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Sample records for culture leadership behavior

  1. 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.

  2. Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

    Directory of Open Access Journals (Sweden)

    Tsai Yafang

    2011-05-01

    Full Text Available Abstract Background 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. Methods 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. Results Organizational cultures were significantly (positively correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively correlated with job satisfaction. Conclusions 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.

  3. Cross-Cultural Leadership

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    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.

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

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    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.

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

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

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    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. Cross-Cultural Leadership

    OpenAIRE

    Inga Minelgaite Snaebjornsson; Ingi Runar Edvardsson; Vilma Zydziunaite; Vlad Vaiman

    2015-01-01

    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 fro...

  8. Chinese Culture and Leadership.

    Science.gov (United States)

    Wong, Kam-Cheung

    2001-01-01

    Describes essential characteristics of Chinese philosophical tradition; Discusses Western perspectives on value leadership in education, particularly moral leadership. Discuses moral leadership from a Chinese philosophical perspective, especially Confucianism. Draws implications for using Chinese cultural and philosophical traditions to develop…

  9. 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…

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

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    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

  11. Conceptualizing leadership across cultures

    NARCIS (Netherlands)

    M.W. Dickson; N. Castaño; A. Magomaeva; D.N. den Hartog

    2012-01-01

    In this article, we summarize research on how the meaning of leadership varies systematically across cultures, and describe the conflict in the literature between the quest for universals and the identification of cultural contingencies in leadership theory. We review the literature on the relations

  12. 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…

  13. The Impact of Seafarers’ Perceptions of National Culture and Leadership on Safety Attitude and Safety Behavior in Dry Bulk Shipping

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    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.

  14. Cultural leadership behaviors of the primary school principals regarding certain variables

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    Yasin Hiçyılmaz

    2016-05-01

    Full Text Available This study was carried out in order to analyse the primary school teachers’ perception of the cultural leadership behaviours of the primary school principals regarding the personal and vocational qualities of the principals and certain features of the school in which they work, and in order to develop suggestions based on the findings. “The Scale for Cultural Leadership Behaviours of the School Administrators” Yıldırım (2001 was used as data collection tool.  The scale tool used in the study was applied to 859 teachers working in randomly selected 51 primary schools in four central districts (Konak, Buca, Karşıyaka and Bornova of İzmir-Turkey. Arithmetic average, standard deviation, t- test, ANNOVA and Scheffe Test were made us of in the analysis of the study. These findings were attained in the study: The perceptions of the primary school teachers for the cultural leadership behaviours of the primary school principals are at a good level. The perceptions of the primary school teachers for the school principals’ cultural leadership behaviours indicate significant discrepancy in terms of gender, age, training of educational administration and school type variables. However, the perceptions of the primary school teachers for the school principals’ cultural leadership behaviours indicate no significant discrepancy in terms of vocational seminars or school size.

  15. Leadership: Why gender and culture matter.

    Science.gov (United States)

    Ayman, Roya; Korabik, Karen

    2010-04-01

    For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory), behavioral (including the two-factor, transformational-transactional leadership, and leader-member exchange models), and contingency (i.e., contingency model of leadership effectiveness and normative decision making). We discuss how dynamics related to either culture or gender (e.g., stereotypes and schemas, ingroup-outgroup interaction, role expectations, power and status differentials) can have an important impact on many aspects of leadership.

  16. Leadership and Organizational Culture

    Institute of Scientific and Technical Information of China (English)

    宋丽娜

    2015-01-01

    This essay attempts to explore the relationship between leaders, organizational culture, and national culture. Leaders cre⁃ate“climate of the organization”with six mechanisms. Furthermore, leaders style of management is considerably influenced by their national culture based on Hofstede’s organizational culture theory. Varieties of examples and cases are analyzed to illustrate that leadership beliefs and practices have direct relationship with organizational culture and shape their individualistic communica⁃tion styles and goals that influence to a significant degree in establishing shared values, beliefs and practices among employees within an organization.

  17. 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.

  18. Behavioral approach to leadership

    NARCIS (Netherlands)

    R.F. Piccolo; C. Buengeler

    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.

  19. Fair and Just Culture, Team Behavior, and Leadership Engagement: The Tools to Achieve High Reliability

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    Frankel, Allan S; Leonard, Michael W; Denham, Charles R

    2006-01-01

    Background Disparate health care provider attitudes about autonomy, teamwork, and administrative operations have added to the complexity of health care delivery and are a central factor in medicine's unacceptably high rate of errors. Other industries have improved their reliability by applying innovative concepts to interpersonal relationships and administrative hierarchical structures (Chandler 1962). In the last 10 years the science of patient safety has become more sophisticated, with practical concepts identified and tested to improve the safety and reliability of care. Objective Three initiatives stand out as worthy regarding interpersonal relationships and the application of provider concerns to shape operational change: The development and implementation of Fair and Just Culture principles, the broad use of Teamwork Training and Communication, and tools like WalkRounds that promote the alignment of leadership and frontline provider perspectives through effective use of adverse event data and provider comments. Methods Fair and Just Culture, Teamwork Training, and WalkRounds are described, and implementation examples provided. The argument is made that they must be systematically and consistently implemented in an integrated fashion. Conclusions There are excellent examples of institutions applying Just Culture principles, Teamwork Training, and Leadership WalkRounds—but to date, they have not been comprehensively instituted in health care organizations in a cohesive and interdependent manner. To achieve reliability, organizations need to begin thinking about the relationship between these efforts and linking them conceptually. PMID:16898986

  20. Leadership and safety culture. Leadership for safety

    Energy Technology Data Exchange (ETDEWEB)

    Fischer, Erwin; Nithack, Eckhard [PreussenElektra GmbH, Hannover (Germany)

    2016-08-15

    The meaning of leadership for safety in the nuclear industry is pointed out. This topic has became an increasing rank since the German ''Energiewende''. Despite the phase-out of the German NPP's nuclear safety and the belonging safety culture needs to be well maintained. A challenge for the whole organisation. Following the challenge to operate nuclear power plants towards Operational Excellence a highly skilled and motivated organisation is needed. Therefore Leadership is a valuable success factor.

  1. Leadership Style: Attitudes and Behaviors.

    Science.gov (United States)

    Hersey, Paul; Blanchard, Kenneth H.

    1982-01-01

    Discusses significant differences between the Grid and Situational leadership styles. Examines the difference between attitudes and behaviors, gives examples, and explores the relationship between self-perception and leadership style. (CT)

  2. Leadership, Culture and Organizational Change

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    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.

  3. THE INFLUENCE OF SPIRITUAL INTELLIGENCE,LEADERSHIP, AND ORGANIZATIONAL CULTURE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A STUDY TO ISLAMIC BANK IN MAKASSAR CITY

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    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.

