO-16-336 United States Government Accountability Office United...INFORMATION SYSTEMS Improvements Can Be Made in Reporting Critical Changes and Clarifying Leadership Responsibility Why GAO Did This Study The National...milestone decisions for MAIS programs. AT&L can delegate decision authority for MAIS programs to a component head who may further delegate the authority

  3. The lived experience of participation in student nursing associations and leadership behaviors: a phenomenological study.

    Science.gov (United States)

    Lapidus-Graham, Joanne

    2012-01-01

    The purpose of this qualitative phenomenological research study was to obtain vivid descriptions of the lived experience of nurses who participated in a student nursing association (SNA) as students. Nursing graduates from five nursing programs in Long Island, New York were identified using a purposive sampling strategy. During individual interviews, the themes of the lived experiences of the participants emerged: (1) leadership: communication, collaboration and resolving conflict, (2) mentoring and mutual support, (3) empowerment and ability to change practice, (4) professionalism, (5) sense of teamwork, and (6) accountability and responsibility. Recommendations from the study included an orientation and mentoring of new students to the SNA by senior students and faculty. Additionally, nursing faculty could integrate SNA activities within the classroom and clinical settings to increase the awareness of the benefits of participation in a student nursing organization. Recommendations for future research include a different sample and use of different research designs.

  4. Health Behavior Change Challenge: Understanding Stages of Change

    Science.gov (United States)

    Sullivan, Claire F.

    2011-01-01

    This semester-long activity requires students to reflect on their own strengths and weaknesses in attempting to take on a personally meaningful health behavior change challenge. This assignment affords them the opportunity to take a deeper look at theory and health concepts learned throughout the semester and to see how it has informed their own…

  5. Behavioral changes in fish exposed to phytoestrogens

    International Nuclear Information System (INIS)

    Clotfelter, Ethan D.; Rodriguez, Alison C.

    2006-01-01

    We investigated the behavioral effects of exposure to waterborne phytoestrogens in male fighting fish, Betta splendens. Adult fish were exposed to a range of concentrations of genistein, equol, β-sitosterol, and the positive control 17β-estradiol. The following behaviors were measured: spontaneous swimming activity, latency to respond to a perceived intruder (mirror reflection), intensity of aggressive response toward a perceived intruder, probability of constructing a nest in the presence of a female, and the size of the nest constructed. We found few changes in spontaneous swimming activity, the latency to respond to the mirror, and nest size, and modest changes in the probability of constructing a nest. There were significant decreases, however, in the intensity of aggressive behavior toward the mirror following exposure to several concentrations, including environmentally relevant ones, of 17β-estradiol, genistein, and equol. This suggests that phytoestrogen contamination has the potential to significantly affect the behavior of free-living fishes. - Environmentally relevant concentrations of phytoestrogens reduce aggressive behavior in fish

  6. Introducing a short measure of shared servant leadership impacting team performance through team behavioral integration

    Directory of Open Access Journals (Sweden)

    Milton eSousa

    2016-01-01

    Full Text Available The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioural integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of two weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1 shared servant leadership was a strong determinant of team behavioural integration, (2 information exchange worked as the main mediating process between shared servant leadership and team performance, and (3 the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership.

  7. Contextual Development: Situating the Social Change Model of Leadership Development within a Broader Reality of Comprehensive Support

    Science.gov (United States)

    Whitten-Andrews, Jeanie

    2016-01-01

    The social change model has proven an effective and widely utilized model assisting college students in leadership development toward positive social change. However, while this particular model gives much needed attention to the process of development leading to social change, it fails to acknowledge the external factors which significantly…

  8. A qualitative study of leadership characteristics among women who catalyze positive community change

    Directory of Open Access Journals (Sweden)

    Folta Sara C

    2012-05-01

    Full Text Available Abstract Background Leadership is critical to making changes at multiple levels of the social ecological model, including the environmental and policy levels, and will therefore likely contribute to solutions to the obesity epidemic and other public health issues. The literature describing the relative leadership styles and strengths of women versus men is mixed and virtually all research comes from sectors outside of public health. The purpose of this qualitative study is to identify specific leadership skills and characteristics in women who have successfully created change predominantly within the food and physical activity environments in their communities and beyond. The second purpose of this study is to understand best practices for training and nurturing women leaders, to maximize their effectiveness in creating social change. Methods Key informant interviews were conducted with 16 women leaders in the public health sector from November 2008 through February 2010. The sample represented a broad spectrum of leaders from across the United States, identified through web searches and through networks of academic and professional colleagues. Most were working on improving the food and physical activity environments within their communities. Questions were designed to determine leaders’ career path, motivation, characteristics, definition of success, and challenges. The initial coding framework was based on the questioning structure. Using a grounded theory approach, additional themes were added to the framework as they emerged. The NVivo program was used to help code the data. Results Respondents possessed a vision, a strong drive to carry it out, and an ability to mobilize others around the vision. Their definitions of success most often included changing the lives of others in a sustainable way. Persistence and communications skills were important to their success. The mentoring they received was critical. Challenges included fundraising

  9. Permission-based Leadership and Change Management in Hong Kong's Nongovernment Organisations

    Directory of Open Access Journals (Sweden)

    Wong Michael

    2014-12-01

    Full Text Available This study addresses the management of transformational change by chief executives in nongovernment organisations (NGOs in Hong Kong. The study takes an exploratory approach with interviews of 18 chief executives from a cross section of Hong Kong's NGOs. The findings indicate that organisational transformation is driven by increasing competition within the NGO sector and from commercial firms, by a demand for greater transparency and by internal forces. These factors are countered by structural inertia. Leadership of the organisational transformation of an NGO is permission-based; agreement from the various stakeholders must be gained to execute a successful transformation. The chief executive should have a humanistic style and be visionary, ethical and participative. Constant communication and involvement facilitate this process. Through this approach, followers will have a greater commitment to the organisational transformation. Organisational change is a combination of planned and emergent processes. The chief executive should relax control and foster a nurturing environment for transformation. This research suggests a leadership style, behavioural approach and model for managing change that will provide chief executives and senior leaders with useful considerations and insights.

  10. Emotional responses to behavioral economic incentives for health behavior change.

    Science.gov (United States)

    van der Swaluw, Koen; Lambooij, Mattijs S; Mathijssen, Jolanda J P; Zeelenberg, Marcel; Polder, Johan J; Prast, Henriëtte M

    2018-03-05

    Many people aim to change their lifestyle, but have trouble acting on their intentions. Behavioral economic incentives and related emotions can support commitment to personal health goals, but the related emotions remain unexplored. In a regret lottery, winners who do not attain their health goals do not get their prize but receive feedback on what their forgone earnings would have been. This counterfactual feedback should provoke anticipated regret and increase commitment to health goals. We explored which emotions were actually expected upon missing out on a prize due to unsuccessful weight loss and which incentive-characteristics influence their likelihood and intensity. Participants reported their expected emotional response after missing out on a prize in one of 12 randomly presented incentive-scenarios, which varied in incentive type, incentive size and deadline distance. Participants primarily reported feeling disappointment, followed by regret. Regret was expected most when losing a lottery prize (vs. a fixed incentive) and intensified with prize size. Multiple features of the participant and the lottery incentive increase the occurrence and intensity of regret. As such, our findings can be helpful in designing behavioral economic incentives that leverage emotions to support health behavior change.

  11. Leadership processes for re-engineering changes to the health care industry.

    Science.gov (United States)

    Guo, Kristina L

    2004-01-01

    As health care organizations seek innovative ways to change financing and delivery mechanisms due to escalated health care costs and increased competition, drastic changes are being sought in the form of re-engineering. This study discusses the leader's role of re-engineering in health care. It specifically addresses the reasons for failures in re-engineering and argues that success depends on senior level leaders playing a critical role. Existing studies lack comprehensiveness in establishing models of re-engineering and management guidelines. This research focuses on integrating re-engineering and leadership processes in health care by creating a step-by-step model. Particularly, it illustrates the four Es: Examination, Establishment, Execution and Evaluation, as a comprehensive re-engineering process that combines managerial roles and activities to result in successfully changed and reengineered health care organizations.