  4. Culture And Leadership: The Case Of Romania

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    Raluca-Elena Hurduzeu

    2015-07-01

    Full Text Available Globalization and internationalization lead to the development of a general image of good and effective leadership which influence the local leadership styles and the behavior of leaders. The latter must overcome the conflict between the desire to implement corporate standards which are internationally valid and the need to act locally in terms of organizational culture, business environment and leadership style. The knowledge of the national peculiarities and traditions, the understanding of their heritage and background, coming to grips with them are key-success factors for international co-operations and/or joint-ventures in today’s competitive world. The aim of this paper is to explore the connection between the organizational culture and the leadership style and aims to develop a better understanding of the Romanian leadership. It also provides important information and ideas on the leadership styles practiced in the companies within Romania. The study presents the research findings on the Romanian leadership style and connects it to the political, economic and cultural influences. As far as Romania is concerned, although the variations in the cultural configurations are of a great diversity and complexity, we may, however, identify two distinct types of organizational culture, supporting the hypothesis that these two categories are the extremes of a continuum with a wide variety of expression: a culture of ‘bureaucratic’ type, typical for: state-owned companies, former state firms in the post-privatisation period and the culture of ‘entrepreneurial’ type, in the process of formation, typical for the private companies formed after 1989. The most important problems that appear in the case of the multinational companies refer to the compensation values, sacred and taboo, the management of the gradual conflicts, etnocentrism, affiliation, faulty conciliation and naive realism. The leaders must learn to analyze the cultural

  5. Using Popular Culture To Teach Nursing Leadership.

    Science.gov (United States)

    Kirkpatrick, Mary; Brown, Sylvia T.; Atkins, Anthony; Vance, Anna

    2001-01-01

    A nursing leadership course used analysis of films depicting cultural diversity, leadership and management styles, power, and teamwork. The experience promoted critical and reflective thinking and provided relevant and engaging examples of leadership. (SK)

  6. Leadership: Why Gender and Culture Matter

    Science.gov (United States)

    Ayman, Roya; Korabik, Karen

    2010-01-01

    For decades, understanding of leadership has been largely based on the results of studies carried out on White men in the United States. We review major theories and models of leadership as they pertain to either gender or culture. We focus on 3 approaches to leadership: trait (including leadership categorization or implicit leadership theory),…

  7. Feminine leadership and organisational culture

    OpenAIRE

    Andreea-Simona Saseanu; Sorin-George Toma; Paul Marinescu

    2014-01-01

    People in general, leaders especially, are influenced by the organisational culture and the other way around. Organisational culture represents a determining factor regarding the display of leadership, since these two processes create each other, adding value and consistency to one another. Moreover, organisational culture can be created and developed in a fluctuant business environment, in which the external factors influence its progress. The development of society has incessantly been emph...

  8. Cultural Issues in Psychiatric Administration and Leadership.

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    Aggarwal, Neil Krishan

    2015-09-01

    This paper addresses cultural issues in psychiatric administration and leadership through two issues: (1) the changing culture of psychiatric practice based on new clinician performance metrics and (2) the culture of psychiatric administration and leadership in light of organizational cultural competence. Regarding the first issue, some observers have discussed the challenges of creating novel practice environments that balance business values of efficient performance with fiduciary values of treatment competence. This paper expands upon this discussion, demonstrating that some metrics from the Centers for Medicare & Medicaid Services, the nation's largest funder of postgraduate medical training, may penalize clinicians for patient medication behaviors that are unrelated to clinician performance. A focus on pharmacotherapy over psychotherapy in these metrics has unclear consequences for the future of psychiatric training. Regarding the second issue, studies of psychiatric administration and leadership reveal a disproportionate influence of older men in positions of power despite efforts to recruit women, minorities, and immigrants who increasingly constitute the psychiatric workforce. Organizational cultural competence initiatives can diversify institutional cultures so that psychiatric leaders better reflect the populations they serve. In both cases, psychiatric administrators and leaders play critical roles in ensuring that their organizations respond to social challenges.

  9. Implicit Contracts Regulating Small Group Leadership: The Influence of Culture.

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    Zamarripa, Perrin Orr; Krueger, Dorothy Lenk

    1983-01-01

    Examined culture variables in the negotiation of implicit rules which govern leadership behavior in small groups. American, French, and Arab students (N=42) were assigned identical decision-making tasks. Results showed monocultural groups presented homogeneous rules governing leadership prior to interaction, while intercultural groups presented…

  10. Feminine leadership and organisational culture

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    Andreea-Simona Saseanu

    2014-05-01

    Full Text Available People in general, leaders especially, are influenced by the organisational culture and the other way around. Organisational culture represents a determining factor regarding the display of leadership, since these two processes create each other, adding value and consistency to one another. Moreover, organisational culture can be created and developed in a fluctuant business environment, in which the external factors influence its progress. The development of society has incessantly been emphasized by the relationship between the sexes, by their individual evolution, but also by the interdependency between them. Although there is increasingly more talk about gender equality, in many countries, the social as well as economical chances and opportunities are not equal for women and men. Gradually, women have been through a series of changes related to education, rights and obligations. However, the number of women leaders has always been much lower than the number of men leaders. The personality traits of leaders significantly influence the leadership style and the way in which they are perceived by their subordinates, all this having a major impact on the overall performances of the organisation. In this manner, depending on the gender (masculine/feminine, we can state that one could observe certain personality traits that are characteristic to women and others specific to men, leaving their mark on the leadership method and on the leadership style adopted of each of them. Considering the fact that, in the current turbulent economic environment, certain qualities such as flexibility, intuition, development of communication networks and motivating the employees represent values that are considered to be “feminine”, one can assert that, in this case, gender is an opportunity. However, if we should take into consideration the impact of culture, of certain mentalities and misconceptions that are still present, regarding the woman’s standing in

  11. LEADERSHIP BEHAVIORAL TAXONOMIES IN UNIVERSITIES

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    Riaz Ahmed Mangi

    2011-10-01

    Full Text Available The study was intended to recognize and replicate the Yukl’s (1989-2004 behavioral taxonomies in the university settings in Sindh. A comprehensive questionnaire based on the items in taxonomies was developed, face validity of the questionnaire was test and found suitable. A total of 90 university Deans and head of Departments were randomly selected from public and private universities of Sindh. Categorical reliability of the data was checked and found highly reliable. The majority of the respondents were male, post graduate, above 50 years of age, married and had more than 15 years of experience. The statistical analysis describes the typical Sindhi culture among the respondents. A large number of university leadership focused on the relation as compared to task and change at the universities. This research also supports partial replication of three dimensions i.e., Relation, Task and Change as Yukl’s behavioral taxonomies with first order factor analysis. Relation factor was replicated completely, while other two were replicated in two different facets each i.e., Change was replicated in two facets – Improvement and Process and Task was also replicated in two facets – Improvement and Process. Making a second order factor analysis assured these two factors were replicated completely.

  12. Leadership of Cultural Diversity: The impact of leadership

    OpenAIRE

    Raithel, Katja

    2016-01-01

    markdownabstractThe aim of this dissertation is to understand how to manage cultural diverse teams in the best way and increase team performance in multinational organizations. Therefore, defining what kind of leader characteristics drives team performance and what leadership characteristics foster the positive outcomes of diversity in cultural diverse teams is the focus of the current dissertation. Despite the fact that some important research in leadership and cultural diversity in teams ha...

  13. Leadership for Learning: Tasks of Learning Culture

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    Corrigan, Joe

    2012-01-01

    This is a comparative analysis of leadership related to organizational culture and change that occurred at a large Canadian university during a twenty year period 1983-2003. From an institutional development perspective, leadership is characterized as a culture creation and development responsibility. By centering on the tasks of learning culture,…

  14. Superintendent Leadership: Focusing on District Culture

    Science.gov (United States)

    Donnelly, Tanya A.; Adams, Jeffery S.; Smith, Dwayne E.

    2012-01-01

    This report describes a problem-based learning project focusing on superintendent leadership and stakeholder influence of school district culture. Current research findings suggest the importance of superintendent leadership in assessing, influencing, and enhancing school district culture. Multiple scholars wrote literature in the area of…

  15. Superintendent Leadership: Focusing on District Culture

    Science.gov (United States)

    Donnelly, Tanya A.; Adams, Jeffery S.; Smith, Dwayne E.

    2012-01-01

    This report describes a problem-based learning project focusing on superintendent leadership and stakeholder influence of school district culture. Current research findings suggest the importance of superintendent leadership in assessing, influencing, and enhancing school district culture. Multiple scholars wrote literature in the area of…

  16. Physician leadership: essential in creating a culture of safety.

    Science.gov (United States)

    Gluck, Paul A

    2010-09-01

    Advances in patient safety require a receptive culture that values transparency, communication, and mutual respect. The Safety Attitude Questionnaire is an effective tool that can be used to assess the safety culture in a variety of clinical settings. Transformational leadership is essential in promoting a culture of safety. There are several strategies available to these leaders that will improve patient safety including Patient Safety Leadership Walkrounds, briefings, huddles, debriefings, and conflict resolution. Finally, leaders must maintain a "just culture" that recognizes most errors involve system deficiencies not human error and that disruptive behavior cannot be tolerated.

  17. 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.

  18. Culture and Moral Leadership in Education.

    Science.gov (United States)

    Wong, Kam-cheung

    1998-01-01

    East Asia differs significantly from the West, with the main contributing factor being culture. The article traces the differences from their beginnings and offers reasons for the differences, presents Western conceptualizations of moral leadership, discusses leadership in light of Chinese intellectual traditions, and argues that the construct of…

  19. 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

  20. Leadership styles: The role of cultural intelligence

    National Research Council Canada - National Science Library

    Anthony Solomon; Renier Steyn

    2017-01-01

    .... To this end, it is mostly unknown whether those leaders who are deemed culturally intelligent behave in a specific manner, that is, display the empowering and directive leadership styles. Research purpose...

  1. Leadership of Cultural Diversity : The impact of leadership

    NARCIS (Netherlands)

    K.K. Raithel (Katja)

    2016-01-01

    markdownabstractThe aim of this dissertation is to understand how to manage cultural diverse teams in the best way and increase team performance in multinational organizations. Therefore, defining what kind of leader characteristics drives team performance and what leadership characteristics foster

  2. Leadership of Cultural Diversity : The impact of leadership

    NARCIS (Netherlands)

    K.K. Raithel (Katja)

    2016-01-01

    markdownabstractThe aim of this dissertation is to understand how to manage cultural diverse teams in the best way and increase team performance in multinational organizations. Therefore, defining what kind of leader characteristics drives team performance and what leadership characteristics foster

  3. Examining the Relationship between Teacher Leadership Culture and Teacher Professionalism: Quantitative Study

    Science.gov (United States)

    Parlar, Hanifi; Cansoy, Ramazan; Kilinç, Ali Çagatay

    2017-01-01

    The aim of this study was to examine the relationships between schools' levels of having teacher leadership culture and teachers' professional behaviors. A total of 254 teachers working in primary and secondary schools located in Üsküdar district of Istanbul province participated in the study. The "Teacher Leadership Culture Scale" and…

  4. Authentic leadership, organizational culture, and healthy work environments.

    Science.gov (United States)

    Shirey, Maria R

    2009-01-01

    The purpose of this article is to showcase the relationship among authentic leadership, organizational culture, and healthy work environments using a stress and coping lens. A qualitative descriptive study was conducted to determine what situations contribute to nurse manager stress, what coping strategies they utilize, what health outcomes they report, and what decision-making processes they follow to address stressful situations in their roles. A purposive sample of 21 nurse managers employed at 3 US acute care hospitals completed a demographic questionnaire and 14-question interview incorporating components of the Critical Decision Method. A secondary analysis of the data was conducted to identify differences in nurse manager narratives based upon differences in the organizational cultures where the managers worked. Of the 21 nurse managers studied, differences were evident in the organizational cultures reported. Nurse managers working in the positive organizational cultures (n = 12) generally worked in healthy work environments and engaged in more authentic leadership behaviors. Conversely, nurse managers working in the negative organizational cultures (n = 9) worked in unhealthy work environments and reported less optimism and more challenges engaging in authentic leadership practices. Organizational culture and leadership matter in creating and sustaining healthy work environments. Nurse managers play a pivotal role in creating these environments, yet they need supportive structures and resources to more effectively execute their roles.

  5. Leadership and Cultural Competence of Healthcare Professionals

    Science.gov (United States)

    Dauvrin, Marie; Lorant, Vincent

    2015-01-01

    Background International migration is a global phenomenon challenging healthcare professionals to provide culturally competent care. Objectives The purpose of this study was to investigate the influence of leaders on the cultural competence of healthcare professionals. Methods A cross-sectional survey was conducted from 2010 to 2012 to obtain data for a social network analysis in 19 inpatient services and five primary care services in Belgium. The Competences in Ethnicity and Health questionnaire was used. A total of 507 healthcare professionals, including 302 nurses, identified their social relationships with other healthcare professionals working in their service. Highest in-degree centrality was used to identify the leaders within each health service. Multiple regressions with the Huber sandwich estimator were used to link cultural competence of leaders with the cultural competence of the rest of the healthcare staff. Results Cultural competence of the healthcare staff was associated with the cultural competence of the leaders. This association remained significant for two specific domains of cultural competence—mediation and paradigm—after controlling for contextual and sociodemographic variables. Interaction analysis suggested that the leadership effect varied with the degree of cultural competence of the leaders. Discussion Cultural competence among healthcare professionals is acquired partly through leadership. Social relationships and leadership effects within health services should be considered when developing and implementing culturally competent strategies. This requires a cautious approach as the most central individuals are not always the same persons as the formal leaders. PMID:25871625

  6. Culture and moral leadership in education

    OpenAIRE

    WONG, KC

    1998-01-01

    I begin by arguing that East Asia is different from the West in many aspects and that the main contributing factor is societal culture. Only recently have scholars in the field of educational administration begun to pay attention to societal culture as a theoretical construct for the analysis of educational theories. The emerging theme of moral leadership that Sergiovanni, Green-field, and others in the West discuss is consonant with a long intellectual tradition in CHinese culture. The Chine...