  12. Online consumer behavior and its relationship with socio-demographics, shopping orientations, need for emotion, and fashion leadership

    OpenAIRE

    Burkolter, Dina; Kluge, Annette

    2011-01-01

    With online shopping entering a consolidation phase, there is a need for research differentiating online consumer behavior for a range of prod-uct categories. Also, individual differences in online shopping need to be considered. Therefore, a survey (N = 405) assessing online infor-mation search and online shopping for nine different product categories as well as socio-demographic and individual variables (shopping orien-tation, need for emotion, and fashion leadership) was conducted in Germa...

  13. THE IMPACT OF VISIONARY LEADERSHIP, LEARNING ORGANIZATION AND INNOVATIVE BEHAVIOR TO PERFORMANCE OF CUSTOMS AND EXCISE FUNCTIONAL

    OpenAIRE

    Anshar, Muhammad

    2017-01-01

    This research aims to determine the impact of visionary leadership, learning organization, and innovative behavior on the performance of Functional Officers of Customs and Excise Inspectors at Tanjung Priok Customs and Excise Main Service Office. The research was conducted at Tanjung Priok Customs and Excise Service Office using the number of samples of 78 Functional Officers of Customs and Excise Inspectors. The sample was selected using simple random sampling technique. Data collection was ...

  14. Communication Competence, Leadership Behaviors, and Employee Outcomes in Supervisor-Employee Relationships

    Science.gov (United States)

    Mikkelson, Alan C.; York, Joy A.; Arritola, Joshua

    2015-01-01

    Supervisor communication competence and leadership style were used to predict specific employee outcomes. In the study, 276 participants working in various industries completed measures of communication competence and leadership styles about their direct supervisor along with measures of their job satisfaction, motivation, and organizational…

  15. Gene-Environment Interplay between Number of Friends and Prosocial Leadership Behavior in Children

    Science.gov (United States)

    Rivizzigno, Alessandra S.; Brendgen, Mara; Feng, Bei; Vitaro, Frank; Dionne, Ginette; Tremblay, Richard E.; Boivin, Michel

    2014-01-01

    Enriched environments may moderate the effect of genetic factors on prosocial leadership (gene-environment interaction, G × E). However, positive environmental experiences may also themselves be influenced by a genetic disposition for prosocial leadership (gene-environment correlation, rGE). Relating these processes to friendships, the present…

  16. Attachment Style, Leadership Behavior, and Perceptions of Leader Effectiveness in Academic Management

    Science.gov (United States)

    Underwood, Rehema; Mohr, David; Ross, Michelle

    2016-01-01

    The quality of organizational leadership can have a significant impact on organizational success and employee well-being. Some research has shown that leaders with secure attachment styles are more effective leaders, but the connection between different attachment styles and different leadership styles is unclear. Relationships between attachment…

  17. The Relationship between Instructor Servant Leadership Behaviors and Satisfaction with Instructors in an Online Setting

    Science.gov (United States)

    Sahawneh, Faris George; Benuto, Lorraine T.

    2018-01-01

    Servant leadership has the potential to improve student satisfaction within online learning. However, the relationship between servant leadership and student satisfaction in an online environment had not yet been understood at the level of the individual instructor. The purpose of this quantitative, correlational study was to evaluate the…

  18. Educating Preservice School Librarians to Lead: A Study of Self-Perceived Transformational Leadership Behaviors

    Science.gov (United States)

    Smith, Daniella

    2011-01-01

    The purpose of this study was to determine the factors that impacted the level of self-perceived transformational leadership potential in preservice school librarians who participated in a master's degree program in library and information studies focusing on leadership development. A mixed-method concurrent triangulation research design was…

  19. On The Psychology of Displaying Ethical Leadership: A Behavioral Ethics Approach

    NARCIS (Netherlands)

    N. Hoogervorst (Niek)

    2011-01-01

    textabstractGiven the abundance of ethical scandals in businesses, sports, governments and religious organizations, it should come as no surprise that social scientists have increasingly put ethical leadership on the forefront of their research agenda. However, the literature on ethical leadership

  20. The Importance of Leadership Behavior and Motivation İn Creating Employee Performance: (A Study at the Faculty of Economics and Business, University of Brawijaya)

    OpenAIRE

    Abdo-Alaziz H. E Mihrez; Armanu Thoyib

    2015-01-01

    This research was conducted at the faculty of economics and business, Brawijaya University which aimed to determine whether there is a direct effect of leadership behavior on intrinsic motivation, extrinsic motivation, and employee performance. In addition, it was done to determine the effect of indirect leadership behavior on employee performance through intrinsic and extrinsic motivation. In this study, the data were collected using a questionnaire with Likert scale, and then distributed to...

  1. AUTHENTIC LEADERSHIP BEHAVIOR IN MADRASAH ALIYAH IN TASIKMALAYA REGENCY AAN KOMARIAH

    Directory of Open Access Journals (Sweden)

    Aan Komariah

    2016-03-01

    Full Text Available This research aims to know the relation between Spiritual Intelligence and Leader Personality with Authentic Leadership Behaviour. This research uses quantitative research approach with type of correlation approach. This research is done at 77 headmasters of Mardasah Aliyah in Tasikmalaya Regency. The samples are done by using simple random sampling technique. The research result shows that there is positive between Spiritual Intelligence and Leader Personality with Authentic Leadership Behaviour. The positive correlation coefficient shows that if the Spiritual Intelligence increases, so the authentic leadership behaviour will also increase. Also with the increasing of Leader Personality will increase the Authentic Leadership behaviour. The Spiritual Intelligence and Leader Personality all together affect significantly to the Authentic Leadership Behaviour.

  2. Leadership theory and research in the new millennium : current theoretical trends and changing perspectives.

    OpenAIRE

    Dinh, J.; Lord, R.; Garnder, W.; Meuser, J.; Liden, R.C.; Hu, J.

    2014-01-01

    Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Acade...

  3. Unconventional Leadership

    OpenAIRE

    Paul Marinescu; Sorin-George Toma

    2015-01-01

    From the perspective of leadership change symbolizes the existence of the organization.Most assuredly, this is not a matter of change at all costs, but rather of increasing organizational performance and training people. As leadership is a creative activity, in this paper, we aim to show that the unconventional is closely connected to creativity. From the perspective of interpersonal relationships the leader has to continually create contexts in which people can express themselves. On the one...

  4. Fusion Leadership: Unlocking the Subtle Forces that Change People and Organizations.

    Science.gov (United States)

    Daft, Richard L.; Lengel, Robert H.

    Fusion leadership is a metaphor for a certain style of management where partnerships are created, barriers reduced, conversation increased, and joint responsibility enhanced. Ways in which an organization can implement this type of leadership are presented. The book details various characteristics of fusion leadership, describing the forces that…

  5. It's Not the "What," It's the "How": Four Key Behaviors for Authentic Leadership in Early Intervention

    Science.gov (United States)

    LaRocco, Diana J.; Bruns, Deborah A.

    2013-01-01

    This article highlights four key behaviors that typify authentic leadership. Authentic leaders (1) exercise influence to reach shared goals; (2) engage in continuous learning; (3) build and nurture relationships; and (4) model behaviors they want others to display. Although the behaviors are presented as distinct, they are inextricably linked and…

  6. Educational Leadership ? understanding and developing practice

    DEFF Research Database (Denmark)

    Hargreaves, Andy; Fink, Dean; Southworth, Geoff

    institutions. Different stakeholders bring different interests into policy debate, practice and research on leadership.The articles in this book explore and discuss the theme of 'Educational leadership: Understanding and developing practice' from the following perspectives.- Leadership and change- Leadership...