  7. Transformational Leadership Behaviors in Elementary School Principals

    Science.gov (United States)

    Ergle, Barbara

    2012-01-01

    School leaders face high expectations from society for leadership effectiveness. While it is commonly accepted that leadership practices contribute to school excellence, specific behaviors of effective elementary principals in the local context were not well understood. The purpose of this mixed methods study was to investigate self-reported…

  8. Influencing organisational culture: a leadership challenge.

    Science.gov (United States)

    Muls, Ann; Dougherty, Lisa; Doyle, Natalie; Shaw, Clare; Soanes, Louise; Stevens, Anna-Marie

    In the wake of the Francis report, the need for NHS trusts and hospitals to adopt a culture of learning, safety and transparency has been highlighted. This article considers different aspects of culture in health care, and hones in on the link between culture and safety for patients in putting the patient first, embedding the 6Cs and considering the options to measure and influence organisational culture. The article reflects more deeply on how leadership across all levels can influence and inspire change in organisational culture, ensuring that the patient remains the focus of any changes in care delivery.

  9. INITIATING CULTURE OF LEADERSHIP IN A LOGISTICS COMPANY

    OpenAIRE

    Jungell, Irina

    2010-01-01

    This study deals with a challenging and regionally critical phenomenon, namely, human resource development (HRD) in a multicultural logistics workplace. The study can be seen as an exploration of what happens when Eastern organizational culture and the peculiarities of logistics business meet modern conceptions of HRD. In the first place, the study discusses human relations approaches to leadership behavior. Secondly, the study investigated the improvement of team relationships and the or...

  10. Leadership Development and Organizational Culture: Which Comes First?

    Science.gov (United States)

    Hasler, Michael G.

    2005-01-01

    Much has been written about the definitional role organizational leadership plays in the culture of an organization. Likewise, when leadership development is considered, it is often referred to as one of the tools used by leadership to help create and reinforce the desired organizational culture. This literature review explores the current…

  11. Confucian Thought Affecting Leadership and Organizational Culture of Korean Higher Education

    Science.gov (United States)

    Lee, Jeong-Kyu

    2001-01-01

    This article examines Confucian thought affecting leadership and organizational culture of Korean higher education in order to understand leadership behavior and ethical values in Korean higher education from a viewpoint of educational administration. The writer evaluates that most of educational administrators in Korean higher education prefer…

  12. Leadership style and leadership effectiveness: Does cultural intelligence moderate the relationship?

    Directory of Open Access Journals (Sweden)

    Anthony Solomon

    2017-01-01

    Full Text Available Orientation: In an age where subordinate cultural heterogeneity has become the norm, cultural intelligence might assist leaders to improve their effectiveness.Research purpose: This research investigated whether leader cultural intelligence moderated the relationship between leadership style (as represented by empowerment and direction and leadership effectiveness.Motivation for the study: Although the literature on cultural intelligence has been increasing in quantity, there remained a gap in the understanding of the relationship between leader cultural intelligence, the empowering and directive leadership styles and leadership effectiveness.Research design, approach and method: A quantitative methodology with a cross-sectional survey design was followed. Data were obtained from 1140 staff members employed at 19 South African organisations. Factorial, correlational and moderated multiple regression analyses were performed.Main findings: Although leader cultural intelligence and its dimensions do not moderate the relationship between empowering leadership and leadership effectiveness, they do nonetheless negatively moderate the relationship between directive leadership and leadership effectiveness. This moderation was, however, assessed to be of no practical significance.Practical and managerial implications: As leader cultural intelligence did not act as an important influencer of the relationship between leadership style and leadership effectiveness, it appeared that effective leaders may have used their cultural intelligence to actually guide the selection of an effective leadership style in the first place.Contribution and value add: Being one of the first studies to explore the moderating effect of leader cultural intelligence on the relationship between leadership style and leadership effectiveness, this research has made a valuable contribution to building both the cultural intelligence and leadership knowledge bases.

  13. An investigation on leadership styles in different cultures

    Directory of Open Access Journals (Sweden)

    Mostafa Emami

    2013-05-01

    Full Text Available During the past few years, there have been tremendous efforts on leadership style and various aspects of different leadership style. Some firms can achieve effective business performance by developing strong organizational culture and effective leadership while many studies indicate that firms can achieve effective business performance by developing strong organizational culture and effective leadership. This paper reviews recent advances on leadership style and various aspects of organizational cultures completed during the past few years. The paper concentrates on recently published articles appeared in the world.

  14. A Culture of Ethical Leadership

    Science.gov (United States)

    Dufresne, Peter; McKenzie, Anne S.

    2009-01-01

    Becoming an ethical leader requires a personal journey toward integrity and a public commitment to a common good. This begins with claiming one's core values, finding a personal voice, developing a vision, and consciously aligning one's attitudes and beliefs with one's actions and behaviors. In the process, ethical leaders create spaces where…

  15. Cross-cultural organizational behavior.

    Science.gov (United States)

    Gelfand, Michele J; Erez, Miriam; Aycan, Zeynep

    2007-01-01

    This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges for future research, including moving beyond values to explain cultural differences, attending to levels of analysis issues, incorporating social and organizational context factors into cross-cultural research, taking indigenous perspectives seriously, and moving beyond intracultural comparisons to understand the dynamics of cross-cultural interfaces.

  16. A Primer of Middle Eastern Leadership Culture

    Directory of Open Access Journals (Sweden)

    Sheldon Greaves

    2012-01-01

    Full Text Available It is natural for someone looking in on a foreign culture from the outside to interpret what they see and frame their reactions based on their own background and assumptions. With cultures as a different as those of the Middle East and the West, the potential for blunders increases dramatically, made worse by the high political, diplomatic, military, and commercial stakes involved. Leadership culture in this region has been shaped over centuries through a variety of factors, such as reputation, family, and religion, which continue to influence decision making. The present study posits that an understanding of these factors and how they work is crucial for intelligence analysts, policy and decision makers, strategists, and scholars who must find their way through a very unfamiliar cultural landscape in the Middle East. It is hoped that this discussion will in some way assist in the creation of more effective interaction, policies, and analysis associated with the Middle East.

  17. Inclusive cultural empathy for successful global leadership.

    Science.gov (United States)

    Pedersen, Paul B; Pope, Mark

    2010-11-01

    Empathy is reported in the research literature as a necessary factor in counseling and psychotherapy, but psychologists have historically interpreted empathy through an exclusively individual focus. Most of the research on empathy has been predicated on a definition of empathy as occurring when one person vicariously experiences the feelings, perceptions, and thoughts of another. In Western cultures, the study of empathy focuses exclusively on the individual, whereas in traditional non-Western cultures, empathy more typically involves an inclusive perspective focusing on the individual and significant others in the societal context. This article explores the reframing of "empathy," based on an individualistic perspective, into "inclusive cultural empathy," based on a more relationship-centered perspective, as an alternative interpretation of the empathic process. Psychologists are both the problem and the solution to this dilemma, and the authors call upon the field to take leadership in applying this "inclusive cultural empathy" model.

  18. Critical Leadership Pedagogy: Engaging Power, Identity, and Culture in Leadership Education for College Students of Color

    Science.gov (United States)

    Pendakur, Vijay; Furr, Sara C.

    2016-01-01

    This chapter focuses on how the application of critical pedagogy to leadership education allows for issues of identity, power, and culture to shape the process of leadership learning. Examples from the authors' work with various populations of students of color are used to illustrate critical leadership pedagogy.

  19. Critical Leadership Pedagogy: Engaging Power, Identity, and Culture in Leadership Education for College Students of Color

    Science.gov (United States)

    Pendakur, Vijay; Furr, Sara C.

    2016-01-01

    This chapter focuses on how the application of critical pedagogy to leadership education allows for issues of identity, power, and culture to shape the process of leadership learning. Examples from the authors' work with various populations of students of color are used to illustrate critical leadership pedagogy.

  20. 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

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

    Directory of Open Access Journals (Sweden)

    Edina eDóci

    2015-09-01

    Full Text Available 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.

  2. A Longitudinal Study Examining Changes in Students' Leadership Behavior

    Science.gov (United States)

    Posner, Barry Z.

    2009-01-01

    This study investigated the impact of a leadership development program in students' first year with the subsequent leadership behaviors of those students in their senior year. Significant changes were reported in the frequency of engaging in leadership behaviors from freshman to senior years. No differences were found on the basis of gender. In…

  3. Understanding the Relationship between School Culture and Teacher Leadership

    Science.gov (United States)

    Kabler, April Lynn

    2013-01-01

    The purpose of this quantitative study was to examine the correlational relationship between school culture factors and the appearance of teacher leadership within the organization. Schien's Organizational Culture Theory and Danielson's Teacher Leadership Theory serve as the framework for this study. Data for the study were collected using the…

  4. Leadership-organizational culture relationship in nursing units of acute care hospitals.

    Science.gov (United States)

    Casida, Jesus; Pinto-Zipp, Genevieve

    2008-01-01

    The phenomena of leadership and organizational culture (OC) has been defined as the driving forces in the success or failure of an organization. Today, nurse managers must demonstrate leadership behaviors or styles that are appropriate for the constantly changing, complex, and turbulent health care delivery system. In this study, researchers explored the relationship between nurse managers' leadership styles and OC of nursing units within an acute care hospital that had achieved excellent organizational performance as demonstrated by a consistent increase in patient satisfaction ratings. The data from this study support that transformational and transactional contingent reward leaderships as nurse manager leadership styles that are associated with nursing unit OC that have the ability to balance the dynamics of flexibility and stability within their nursing units and are essential for maintaining organizational effectiveness. It is essential for first-line nursing leaders to acquire knowledge and skills on organizational cultural competence.

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

    National Research Council Canada - National Science Library

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

    2014-01-01

    .... 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...

  6. Leadership: key to creating a caring culture.

    Science.gov (United States)

    Gilster, Susan D

    2002-01-01

    The subject of leadership is rarely addressed in the health care literature and the field is essentially silent to the need for leadership in long-term care. In this article, leadership is defined as the art of influencing and engaging colleagues to serve collaboratively toward a shared vision. The leadership model includes passion; commitment; vision; service; education; inclusion of staff patients, andfamilies; and self-knowledge.

  7. Leadership and Leader Behavior in Counseling: Neglected Skills

    Science.gov (United States)

    Paradise, Louis Vincent; Ceballos, Peggy T.; Hall, Stephanie

    2010-01-01

    Leadership and leader behavior are important topics for any professional discipline. However, these issues have been neglected throughout the entire short history of counseling. Despite the fact that many counselors attain various leadership positions, little attention has been paid to training for leadership. While much has been written about the…

  8. Measuring Culture Effect size Differences in Slovenian and Portuguese Leadership Practices: Cross-Cultural Leadership Universality or Contigency?

    Directory of Open Access Journals (Sweden)

    Rašković Matevž

    2014-11-01

    Full Text Available This paper measures the cultural effect size across five types of leadership practices by using the Leadership Practice Inventory (LPI instrument and drawing on the GLOBE research project framework. It tests cultural universality vs. contingency in five LPI leadership practices in an East-West EU comparison, both with an ex-socialist past. It employs four different effect size statistics. The paper contributes to the narrowing of the empirical gap in researching leadership practices in a small, East-West European country context. Only two of the five leadership practices show statistically significant effect sizes. Furthermore, the leadership practice Encouraging the heart is the only one to display a relatively moderate effect size. Thus, the evidence seems to support the universalist perspective over the contingency perspective.

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

    Science.gov (United States)

    Masood, Mariam; Afsar, Bilal

    2017-02-02

    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.

  10. "Parallel Leadership in an "Unparallel" World"--Cultural Constraints on the Transferability of Western Educational Leadership Theories across Cultures

    Science.gov (United States)

    Goh, Jonathan Wee Pin

    2009-01-01

    With the global economy becoming more integrated, the issues of cross-cultural relevance and transferability of leadership theories and practices have become increasingly urgent. Drawing upon the concept of parallel leadership in schools proposed by Crowther, Kaagan, Ferguson, and Hann as an example, the purpose of this paper is to examine the…

  11. The impact of indigenous culture on female leadership in Pakistan

    Directory of Open Access Journals (Sweden)

    Shafta Manzoor

    2015-12-01

    Full Text Available Digging into the experiences of thirty working women, this study examined the barriers imposed by indigenous culture of Pakistan impose on these women. The study followed a qualitative research approach with phenomenological theoretical framework. Fifteen females were interviewed from urban areas and fifteen from rural areas to draw a holistic picture of indigenous culture of Pakistan and its effect on career progress of females. From the data collected, seven categories were initially developed through open coding, followed by three clusters through axial coding and lastly the study created a theoretical framework through selective coding. Findings of the study indicated that indigenous culture strongly affects the career success of working women in Pakistan. The study concluded that indigenous culture of Pakistan puts taboos on females in the form of family behavior, expectations, and the structurally enforced inferior status of females which affects their leadership skills negatively and restricts their career growth. The study concluded that indigenous culture affects career progress of females in negative way and although efforts have been done to give women equal rights in Pakistan, these efforts will become more meaningful if general perception of society about women and their role starts to change which will require awareness programs and cooperation from academic institutions and policy makers.

  12. Education Leadership in a Culture of Compliance

    Science.gov (United States)

    Abbate, Fred J.

    2010-01-01

    Leadership in education is much like leadership in business and government. Three problems in particular make education seem different, including the almost constant pressure, the politics of the job, and state and federal regulations. But these are similar to problems faced by leaders in other organizations. However, education leaders must take…

  13. Exploring the Relationship between Cultural Intelligence, Transformational Leadership, and Burnout in Doctorate of Education Students

    Science.gov (United States)

    Stokes, D. Michelle.