  7. Implementing Health and Safety Policy Changes at the High School Level From a Leadership Perspective.

    Science.gov (United States)

    Pagnotta, Kelly D; Mazerolle, Stephanie M; Pitney, William A; Burton, Laura J; Casa, Douglas J

    2016-04-01

    Although consensus statements and recommendations from professional organizations aim to reduce the incidence of injury or sudden death in sport, nothing is mandated at the high school level. This allows states the freedom to create and implement individual policies. An example of a recommended policy is heat acclimatization. Despite its efficacy in reducing sudden death related to heat stroke, very few states follow the recommended guidelines. To retroactively examine why and how 3 states were able to facilitate the successful creation and adoption of heat-acclimatization guidelines. Qualitative study. High school athletic associations in Arkansas, Georgia, and New Jersey. Eight men and 3 women (n = 11; 6 athletic trainers; 2 members of high school athletic associations; 2 parents; 1 physician) participated. Participant recruitment ceased when data saturation was reached. All phone interviews were digitally recorded and transcribed verbatim. A grounded-theory approach guided analysis and multiple analysts and peer review were used to establish credibility. Each state had a different catalyst to change (student-athlete death, empirical data, proactivity). Recommendations from national governing bodies guided the policy creation. Once the decision to implement change was made, the states displayed 2 similarities: shared leadership and open communication between medical professionals and members of the high school athletic association helped overcome barriers. The initiating factor that spurred the change varied, yet shared leadership and communication fundamentally allowed for successful adoption of the policy. Our participants were influenced by the recommendations from national governing bodies, which align with the institutional change theory. As more states begin to examine and improve their health and safety policies, this information could serve as a valuable resource for athletic trainers in other states and for future health and safety initiatives.

  8. Implementing Health and Safety Policy Changes at the High School Level From a Leadership Perspective

    Science.gov (United States)

    Pagnotta, Kelly D.; Mazerolle, Stephanie M.; Pitney, William A.; Burton, Laura J.; Casa, Douglas J.

    2016-01-01

    Context:  Although consensus statements and recommendations from professional organizations aim to reduce the incidence of injury or sudden death in sport, nothing is mandated at the high school level. This allows states the freedom to create and implement individual policies. An example of a recommended policy is heat acclimatization. Despite its efficacy in reducing sudden death related to heat stroke, very few states follow the recommended guidelines. Objective:  To retroactively examine why and how 3 states were able to facilitate the successful creation and adoption of heat-acclimatization guidelines. Design:  Qualitative study. Setting:  High school athletic associations in Arkansas, Georgia, and New Jersey. Patients or Other Participants:  Eight men and 3 women (n = 11; 6 athletic trainers; 2 members of high school athletic associations; 2 parents; 1 physician) participated. Participant recruitment ceased when data saturation was reached. Data Collection and Analysis:  All phone interviews were digitally recorded and transcribed verbatim. A grounded-theory approach guided analysis and multiple analysts and peer review were used to establish credibility. Results:  Each state had a different catalyst to change (student-athlete death, empirical data, proactivity). Recommendations from national governing bodies guided the policy creation. Once the decision to implement change was made, the states displayed 2 similarities: shared leadership and open communication between medical professionals and members of the high school athletic association helped overcome barriers. Conclusions:  The initiating factor that spurred the change varied, yet shared leadership and communication fundamentally allowed for successful adoption of the policy. Our participants were influenced by the recommendations from national governing bodies, which align with the institutional change theory. As more states begin to examine and improve their health and safety policies

  9. Transformational leadership in the consumer service workgroup: competing models of job satisfaction, change commitment, and cooperative conflict resolution.

    Science.gov (United States)

    Yang, Yi-Feng

    2014-02-01

    This paper discusses the effects of transformational leadership on cooperative conflict resolution (management) by evaluating several alternative models related to the mediating role of job satisfaction and change commitment. Samples of data from customer service personnel in Taiwan were analyzed. Based on the bootstrap sample technique, an empirical study was carried out to yield the best fitting model. The procedure of hierarchical nested model analysis was used, incorporating the methods of bootstrapping mediation, PRODCLIN2, and structural equation modeling (SEM) comparison. The analysis suggests that leadership that promotes integration (change commitment) and provides inspiration and motivation (job satisfaction), in the proper order, creates the means for cooperative conflict resolution.

  10. Cross-Cultural Leadership

    Directory of Open Access Journals (Sweden)

    Inga Minelgaite Snaebjornsson

    2015-05-01

    Full Text Available Ongoing low participation of women in global leadership calls for more research in this field. In this article, we set out to include gendered expectations toward leader behavior as part of cross-cultural leadership theory. Building on an existing body of research, we focus on propositions about the effects of gendered expectations on the leader, from the followers’ standpoint. The consideration of gendered effects from the follower standpoint is an under-researched area in leadership literature, and it is even more rarely to be found in empirical data. In every culture, there are certain expectations toward leaders of the two genders that influence their behavior. In this article, we will attempt to answer the following question: How does perceived leader behavior and gendered behavior relate to national culture and actual leader behavior? We present a conceptual model that seeks to incorporate gendered expectations into cross-cultural leadership as an answer. Moreover, we provide a conceptual guideline toward operationalization of the model. The model includes the potential of dissonance between male expectations as a dominating leadership role and female leadership. This might serve as an explanation as to why in some cases women are not seen as successful as men when they adopt a masculine leadership style. The article seeks to advance cross-cultural leadership theory by focusing on expected gendered leadership behavior. Our ideas and model could eventually contribute to the advancement of leadership theory, as well as contributing to gender studies, cross-cultural leadership, and business communication.

  11. Building capacity for change: evaluation of an organisation-wide leadership development program.

    Science.gov (United States)

    Schultz, Tim; Shoobridge, Jodie; Harvey, Gill; Carter, Libby; Kitson, Alison

    2018-05-23

    Objective. This study evaluated Leading 4 Change, a change leadership development program designed to support healthcare middle managers through a period of significant organisational change and enhance workplace resilience. Methods. A mixed methods evaluation was conducted within the program's framework of a quality improvement activity. Quantitative measures were participant responses (n=160) to online questionnaires, which were compared before and after the program, using an uncontrolled pre-post study design. Four questionnaires were used: Resilience @ Work, General Self-Efficacy, the 11-item Learning Organization Survey and organisational climate. Differences between the pre- and post-program periods were compared using linear mixed-effects models, incorporating repeated measures between 'pre' and 'post' periods. Qualitative data were obtained by interviewing four participants on three occasions during the program, and through text responses provided by participants during a presentation session after the program finished. Both interview data and textual data were subjected to thematic analysis. Results. Integration of data from quantitative and qualitative analyses generated three main findings: (1) participants were satisfied and engaged with the program, which met their learning objectives; (2) the program led to increased workplace resilience, in particular the ability to manage stress and self-efficacy for individuals; and (3) organisational learning perceptions were unchanged. Conclusion. Although conducted during a period of intense internal and external pressure, Leading 4 Change led to demonstrable effects. It effectively engaged middle managers across a health system. However, there was no evidence that the effect of the program extended beyond individual participants to their perceptions of their work environment as a learning organisation. What is known about the topic? Although much has been written about change management and change leadership

  12. Assessing change in perceived community leadership readiness in the Obesity Prevention and Lifestyle program.

    Science.gov (United States)

    Kostadinov, Iordan; Daniel, Mark; Jones, Michelle; Cargo, Margaret

    2016-02-01

    Issue addressed The context of community-based childhood obesity prevention programs can influence the effects of these intervention programs. Leadership readiness for community mobilisation for childhood obesity prevention is one such contextual factor. This study assessed perceived community leadership readiness (PCLR) at two time points in a state-wide, multisite community-based childhood obesity prevention program. Methods PCLR was assessed across 168 suburbs of 20 intervention communities participating in South Australia's Obesity Prevention and Lifestyle (OPAL) program. Using a validated online PCLR tool, four key respondents from each community rated each suburb within their respective community on a nine-point scale for baseline and 2015. Average PCLR and change scores were calculated using the general linear model with suburbs nested in communities. Relationships between demographic variables and change in PCLR were evaluated using multiple regression. Ease of survey use was also assessed. Results Average PCLR increased between baseline (3.51, s.d.=0.82) and 2015 (5.23, s.d.=0.89). PCLR rose in 18 of 20 intervention communities. PCLR was inversely associated with suburb population size (r 2 =0.03, P=0.03, β=-0.25) and positively associated with intervention duration (r 2 change=0.08, P=0.00, β=0.29). Only 8% of survey respondents considered the online assessment tool difficult to use. Conclusions PCLR increased over the course of the OPAL intervention. PCLR varied between and within communities. Online assessment of PCLR has utility for multisite program evaluations. So what? Use of a novel, resource-efficient online tool to measure the key contextual factors of PCLR has enabled a better understanding of the success and generalisability of the OPAL program.