    2013-01-01

    This correlational study used standard multiple regression to determine if there was a relationship between the factors of cultural intelligence (metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ) and transformational leadership in doctoral students. This study also sought to determine the best predictor of burnout by using a…

  14. Exploring the Relationship between Cultural Intelligence, Transformational Leadership, and Burnout in Doctorate of Education Students

    Science.gov (United States)

    Stokes, D. Michelle.

    2013-01-01

    This correlational study used standard multiple regression to determine if there was a relationship between the factors of cultural intelligence (metacognitive CQ, cognitive CQ, motivational CQ, and behavioral CQ) and transformational leadership in doctoral students. This study also sought to determine the best predictor of burnout by using a…

  15. Toward a Theory of Culturally Relevant Leadership for School-Community Culture

    Science.gov (United States)

    Fraise, Nicole Jaenee; Brooks, Jeffrey S.

    2015-01-01

    The purpose of this article is to explore concepts related to culturally relevant pedagogy and connect them to nascent theoretical work in the field of educational leadership. The article begins with a review of literature on educational leadership and culture and then suggests shortcomings in the way these concepts are currently conceptualized.…

  16. Promoting Transformational Leadership Through Air Force Culture

    Science.gov (United States)

    2013-03-01

    consisted of being unusually driven, very humble, and willing to put their organization and people before themselves.20 Daniel Goleman , Richard Boyatzis...19 Ibid. 20 Ibid. 21 Daniel Goleman , Richard Boyatzis, and Annie McKee, Primal Leadership, Learning to Lead with Emotional Intelligence (Boston...masculine term only but the intent is to be gender neutral. 23 Goleman , Boyatzis and McKee, Primal Leadership, 3. 24 Steve Farber, The Radical Leap, a

  17. CULTURAL HISTORICAL ACTIVITY THEORY: EXPLORING PRINCIPALS’ INSTRUCTIONAL LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Fulya Damla Kentli

    2016-09-01

    Full Text Available Instructional leadership activities are significant for school development. Although many researchers in this field consider leadership activities relating to the work of school principals, in effect, leadership is a network activity that includes all school staff. This study aims to show this interdependence network activity within Cultural Historical Activity Theory. The research question is “what are the activities of an instructional leader?” in order to understand instructional leadership activities in school from perspectives of Turkish graduate students and Cultural Historical Activity Theory. The answers are conceptualized within the framework of an Activity Theory. The students were asked to write about the activities of an instructional leader in the first and last course of the semester. Eighteen graduate students participated in this study.

  18. The Relationship between Leadership Styles and the Ethical Leadership Behaviors of Public School Administrators

    Science.gov (United States)

    Nkadi, Francisca M.

    2013-01-01

    Ethical leadership plays a major role in school administration while transactional and transformational leadership styles have been known to be effective in an organizational setting. However, the latter styles have also been linked to unethical behavior. The research problem for this study tested the possibility that transactional and…

  19. Strengthening leadership as a catalyst for enhanced patient safety culture

    DEFF Research Database (Denmark)

    Kristensen, Solvejg; Christensen, Karl Bang; Jaquet, Annette

    2016-01-01

    rated job satisfaction lower than the staff staying on (ppatient safety culture are remarkable, and imply that strengthening the leadership can act as a significant catalyst for patient safety culture improvement. Further studies using......OBJECTIVES: Current literature emphasises that clinical leaders are in a position to enable a culture of safety, and that the safety culture is a performance mediator with the potential to influence patient outcomes. This paper aims to investigate staff's perceptions of patient safety culture...... in a Danish psychiatric department before and after a leadership intervention. METHODS: A repeated cross-sectional experimental study by design was applied. In 2 surveys, healthcare staff were asked about their perceptions of the patient safety culture using the 7 patient safety culture dimensions...

  20. 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…

  1. 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 j

  2. Elaboration of leadership and culture in high-performing nursing units of hospitals as perceived by staff nurses.

    Science.gov (United States)

    Casida, Jesus M; Crane, Patrick C; Walker, Tara L; Wargo, Lisa M

    2012-01-01

    The leadership-culture phenomenon, a known explanatory construct for organizational performance, is understudied in nursing. Building on our previous work, we further addressed this knowledge gap through explorations of demographics and hospital variables which may have a significant influence on staff nurses' (SNs) perceptions of their nurse managers' (NMs) leadership and nursing unit culture. Furthermore, we explored the extent to which the NMs' leadership predicted specific cultures which typify nursing unit effectiveness. Using dissertation data provided by278 SNs, we found that SNs educated at the baccalaureate level or higher had favorable perceptions of their nursing unit performance and viewed their NMs' leadership differently than the SNs with diploma or associate degrees. The frequent portrayals of transformational (TFL) leadership behaviors (e.g., visionary) by the NMs were paramount in shaping culture traits which exemplify high performance outcomes. TFL leaders were more likely to shape unit cultures which are flexible and adaptive to the environmental challenges within and outside the nursing unit. Thus, the type of NMs' leadership and unit culture may provide an added value in explaining the performance level in patient care units which consequently affects the overall hospital/organizational outcomes. Implications for research and leadership practices are presented.

  3. An Analysis Of National Culture And Leadership Practices In Indonesia

    Directory of Open Access Journals (Sweden)

    Dodi Wirawan Irawanto

    2011-07-01

    Full Text Available Managers around the world need ideas and support to meet many of the challenges of leading. Leadership requires actions and strategies as well as convictions and ideas. Leadership occurs in relation with followers. Leading Indonesian people is not the same as leading Westerners nor is it the same as leading other Asian people. A leadership strategy effective in one culture can be counter-productive in another. In this paper, the use findings of Hofstede’s and the GLOBE’s studies are used to identify important values of Indonesians, relating them to Indonesian culture and leadership style in an organization setting. Indonesians emphasis collective well being and show a strong humane orientation within their society. The culture is assertive, and pays attention to maintaining harmony. Effective leaders are expected to show compassion while using a more paternalistic than autocratic leadership style. It is advisable that expatriate managers need to avoid actions that are not suited to these values and expectations.

  4. No Leader is Ever Off Stage: Behavioral Analysis of Leadership

    Science.gov (United States)

    2006-01-01

    ndupress .ndu.edu   issue 43, 4th quarter 2006  /  JfQ 8 IN T E R A G E N C y D IA L o G U E Behavioral Analysis of Leadership By B R E N D A...No Leader Is Ever Off Stage: Behavioral Analysis of Leadership 5a. CONTRACT NUMBER 5b. GRANT NUMBER 5c. PROGRAM ELEMENT NUMBER 6. AUTHOR(S) 5d

  5. 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.

  6. 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.

  7. Leadership and cultures of Lithuanian and Dutch construction firms

    NARCIS (Netherlands)

    Ozorovskaja, Renata; Voordijk, Johannes T.; Wilderom, Celeste P.M.

    2007-01-01

    This paper addresses both firm cultures and top leadership styles in construction firms in a West and an East-European country, the Netherlands and Lithuania. Human Resource managers filled in valid questionnaires during an interview on the premises of 16 construction firms in each country. The

  8. School Culture and Leadership of Professional Learning Communities

    Science.gov (United States)

    Carpenter, Daniel

    2015-01-01

    Purpose: The purpose of this paper is to explore supportive and shared leadership structures at schools as a function of school culture policies and procedures. Design/methodology/approach: A qualitative study was conducted at three secondary schools in the Midwestern USA. Administrators and teachers were interviewed, professional learning…

  9. School Culture and Leadership of Professional Learning Communities

    Science.gov (United States)

    Carpenter, Daniel

    2015-01-01

    Purpose: The purpose of this paper is to explore supportive and shared leadership structures at schools as a function of school culture policies and procedures. Design/methodology/approach: A qualitative study was conducted at three secondary schools in the Midwestern USA. Administrators and teachers were interviewed, professional learning…

  10. LEADERSHIP EFFECTIVENESS IN CROSS-CULTURAL BUSINESS ENVIRONMENT

    OpenAIRE

    GOSTROUSHKO VLADLENA

    2015-01-01

    Businesses are operating in an increasingly global environment, which requires careful consideration of cultural differences when marketing goods and services worldwide. Whether you are dealing with international partners or setting up an office in an overseas location, understanding typical leadership styles in that country can be extremely beneficial to bolstering smooth-running relationships.

  11. Sex, Task, and Behavioral Flexibility Effects on Leadership Perceptions.

    Science.gov (United States)

    Hall; Workman; Marchioro

    1998-04-01

    The effects of sex and behavioral flexibility on leader perceptions were examined in small groups performing under two task conditions. We predicted, based on theory and previous empirical research, that leadership perceptions would be higher for: (1) persons higher in three indicators of behavioral flexibility (self-monitoring, self-reported behavioral capabilities, and androgyny), (2) males in general, and (3) tasks that were sex-congruent. Results showed significant, strong support for behavioral flexibility and sex effects and weak support for the effects of sex-congruent tasks. Exploratory analyses showed that perceived target capabilities mediated the effects of sex and behavioral flexibility. The discussion is organized around a theoretical model which suggests that target behavior and sex-based cues leading to leader categorization are in part mediated by inferred target capabilities. These capabilities show parallels to leadership-relevant traits such as masculinity, dominance, extroversion, and adjustment, identified in early leadership research. Copyright 1998 Academic Press.

  12. 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...

  13. Looking Within: Examining Positive Relationships and Healthy Organizational Cultures in Departments of Educational Leadership

    Science.gov (United States)

    Orozco, Linda; Allison, Brad

    2008-01-01

    Effective leadership begins with positive relationships and a healthy organizational culture. How well do professors of educational leadership model such leadership ideals within their own universities, departments, and work environments? This article addresses the critical need for professors of educational leadership to look within and determine…

  14. Cultural Connections in Leadership Education and Practice

    Science.gov (United States)

    Donmoyer, Robert

    2011-01-01

    "Culture Currents" presents the books, essays, poetry, performances, music, websites and other cultural media influencing educational leaders. "Culture Currents" is a snapshot, a peek behind the scenes. It reveals what people are reading or seeing that may not be normally mentioned or cited in their academic work. In this issue's contribution, two…

  15. The impact of leadership styles on organizational culture in Mapsa company

    Directory of Open Access Journals (Sweden)

    Dariush Gholamzadeh

    2014-09-01

    Full Text Available This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM showed that Transformational and Transactional leadership styles could positively influence on organizational culture. Laissez-fair leadership has a negative effect on organizational culture. In conclusion, transformational leadership style was recommended to balance all four traits of Denison’s organizational culture.

  16. Resilient leadership and the organizational culture of resilience: construct validation.

    Science.gov (United States)

    Everly, George S; Smith, Kenneth J; Lobo, Rachel

    2013-01-01

    Political, economic, and social unrest and uncertainty seem replete throughout the world. Within the United States, political vitriol and economic volatility have led to severe economic restrictions. Both government and private sector organizations are being asked to do more with less. The specter of dramatic changes in healthcare creates a condition of uncertainty affecting budget allocations and hiring practices. If ever there was a time when a "resilient culture" was needed, it is now. In this paper we shall discuss the application of "tipping point" theory (Gladwell, 2000) operationalized through a special form of leadership: "resilient leadership" (Everly, Strouse, Everly, 2010). Resilient leadership is consistent with Gladwells "Law of the Few" and strives to create an organizational culture of resilience by implementing an initial change within no more than 20% of an organization's workforce. It is expected that such a minority, if chosen correctly, will "tip" the rest of the organization toward enhanced resilience, ideally creating a self-sustaining culture of resilience. This paper reports on the empirical foundations and construct validation of "resilient leadership".

  17. Leadership to Success: A Study of the Leadership Behaviors of Dropout Recovery Program Leaders

    Science.gov (United States)

    Turner, William S.

    2010-01-01

    Little is known about the leadership practices and behaviors of the building leaders of dropout recovery schools and how these behaviors correlate with the ability of their student population to pass state-required standardized tests. This study analyzed the responses of 8 building leaders of dropout recovery schools regarding their leadership…

  18. 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.

  19. 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.

  20. 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

  1. What Do We Know about Good Community College Leaders: A Study in Leadership Trait Theory and Behavioral Leadership Theory.

    Science.gov (United States)

    Goff, Donald Gary

    Provides a comprehensive review of recent scholarship pertaining to leadership and community college presidents. Particular attention is paid to trait and behavioral theories of leadership. The trait theory asserts that the individual requires leadership traits as part of his or her personality and that the traits can be polished in order to be a…

  2. Culture, Gender and School Leadership: School Leaders' Self-Perceptions in China

    Science.gov (United States)

    Law, Wing-Wah

    2013-01-01

    Since the 1980s, numerous studies have demonstrated the influences of culture and gender on leadership, including school leadership. Such studies have been criticised, however, for being dominated by Anglo-American paradigms and frameworks and for under-exploring the roles of culture and gender on leadership in non-Western societies. With…

  3. Do similarities or differences between CEO leadership and organizational culture have a more positive effect on firm performance? A test of competing predictions.

    Science.gov (United States)

    Hartnell, Chad A; Kinicki, Angelo J; Lambert, Lisa Schurer; Fugate, Mel; Doyle Corner, Patricia

    2016-06-01

    This study examines the nature of the interaction between CEO leadership and organizational culture using 2 common metathemes (task and relationship) in leadership and culture research. Two perspectives, similarity and dissimilarity, offer competing predictions about the fit, or interaction, between leadership and culture and its predicted effect on firm performance. Predictions for the similarity perspective draw upon attribution theory and social identity theory of leadership, whereas predictions for the dissimilarity perspective are developed based upon insights from leadership contingency theories and the notion of substitutability. Hierarchical regression results from 114 CEOs and 324 top management team (TMT) members failed to support the similarity hypotheses but revealed broad support for the dissimilarity predictions. Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values (i.e., they both share a task- or relationship-oriented focus). Findings also support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organization's culture. We discuss theoretical and practical implications and delineate directions for future research. (PsycINFO Database Record

  4. Female First, Leader Second? Gender Bias in the Encoding of Leadership Behavior

    Science.gov (United States)

    Scott, Kristyn A.; Brown, Douglas J.