  13. Time-lag Method for Detecting Following and Leadership Behavior of Pedestrians from Mobile Sensing Data

    DEFF Research Database (Denmark)

    Kjærgaard, Mikkel Baun; Blunck, Henrik; Wüstenberg, Markus

    2013-01-01

    that quantify how humans move, interact and group. In this paper we propose methods for detecting two common pedestrian movement patterns, namely individual following relations and group leadership. The proposed methods for identifying following patterns employ machine learning on features derived using...... similarity analysis on time lagged sequences of WiFi measurements containing either raw signal strength values or derived locations. To detect leadership we combine the individual following relations into directed graphs and detect leadership within groups by graph link analysis. Methods for detecting...... for following patterns and up to twenty percentage points for leadership patterns. Our method is, contrary to state of the art, also applicable in challenging indoor environments, e.g., multi-story buildings. This implies that even quite small samples allow us to detect information such as how events...

  14. Applying behavioral science to behavior change communication: the pathways to change tools.

    Science.gov (United States)

    Petraglia, Joseph; Galavotti, Christine; Harford, Nicola; Pappas-DeLuca, Katina A; Mooki, Maungo

    2007-10-01

    Entertainment-education (EE) is a popular vehicle for behavior change communication (BCC) in many areas of public health, especially in the developing world where soap operas and other serial drama formats play a central role in encouraging people to avoid risky behavior. Yet BCC/EE developers have been largely unable to integrate behavioral theory and research systematically into storylines and scripts, depending instead on external, technical oversight of what should be an essentially local, creative process. This article describes how the Modeling and Reinforcement to Combat HIV/AIDS project at the Centers for Disease Control and Prevention has developed a set of tools through which creative writers can exercise greater control over the behavioral content of their stories. The Pathways to Change tools both guide scriptwriters as they write BCC/EE storylines and help project managers monitor BCC/EE products for theoretical fidelity and sensitivity to research.

  15. Transformational Leadership and AACC Competencies: Connecting the Vision

    Science.gov (United States)

    Mangum, Genita D.

    2013-01-01

    Community colleges are in the midst of a myriad of challenges; sustainability, productivity, leadership turnover and transition. The community college president must become a change agent and exemplify model leadership behavior in an effort to deal with all challenges while continuing to evolve the institution, provide exemplary education and…

  16. Change is constant in today’s business for competitive advantage. Strategic leadership is vital for effective strategic change management - roles & responsibilities and strategic capability of strategic leadership.”

    OpenAIRE

    Chia, Grace Hui Yen

    2009-01-01

    The aim of this paper is to seek to understand the reachange is constant in today’s business for competitive advantage. And to make the strategic change happen in order to achieve the desired outcome, what will be the right strategic process flow. What are the key challenges that will be encountered throughout the process of strategic change management? This paper will also learn whether strategic leadership is vital to make the strategic change happen in the effective way since many literatu...

  17. Change in Frictional Behavior during Olivine Serpentinization

    Science.gov (United States)

    Xing, T.; Zhu, W.; French, M. E.; Belzer, B.

    2017-12-01

    Hydration of mantle peridotites (serpentinization) is pervasive at plate boundaries. It is widely accepted that serpentinization is intrinsically linked to hydromechanical processes within the sub-seafloor, where the interplay between cracking, fluid supply and chemical reactions is responsible for a spectrum of fault slip, from earthquake swarms at the transform faults, to slow slip events at the subduction zone. Previous studies demonstrate that serpentine minerals can either promote slip or creep depend on many factors that include sliding velocity, temperature, pressure, interstitial fluids, etc. One missing link from the experimental investigation of serpentine to observations of tectonic faults is the extent of alteration necessary for changing the frictional behaviors. We quantify changes in frictional behavior due to serpentinization by conducting experiments after in-situ serpentinization of olivine gouge. In the sample configuration a layer of powder is sandwiched between porous sandstone blocks with 35° saw-cut surface. The starting material of fine-grained (63 120 µm) olivine powder is reacted with deionized water for 72 hours at 150°C before loading starts. Under the conventional triaxial configuration, the sample is stressed until sliding occurs within the gouge. A series of velocity-steps is then performed to measure the response of friction coefficient to variations of sliding velocity from which the rate-and-state parameters are deduced. For comparison, we measured the frictional behavior of unaltered olivine and pure serpentine gouges.Our results confirm that serpentinization causes reduced frictional strength and velocity weakening. In unaltered olivine gouge, an increase in frictional resistance with increasing sliding velocity is observed, whereas the serpentinized olivine and serpentine gouges favor velocity weakening behaviors at the same conditions. Furthermore, we observed that high pore pressures cause velocity weakening in olivine but

  18. Use of Theory in Behavior Change Interventions.

    Science.gov (United States)

    Bluethmann, Shirley M; Bartholomew, L Kay; Murphy, Caitlin C; Vernon, Sally W

    2017-04-01

    Theory use may enhance effectiveness of behavioral interventions, yet critics question whether theory-based interventions have been sufficiently scrutinized. This study applied a framework to evaluate theory use in physical activity interventions for breast cancer survivors. The aims were to (1) evaluate theory application intensity and (2) assess the association between extensiveness of theory use and intervention effectiveness. Studies were previously identified through a systematic search, including only randomized controlled trials published from 2005 to 2013, that addressed physical activity behavior change and studied survivors who were theory items from Michie and Prestwich's coding framework were selected to calculate theory intensity scores. Studies were classified into three subgroups based on extensiveness of theory use (Level 1 = sparse; Level 2 = moderate; and Level 3 = extensive). Fourteen randomized controlled trials met search criteria. Most trials used the transtheoretical model ( n = 5) or social cognitive theory ( n = 3). For extensiveness of theory use, 5 studies were classified as Level 1, 4 as Level 2, and 5 as Level 3. Studies in the extensive group (Level 3) had the largest overall effect size ( g = 0.76). Effects were more modest in Level 1 and 2 groups with overall effect sizes of g = 0.28 and g = 0.36, respectively. Theory use is often viewed as essential to behavior change, but theory application varies widely. In this study, there was some evidence to suggest that extensiveness of theory use enhanced intervention effectiveness. However, there is more to learn about how theory can improve interventions for breast cancer survivors.

  19. Corporate Universities and Corporation- University Partnerships in Thailand: Complimenting Education in Learning, Leadership and Change

    Directory of Open Access Journals (Sweden)

    Oliver S. Crocco

    2017-04-01

    Full Text Available With an estimated workforce of 285 million and the establishment of the Association of Southeast Asian Nations (ASEAN Economic Community in 2015, ASEAN faces vast challenges in human resource development (HRD and higher education. These challenges in Thailand have resulted in the rise of corporate universities and corporation-university partnerships. Corporate partnerships in education adapt quickly to industry needs and are increasingly popular and complimentary to traditional higher education. This research looks at one corporate university and one corporation-university partnership to investigate how, if at all, corporate universities and partnerships address HRD issues such as adult learning, leadership development, organisational change, corporate social responsibility (CSR, as well as ethical and global issues. This research finds initial evidence that corporate educational strategies address a variety of HRD issues and have the potential to revolutionise and compliment higher education in Thailand in a way that drives the nation toward a more sustainable future.

  20. The made-in effect and leapfrogging : A model of leadership change for products with country-of-origin bias

    NARCIS (Netherlands)

    Diodato, Dario; Malerba, Franco; Morrison, Andrea

    2018-01-01

    Change in industrial leadership is often explained in terms of technological and costs advantages. However firms in emerging economies not only have to produce high quality, cost-competitive goods, but also win the resistance of consumers in the world market, who are often adverse to purchasing

  1. Changing Economic Leadership : A New Benchmark of Sector Productivity in the United States and Western Europe, ca. 1910

    NARCIS (Netherlands)

    Frankema, Ewout; Woltjer, Pieter; Smits, Jan-Pieter

    2013-01-01

    The debate concerning the exact timing and causes of changes in economic leadership constitutes one of the central themes in economic history. This study aims to improve the measurement of economic performance in the United States and Western Europe (Britain, France and the Netherlands) during the

  2. Changing Economic Leadership. A New Benchmark of Sector Productivity in the United States and Western Europe, ca. 1910

    NARCIS (Netherlands)

    Frankema, E.H.P.; Woltjer, P.J.; Smits, J.P.

    2013-01-01

    The debate concerning the exact timing and causes of changes in economic leadership constitutes one of the central themes in economic history. This study aims to improve the measurement of economic performance in the United States and Western Europe (Britain, France and the Netherlands) during

  3. What Studying Leadership Can Teach Us About the Science of Behavior.

    Science.gov (United States)

    Malott, Maria E

    2016-05-01

    Throughout history, individuals have changed the world in significant ways, forging new paths; demonstrating remarkable capacity to inspire others to follow; and repeatedly showing independence, resilience, consistency, and commitment to principle. However, significant cultural change is rarely accomplished single-handedly; instead, it results from the complex and dynamic interaction of groups of individuals. To illustrate how leaders participate in cultural phenomena, I describe how a few individuals helped to establish the Cold War. In this analysis, I distinguish two types of cultural phenomena: metacontingencies, involving lineages of interlocking behavioral contingencies, and cultural cusps, involving complicated, unique, and nonreplicable interrelations between individuals and circumstances. I conclude that by analyzing leaders' actions and their results, we can appreciate that cultural and behavioral phenomena are different, and although cultural phenomena are inherently complex and in many cases do not lend themselves to replication, not only should the science of behavior account for them, cultural phenomena should also constitute a major area of behavior analysis study and application.

  4. Re-Conceptualising Hospitality Management: Analysing Changing Views On Leadership Approaches

    OpenAIRE

    YILMAZER, Assis.Prof.Dr.Aydın

    2009-01-01

    Transformational and transactional leadership are distinct but not mutually exclusive processes. In an effort to clarify some of the consequences of these leadership styles, and their impact on the hospitality industry, the aim of the proposed study can best be summarised in three key objectives: To compare the relationships between transformational and transactional leadership behaviour in the hotel industry; To develop a better understanding of the unique factors in other organ...

  5. Leadership models and behaviors for sales executives. What drives success and the best results?

    Directory of Open Access Journals (Sweden)

    Dünnweber Matthias

    2017-07-01

    Full Text Available The paper analyses the effectiveness of the best leadership models and behaviours that are used by sales executives. Although, the impact of the most common characteristics and behaviours used in sales have been researched very well, recent research has only very limited results on a comparison of the most successful leadership personality traits and behaviours depending on companies’ situation and the context. In this paper we analyse two different situations: dynamic environment and stable environment. The context in this paper refers to the area sales. The paper will provide an explanation of the most successful leadership style used in sales and the characteristics of it and why they are also very useful in a sales process. Additionally, we will analyse the effectiveness of these characteristics in the two different situations of a company and exclusively in the sales context. We argue that the characteristics can be defined as the most effective one in every situation and context. We will develop a theoretical overview that shows clearly the best leadership traits and behaviours for each of the two situations in sales that is based on a literature research. The theoretical frameworks will be adjusted and confirmed with three senior sales executives from three different industries. The results of this paper will provide sales executives useful and easy to understand information about the advantages and disadvantages of the different leadership traits and behaviours depending on the context in and situation.

  6. Training of Leadership Skills in Medical Education

    Science.gov (United States)

    Kiesewetter, Jan; Schmidt-Huber, Marion; Netzel, Janine; Krohn, Alexandra C.; Angstwurm, Matthias; Fischer, Martin R.

    2013-01-01

    Background: Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians’ everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. Objective: The review aims to summarize the findings in the current literature regarding training in leadership skills in medicine and tries to integrate the findings to guide future research and training development. Method: The PubMED, ERIC, and PsycArticles, PsycINFO, PSYNDEX and Academic search complete of EBSCOhost were searched for training of leadership skills in medicine in German and English. Relevant articles were identified and findings were integrated and consolidated regarding the leadership principles, target group of training and number of participants, temporal resources of the training, training content and methods, the evaluation design and trainings effects. Results: Eight studies met all inclusion criteria and no exclusion criteria. The range of training programs is very broad and leadership skill components are diverse. Training designs implied theoretical reflections of leadership phenomena as well as discussions of case studies from practice. The duration of training ranged from several hours to years. Reactions of participants to trainings were positive, yet no behavioral changes through training were examined. Conclusions: More research is needed to understand the factors critical to success in the development of leadership skills in medical education and to adapt goal-oriented training methods. Requirements analysis might help to gain knowledge about the nature of leadership skills in medicine. The authors propose a stronger focus on behavioral training methods like simulation-based training for leadership skills in medical education. PMID:24282452

  7. Training of leadership skills in medical education.

    Science.gov (United States)

    Kiesewetter, Jan; Schmidt-Huber, Marion; Netzel, Janine; Krohn, Alexandra C; Angstwurm, Matthias; Fischer, Martin R

    2013-01-01

    Effective team performance is essential in the delivery of high-quality health-care. Leadership skills therefore are an important part of physicians' everyday clinical life. To date, the development of leadership skills are underrepresented in medical curricula. Appropriate training methods for equipping doctors with these leadership skills are highly desirable. The review aims to summarize the findings in the current literature regarding training in leadership skills in medicine and tries to integrate the findings to guide future research and training development. The PubMED, ERIC, and PsycArticles, PsycINFO, PSYNDEX and Academic search complete of EBSCOhost were searched for training of leadership skills in medicine in German and English. Relevant articles were identified and findings were integrated and consolidated regarding the leadership principles, target group of training and number of participants, temporal resources of the training, training content and methods, the evaluation design and trainings effects. Eight studies met all inclusion criteria and no exclusion criteria. The range of training programs is very broad and leadership skill components are diverse. Training designs implied theoretical reflections of leadership phenomena as well as discussions of case studies from practice. The duration of training ranged from several hours to years. Reactions of participants to trainings were positive, yet no behavioral changes through training were examined. More research is needed to understand the factors critical to success in the development of leadership skills in medical education and to adapt goal-oriented training methods. Requirements analysis might help to gain knowledge about the nature of leadership skills in medicine. The authors propose a stronger focus on behavioral training methods like simulation-based training for leadership skills in medical education.

  8. Behavior Change without Behavior Change Communication: Nudging Handwashing among Primary School Students in Bangladesh.

    Science.gov (United States)

    Dreibelbis, Robert; Kroeger, Anne; Hossain, Kamal; Venkatesh, Mohini; Ram, Pavani K

    2016-01-14

    Behavior change communication for improving handwashing with soap can be labor and resource intensive, yet quality results are difficult to achieve. Nudges are environmental cues engaging unconscious decision-making processes to prompt behavior change. In this proof-of-concept study, we developed an inexpensive set of nudges to encourage handwashing with soap after toilet use in two primary schools in rural Bangladesh. We completed direct observation of behaviors at baseline, after providing traditional handwashing infrastructure, and at multiple time periods following targeted handwashing nudges (1 day, 2 weeks, and 6 weeks). No additional handwashing education or motivational messages were completed. Handwashing with soap among school children was low at baseline (4%), increasing to 68% the day after nudges were completed and 74% at both 2 weeks and 6 weeks post intervention. Results indicate that nudge-based interventions have the potential to improve handwashing with soap among school-aged children in Bangladesh and specific areas of further inquiry are discussed.

  9. Teaching Leadership

    Science.gov (United States)

    Leshnower, Susan

    2008-01-01

    When thinking of leaders, people usually think of those in positions of power, such as political leaders, religious leaders, or student leaders. Yet, leaders can be found in all spheres of life, and leadership behaviors can be learned particularly in a small-group format (Hellriegel, Jackson, & Slocum, 2005). This article presents ideas and…

  10. Teachers' Perspectives of the Principals' Invitational Leadership Behaviors, Teacher Job Satisfaction and Principal Effectiveness in High-Poverty Rural Elementary Schools

    Science.gov (United States)

    Younis, Matthew Christopher Zadin

    2017-01-01

    The purpose of this study was to examine the impact of Invitational Leadership behaviors on school teacher satisfaction, teacher perceptions of the school principal's performance, and to identify if there was a difference between the levels of inviting behaviors of principals at high-achieving and low-achieving rural schools in North Carolina. The…

  11. The Importance of Leadership Behavior and Motivation İn Creating Employee Performance: (A Study at the Faculty of Economics and Business, University of Brawijaya

    Directory of Open Access Journals (Sweden)

    Abdo-Alaziz H. E Mihrez

    2015-09-01

    Full Text Available This research was conducted at the faculty of economics and business, Brawijaya University which aimed to determine whether there is a direct effect of leadership behavior on intrinsic motivation, extrinsic motivation, and employee performance. In addition, it was done to determine the effect of indirect leadership behavior on employee performance through intrinsic and extrinsic motivation. In this study, the data were collected using a questionnaire with Likert scale, and then distributed to 65 employees UB. To answer the purpose of this study, the method of analysis used was used Partial Least Square (PLS. The results of the analysis in this study inform that leadership behavior has a positive and significant effect on intrinsic motivation, extrinsic motivation, and employee performance. Later in this study it was found that intrinsic motivation variable does not have significant and negative effect on the performance of employees and it is unable to mediate the effect of leadership behavior on employee performance. Meanwhile, extrinsic motivation variable gives positive and significant effect on the performance of employees and it is said that extrinsic motivation is also able to mediate the influence of leadership behaviors on employee performance.

  12. iLead-a transformational leadership intervention to train healthcare managers' implementation leadership.

    Science.gov (United States)

    Richter, Anne; von Thiele Schwarz, Ulrica; Lornudd, Caroline; Lundmark, Robert; Mosson, Rebecca; Hasson, Henna

    2016-07-29

    Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers' generic implementation leadership skills, which they can use for any implementation efforts in the future. The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers' implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In

  13. Leadership for School Improvement: Exploring Factors and Practices in the Process of Curriculum Change

    Science.gov (United States)

    Ho, Dora Choi Wa

    2010-01-01

    Research Findings: This article describes research into leadership practice for school improvement in Hong Kong preschools at a time when there was a move toward increased accountability. Two schools were selected for study, both of which were rated as excellent in the quality assurance inspections of the Education Bureau. Leadership practice for…

  14. Counteracting Educational Injustice with Applied Critical Leadership: Culturally Responsive Practices Promoting Sustainable Change

    Science.gov (United States)

    Santamaría, Lorri J.; Santamaría, Andrés P.

    2015-01-01

    This contribution considers educational leadership practice to promote and sustain diversity. Comparative case studies are presented featuring educational leaders in the United States and New Zealand who counter injustice in their practice. The leaders' leadership practices responsive to the diversity presented in their schools offer…

  15. Perspectives on Distance Technology in Leadership Education: Transfer, Meaning, and Change

    Science.gov (United States)

    Sherman, Whitney H.; Crum, Karen S.; Beaty, Danna M.

    2010-01-01

    While the use of distance technology has been touted as having the potential to reform leadership preparation, there is little to no research on students' experiences or outcomes in educational leadership. The authors sought to understand, through a descriptive survey design, whether or not distance technology is a viable competitor to…

  16. Leadership styles in nursing.

    Science.gov (United States)

    Cope, Vicki; Murray, Melanie

    2017-06-21

    Nurses are often asked to think about leadership, particularly in times of rapid change in healthcare, and where questions have been raised about whether leaders and managers have adequate insight into the requirements of care. This article discusses several leadership styles relevant to contemporary healthcare and nursing practice. Nurses who are aware of leadership styles may find this knowledge useful in maintaining a cohesive working environment. Leadership knowledge and skills can be improved through training, where, rather than having to undertake formal leadership roles without adequate preparation, nurses are able to learn, nurture, model and develop effective leadership behaviours, ultimately improving nursing staff retention and enhancing the delivery of safe and effective care.

  17. Leadership, Leaders, and Leading (Part One).

    Science.gov (United States)

    Dean, Peter J.

    2002-01-01

    Presents an historical overview of the leadership literature. Highlights include "great man" theories; studies of leaders' traits; studies of leaders' behavioral style; studies of leadership functions; and studies of the situational aspects of leadership. (LRW)

  18. Advancing Democratic Leadership through Critical Theory.

    Science.gov (United States)

    Lees, Kimberly A.

    1995-01-01

    Examines how the concepts advanced by critical theorists exemplify democratic leadership. The concept of democratic leadership is explored as a moral imperative of human issues, and the implications of leadership behavior that emulate the principles of democracy are discussed. (SLD)

  19. Perceptions about the Influence of Instructional Leadership Practices of Elementary Principals on Teachers' ELA Pedagogical Changes in High-Poverty NYC Elementary Schools

    Science.gov (United States)

    Green, Linda D.

    2017-01-01

    This quantitative study examined the relationships between instructional leadership practices of elementary school principals in high-poverty schools and changes in teachers' ELA instructional practices. This research sought to identify principals' perceptions about their use of instructional leadership practices and the teaching practices used in…

  20. Construction of scales to measure leadership behaviors at nuclear power plants. 3

    Energy Technology Data Exchange (ETDEWEB)

    Misumi, Jyuji; Yamada, Akira [Institute of Nuclear Safety System Inc., Kyoto (Japan); Shinohara, Shinobu [and others

    1994-05-01

    In this study, we studied the relationship between organizational commitment (Sekimoto, et al, 1985, 1986) and leadership, and `morale`-(satisfaction, etc.) using employees working at nuclear power plants as subjects as part of organizational climates. As a result of the Quantification III and Multiple Regression analysis, it became clear that organizational commitment is related to personal factors in `morale`. Above all, it was suggested that the traditional organizational commitment characterized by relying on companies, such as a desire to stay with the companies, voluntary motivation and internalization of companies` values is higher according to the degree of their satisfaction with the companies and motivation toward work. With regard to self-interest-oriented organizational commitment, the more they are dissatisfied with personal factors in `morale`, the stronger their self-interest-oriented organizational commitment is. In ANOVA using leadership types as independent variable, it was found that leadership types are significantly effective, depending on the degree of the traditional or company-reliant organizational commitment, namely, those employees who perceive their superiors to be of PM type have higher organizational commitment. In our analysis of subcontractors` employees, it was found that their self-interested-oriented organizational commitment was the lowest under leaders of PM type. From these results, it became clear that the degree of organizational commitment varies, depending on the leadership types of their supervisors. (author)

  1. Leadership Behavior of Male and Female Coaches of Women’s Intercollegiate Softball

    Science.gov (United States)

    1992-11-01

    consist of developing an athlete from the embryo stage to that of a "finished" athlete. The doctrine of a coach must always be "first the athlete, then the...traits of athletic coaches." Doctoral Dissertation. University of Utah. 1982. George, J. J. "Discovering Roots: Destiny - Athletics leadership among

  2. Construction of scales to measure leadership behaviors at nuclear power plants. 3

    International Nuclear Information System (INIS)

    Misumi, Jyuji; Yamada, Akira; Shinohara, Shinobu

    1994-01-01

    In this study, we studied the relationship between organizational commitment (Sekimoto, et al, 1985, 1986) and leadership, and 'morale'-(satisfaction, etc.) using employees working at nuclear power plants as subjects as part of organizational climates. As a result of the Quantification III and Multiple Regression analysis, it became clear that organizational commitment is related to personal factors in 'morale'. Above all, it was suggested that the traditional organizational commitment characterized by relying on companies, such as a desire to stay with the companies, voluntary motivation and internalization of companies' values is higher according to the degree of their satisfaction with the companies and motivation toward work. With regard to self-interest-oriented organizational commitment, the more they are dissatisfied with personal factors in 'morale', the stronger their self-interest-oriented organizational commitment is. In ANOVA using leadership types as independent variable, it was found that leadership types are significantly effective, depending on the degree of the traditional or company-reliant organizational commitment, namely, those employees who perceive their superiors to be of PM type have higher organizational commitment. In our analysis of subcontractors' employees, it was found that their self-interested-oriented organizational commitment was the lowest under leaders of PM type. From these results, it became clear that the degree of organizational commitment varies, depending on the leadership types of their supervisors. (author)

  3. Transformational Leadership and Proactive Work Behavior: A Moderated Mediation Model Including Work Engagement and Job Strain

    NARCIS (Netherlands)

    Schmitt, A.; den Hartog, D.N.; Belschak, F.D.

    2016-01-01

    This study explores the role of work engagement as an affective–motivational mechanism through which transformational leadership may relate to proactive behaviour. In line with a resource-based approach (Hobfoll, 1989), we hypothesize that employees only invest resources provided through work

  4. Authentic Leadership Behaviors of Secondary School Principals and Job Satisfaction of the Multigenerational Teacher Workforce

    Science.gov (United States)

    Sinclair, Maureen

    2010-01-01

    Purpose: The purpose of the study was to determine to what extent multigenerational teachers: (a) perceive that their secondary school principal demonstrates the following dimensions of authentic leadership: heart, values, purpose, relationship building, and self-discipline; (b) reveal a difference by generation in the importance they assign to…

  5. Eco-innovation, Responsible Leadership and Organizational Change for Corporate Sustainability

    Directory of Open Access Journals (Sweden)

    Dorel Mihai Paraschiv

    2012-06-01

    Full Text Available Creating a sustainable development strategy is essential for organizations that seek to reduce risks associated with tightening legislation, increased energy prices and natural resources and growing customer demands. Sustainability requires the full integration of social and environmental aspects into the vision, culture and operations of an organization, a profound process of organizational change being essential. The purpose of this paper is to present the main drivers of corporate sustainability, illustrating – after a thorough literature review – the link between the following elements: corporate sustainability – a necessity in the current global context; eco-innovation – as a way to implement sustainability in an organization; responsible leadership – as the art of building and maintaining strong and moral relationships with all stakeholders; organizational culture and organizational change – the basic elements through which organizations continuously renew their processes and products, adapting them to the new context. Furthermore, the paper provides an overview of organizations active in Romania in terms of sustainability practices, in general, and the ecological component of sustainable development, in particular, by presenting the results of an exploratory questionnaire-based research. The research reflects the importance of visionary management in adopting and implementing sustainability in the responding organizations.

  6. Behavioral Economics and Climate Change Policy

    OpenAIRE

    John M. Gowdy

    2007-01-01

    The policy recommendations of most economists are based on the rational actor model of human behavior. Behavior is assumed to be self-regarding, preferences are assumed to be stable, and decisions are assumed to be unaffected by social context or frame of reference. The related fields of behavioral economics, game theory, and neuroscience have confirmed that human behavior is other regarding, and that people exhibit systematic patterns of decision-making that are "irrational" according to the...

  7. Prioritizing multiple health behavior change research topics: expert opinions in behavior change science.

    Science.gov (United States)

    Amato, Katie; Park, Eunhee; Nigg, Claudio R

    2016-06-01

    Multiple health behavior change (MHBC) approaches are understudied. The purpose of this study is to provide strategic MHBC research direction. This cross-sectional study contacted participants through the Society of Behavioral Medicine email listservs and rated the importance of 24 MHBC research topics (1 = not at all important, 5 = extremely important) separately for general and underserved populations. Participants (n = 76) were 79 % female; 76 % White, 10 % Asian, 8 % African American, 5 % Hispanic, and 1 % Native Hawaiian/Pacific Islander. Top MHBC research priorities were predictors of behavior change and the sustainability, long-term effects, and dissemination/translation of interventions for both populations. Recruitment and retention of participants (t(68) = 2.17, p = 0.000), multi-behavioral indices (t(68) = 3.54, p = 0.001), and measurement burden (t(67) = 5.04, p = 0.001) were important for the underserved. Results identified the same top research priorities across populations. For the underserved, research should emphasize recruitment, retention, and measurement burden.

  8. Humble Leadership Behavior and Employee Individual Innovation Behavior:A Mediated Moderation Model%谦卑领导行为与员工个人创新行为:一个被中介的调节模型

    Institute of Scientific and Technical Information of China (English)

    苏涛永; 张瑞; 俞梦琦; 王胜金

    2017-01-01

    通过问卷调查我国长三角地区3家企业的326名员工,从组织行为学、心理学视角,构建了一个被中介的调节模型,以探讨谦卑领导行为与员工个人创新行为的关系.实证结果表明:谦卑领导行为对员工个人创新行为有显著的正向影响,内部人身份认知在其中起到部分中介作用;传统性对谦卑领导行为与个人创新行为之间的关系具有调节作用,该调节作用通过内部人身份认知的中介得以实现.揭示了谦卑领导行为对员工个人创新行为的影响效应和作用路径,充实了谦卑领导行为对下属影响的相关研究,为实践中从领导层面促进组织创新提供了有益借鉴.%A mediated moderation model was built to analyze the relationship between humble leadership behavior and employee individual innovation behavior based on organizational behavior theory and psychology perspective.The mediating role of perceived insider status and moderating role of traditionality between humble leadership behavior and employee individual innovation behavior were hypothesized.The empirical test of data from 326 employees from 3 enterprises in Yangtze River Delta region in China shows that humble leadership behavior has a positive impact on individual innovation behavior.It also indicates that perceived insider status partly mediates the relationship between humble leadership behavior and employee individual innovation behavior.Traditionality moderates the relationship between humble leadership behavior and employee individual innovation behavior.Perceived insider status fully mediates the moderating effect of traditionality.These results reveal the effect of humble leadership behavior on employee individual innovation behavior and its mechanism,enrich the research results of the influence of humble leadership behavior on subordinates,and has important reference significance for the promotion of organizational innovation from the leadership level.

  9. The effectiveness of a leadership development program on self-awareness in practice.

    Science.gov (United States)

    Vitello-Cicciu, Joan M; Weatherford, Barbara; Gemme, Donna; Glass, Bonnell; Seymour-Route, Paulette

    2014-03-01

    The objective of this study was to describe the changes in behaviors as reported by nursing leaders following participation in a leadership development program (LDP). There is a scarcity of research examining changes in leadership behaviors following LDP participation. A growing body of literature links critical behaviors and traits to outcomes among nurse managers and executives. Literature supports that leadership behaviors can be learned in educational programs if the environment is right and if the talent and capacity are present. Focus groups and online responses were guided by a structured interview protocol to elicit responses from the participants of the behavioral changes that have occurred in them as a result of their participation in an LDP. Seven themes describing leadership behaviors were identified. These self-reported behaviors were present 5 to 9 months after completion of the LDP.

  10. The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance: Organizational Justice as a Mediator

    OpenAIRE

    Cemal Zehir; Bulent Akyuz; M.Sule Eren; Gulden Turhan

    2013-01-01

    The relationship between leader and followers plays a vital role, particularly in educational institutions where a keen understanding of human character and high level of social interaction ought to be facilitated. For this reason, in stark contrast to contemporary leaders who see people only as units of production or expendable resources in a profit and loss statement, servant leadership focuses on meeting the needs of followers, making them reach their maximum potential and so perform optim...

  11. THE INFLUENCE OF SPIRITUAL INTELLIGENCE,LEADERSHIP, AND ORGANIZATIONAL CULTURE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A STUDY TO ISLAMIC BANK IN MAKASSAR CITY

    Directory of Open Access Journals (Sweden)

    Muhdar. HM

    2015-06-01

    Full Text Available The aims of this study are to find out and to analys: (1 the influence of spiritual intelligence on organizational citizenship behavior; (2 the influence of leadership on organizational citizenship behavior; (3 the influence of organizationan culture on organizational citizenship behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula. The samples were selected in two stages: proportional and purposive sampling. The data were analyzed by using path analysis with the AMOS 21 program. The results show that: spiritual intelligence has a positive and significant influence on organizational citizenship behavior; leadership has a positive and significant influence on organizational citizenship behavior; organizational culture has a positive and significant influence on organizational citizenship behavior.

  12. Psychological Barriers to Behavior Change: How to indentify the barriers that inhibit change

    OpenAIRE

    Olson, James M.

    1992-01-01

    Adopting a healthy lifestyle often requires changing patterns of behavior. This article describes three categories of psychological barriers to behavior change: those that prevent the admission of a problem, those that interfere with initial attempts to change behavior, and those that make long-term change difficult. Strategies are identified that family physicians can use to overcome the barriers.

  13. ACT for Leadership: Using Acceptance and Commitment Training to Develop Crisis-Resilient Change Managers

    Science.gov (United States)

    Moran, Daniel J.; Consulting, Pickslyde

    2010-01-01

    The evidence-based executive coaching movement suggests translating empirical research into practical methods to help leaders develop a repertoire of crisis resiliency and value-directed change management skills. Acceptance and Commitment Therapy (ACT) is an evidence-based modern cognitive-behavior therapy approach that has been and applied to…

  14. Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment

    Directory of Open Access Journals (Sweden)

    Paul Llwellyn Flemming

    2017-03-01

    Full Text Available Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X, and the Organizational Culture Assessment Instrument (OCAI to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from   across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and

  15. "Causes" of pesticide safety behavior change in Latino farmworker families.

    Science.gov (United States)

    Grzywacz, Joseph G; Arcury, Thomas A; Talton, Jennifer W; D'Agostino, Ralph B; Trejo, Grisel; Mirabelli, Maria C; Quandt, Sara A

    2013-07-01

    To identify the source of behavior change resulting from a health education intervention focused on pesticide safety. Data were from the La Familia Sana demonstration project, a promotora-delivered pesticide safety education intervention conducted with immigrant Latinos (N = 610). The La Familia Sana program produced changes in 3 sets of pesticide safety behaviors. Changes in the conceptual targets of the intervention and promotora attributes explained 0.45-6% and 0.5-3% of the changes in pesticide-related behavior, respectively. The conceptual targets of the La Familia Sana program explained the greatest amount of change in pesticide-related behavior. Promotora attributes also contributed to intervention success.

  16. The Influence of Spiritual Intelligence,Leadership, and Organizational Culture on Organizational Citizenship Behavior: a Study to Islamic Bank in Makassar City

    OpenAIRE

    HM, Muhdar; Rahma, St

    2015-01-01

    The aims of this study are to find out and to analys: (1) the influence of spiritual intelligence on organizational  citizenship  behavior; (2) the influence of leadership on organizational  citizenship  behavior; (3) the influence of organizationan culture on organizational  citizenship  behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula.  The samples were selected in two...

  17. Predicting Persuasion-Induced Behavior Change from the Brain

    Science.gov (United States)

    Falk, Emily B.; Berkman, Elliot T.; Mann, Traci; Harrison, Brittany; Lieberman, Matthew D.

    2011-01-01

    Although persuasive messages often alter people’s self-reported attitudes and intentions to perform behaviors, these self-reports do not necessarily predict behavior change. We demonstrate that neural responses to persuasive messages can predict variability in behavior change in the subsequent week. Specifically, an a priori region of interest (ROI) in medial prefrontal cortex (MPFC) was reliably associated with behavior change (r = 0.49, p < 0.05). Additionally, an iterative cross-validation approach using activity in this MPFC ROI predicted an average 23% of the variance in behavior change beyond the variance predicted by self-reported attitudes and intentions. Thus, neural signals can predict behavioral changes that are not predicted from self-reported attitudes and intentions alone. Additionally, this is the first functional magnetic resonance imaging study to demonstrate that a neural signal can predict complex real world behavior days in advance. PMID:20573889

  18. Climate Change and Implications for Prevention. California's Efforts to Provide Leadership.

    Science.gov (United States)

    Balmes, John R

    2018-04-01

    The atmospheric concentration of carbon dioxide (CO 2 ) and the temperature of the earth's surface have been rising in parallel for decades, with the former recently reaching 400 parts per million, consistent with a 1.5°C increase in global warming. Climate change models predict that a "business as usual" approach, that is, no effort to control CO 2 emissions from combustion of fossil fuels, will result in a more than 2°C increase in annual average surface temperature by approximately 2034. With atmospheric warming comes increased air pollution. The concept of a "climate gap" in air quality control captures the decreased effectiveness of regulatory policies to reduce pollution with a hotter climate. Sources of greenhouse gases and climate-forcing aerosols ("black carbon") are the same sources of air pollutants that harm health. California has adopted robust climate change mitigation policies that are also designed to achieve public health cobenefits by improving air quality. These policies include advanced clean car standards, renewable energy, a sustainable communities strategy to limit suburban sprawl, a low carbon fuel standard, and energy efficiency. A market-based mechanism to put a price on CO 2 emissions is the cap-and-trade program that allows capped facilities to trade state-issued greenhouse gas emissions allowances. The "cap" limits total greenhouse gas emissions from all covered sources, and declines over time to progressively reduce emissions. An alternative approach is a carbon tax. California's leadership on air quality and climate change mitigation is increasingly important, given the efforts to slow or even reverse implementation of such policies at the U.S. national level.

  19. Chinese engineers and scientists urge leadership to change Three Gorges Dam operating plan

    Energy Technology Data Exchange (ETDEWEB)

    NONE

    2000-04-26

    An appeal to the Chinese Leadership by a group of senior engineers, water management experts and academics about the dire consequences of filling the Three Gorges reservoir on the Yangtze River to 175 metres, is reported. Originally, the plan was to keep water levels behind the Three Gorges Dam at 156 metres for the first ten years of operation, in order to allow for resettlement of people displaced by building the dam, and to evaluate the impact of silt deposits on navigation and ports at the upper end of the reservoir. Plans have changed in 1997; the water level is now scheduled to rise to 175 metres in the sixth year of the dam's operation in order to maximize the dam's power output. The appeal by 53 experts warned the Chinese Government that the filling of the reservoir to 175 metres would displace 1.13 million people and raise the water level in the Yangtze River more than 10 metres at Chongqing City, submerging drainage outlets and backing up the city's sewage, as well as increase silt deposits, blocking shipping traffic along the Yangtze River. A parallel is drawn with the Sanmenxia Dam on the Yellow River. It was completed in 1960; it has proven to be useless for controlling floods while producing only one-third of its expected output due to massive silt build-up in the reservoir.

  20. Chinese engineers and scientists urge leadership to change Three Gorges Dam operating plan

    International Nuclear Information System (INIS)

    2000-01-01

    An appeal to the Chinese Leadership by a group of senior engineers, water management experts and academics about the dire consequences of filling the Three Gorges reservoir on the Yangtze River to 175 metres, is reported. Originally, the plan was to keep water levels behind the Three Gorges Dam at 156 metres for the first ten years of operation, in order to allow for resettlement of people displaced by building the dam, and to evaluate the impact of silt deposits on navigation and ports at the upper end of the reservoir. Plans have changed in 1997; the water level is now scheduled to rise to 175 metres in the sixth year of the dam's operation in order to maximize the dam's power output. The appeal by 53 experts warned the Chinese Government that the filling of the reservoir to 175 metres would displace 1.13 million people and raise the water level in the Yangtze River more than 10 metres at Chongqing City, submerging drainage outlets and backing up the city's sewage, as well as increase silt deposits, blocking shipping traffic along the Yangtze River. A parallel is drawn with the Sanmenxia Dam on the Yellow River. It was completed in 1960; it has proven to be useless for controlling floods while producing only one-third of its expected output due to massive silt build-up in the reservoir