    2006-01-01

    In the current paper we investigate whether gender affects the encoding of leadership behavior. In three studies we found evidence that perceivers had difficulty encoding leadership behaviors into their underlying prototypical leadership traits when the behavior implied an agentic trait and the behavior was enacted by a female. Using a lexical…

  5. 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.

  6. Religio-Culture, Fear, and Zimbabwe’s Leadership Perceptions

    Directory of Open Access Journals (Sweden)

    Bhebhe Muchumayeli

    2016-06-01

    Full Text Available The study is a response to the call for papers on African issues and discusses the notion of leadership in the Zimbabwean context. Based on material drawn through an interdisciplinary research process, this article argues that the phenomenon of fear emanating from a Zimbabwean religio-culture cuts across the country’s socio-political structures and affects its different forms of leadership. Therefore, by drawing on primary and secondary as well as literary and non-literary, sources, the article examines how and why religio-culture and especially its elements, such as the phenomenon of fear, continue to influence the people’s understanding of leadership. The quest for a cross-cultural perspective leads to the consideration of both African and non-African scholarly views. In order to draw on concrete data, I focus on the perceptions and experiences of ordinary citizens whether professionals or non-professionals. Furthermore, the study considers arguments and propositions from disciplines such as history, political science, religious studies, anthropology, and African philosophy, among others.

  7. 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

  8. 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

    2010-01-01

    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 i

  9. US Army Cultural Obstacles to Transformational Leadership

    Science.gov (United States)

    2007-03-30

    leaders capable of building an organizational culture that promotes deep individual “ buy in,” are necessary to keep Army units committed and cohesive...Covey, “The 7 Habits of Highly Effective People”, (New York, NY: Fireside, 1989), 42. 19 Bass and Riggio, 4. 20 Ibid, 5. 23 21 Adapted from US...25 Author not stated, “Generation Y: The Millennials , Ready or not, here they come”, available from http://www.nasrecruitment.com/TalentTips

  10. Stimulating Organizational Citizenship Behavior (OCB Research For Theory Development: Exploration Of Leadership Paradigms

    Directory of Open Access Journals (Sweden)

    Abdu Ja’afaru Bambale

    2011-08-01

    Full Text Available This paper synthesizes major leadership paradigms for the purpose of identifying possible ways of influencing Organizational Citizenship Behaviors (OCBs to improve the functioning of organizations. The leadership paradigms were extended to old and modern categories toprovide for systematic understanding of their antecedents and potential influence patterns. The leadership approaches reported to have positive relationships with organizational citizenshipbehaviors include transformational leadership, charismatic leadership, and ethical leadership paradigms. We have found many modern leadership paradigms not to have been empiricallyinvestigated for possible relationships with OCB. This paper therefore discusses the dynamics and potentials for researches within the realms of the leadership paradigms and the OCB field.

  11. 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…

  12. 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…

  13. Examining the Relationship between Technology Leadership Behaviors and Project Success

    Science.gov (United States)

    Bolman, David B.

    2012-01-01

    Organizations invest substantial resources into technology initiatives intended to generate advantages associated with improved use of human resources, increased operational efficiencies, and creating new capacities within processes and products; however, there is limited knowledge regarding how technology leadership behaviors influence project…

  14. Exploring the Relationship of Organizational Culture and Implicit Leadership Theory to Performance Differences in the Nuclear and Fossil Energy Industry

    Science.gov (United States)

    Cravey, Kristopher J.

    Notable performance differences exist between nuclear and fossil power generation plants in areas such as safety, outage duration efficiency, and capacity factor. This study explored the relationship of organizational culture and implicit leadership theory to these performance differences. A mixed methods approach consisting of quantitative instruments, namely the Organizational Culture Assessment Instrument and the GLOBE Leadership Scales, and qualitative interviews were used in this study. Subjects were operations middle managers in a U.S. energy company that serves nuclear or fossil power plants. Results from the quantitative instruments revealed no differences between nuclear and fossil groups in regards to organizational culture types and implicit leadership theories. However, the qualitative results did reveal divergence between the two groups in regards to what is valued in the organization and how that drives behaviors and decision making. These organizational phenomenological differences seem to explain why performance differences exist between nuclear and fossil plants because, ultimately, they affect how the organization functions.

  15. The impact of Chinese cultural values on Taiwan nursing leadership styles: comparing the self-assessments of staff nurses and head nurses.

    Science.gov (United States)

    Chang, Yuanmay

    2008-06-01

    The purpose of this study was to investigate the influence of Chinese culture on nursing leadership behavior in Taiwan nurses. A descriptive study compared staff nurses' assessment of Chinese value in the leadership behavior of their head nurses. Data analysis was made on a convenience sample in Taiwan of 214 head nurses and 2,127 staff nurses who had worked with their head nurse for at least one year. Six medical centers and regional hospitals in northern (Taipei), central (Taichung) and southern (Kaohsiung) Taiwan were recruited for this study. Instruments included the demographic questionnaire, Chinese Value Survey, and Kang's Chinese Leadership Behaviors Module Scale. Results indicated that head nurses scored significantly higher than staff nurses in terms of all cultural values and leadership behaviors. Both staff nurses and head nurses scored the highest mean scores in personal integrity (Yi) and human connectedness (Ren) and the lowest in moral discipline (Li). Staff nurse perceptions of leadership behavior indicated the role of parent to be higher than either the role of director or mentor. Head nurses perceptions of leadership behavior emphasized the role of the director more than either parent or mentor. There were no significant differences between the staff nurses and head nurses in terms of expectative leadership behavior, which gave the role of director higher mean scores than those of either the parent or mentor. Positive and significant associations (r = .266 to r = .334) were found between cultural values and perceptions of leadership behavior. Cultural values predicted 10.6% of leadership behavior variance. The three demographic characteristics of location in northern Taiwan (beta = .09), intention to leave (beta = -.14), and general unit (beta = .10) and the two cultural values of human connectedness (Ren) (beta = .16) and personal integrity (Yi) (beta = .16) together reported a cumulative R2 of 14.6% to explain variance in leadership behavior

  16. THE LEVEL OF THE PRIMARY SCHOOL ADMINISTRATORS’ ETHIC LEADERSHIP BEHAVIOR

    Directory of Open Access Journals (Sweden)

    Mehmet Akif HELVACI

    2010-04-01

    Full Text Available The aim of this research is to state primary shool administrators` ethic behaviours according to teachers` opinions. Ethic Leadership Scale developed by Yılmaz (2005 was used to collect the data for the research. The population of the research is teachers working in primary schools in Uşak province and it`s districts (Banaz, Ulubey, Sivaslı. According to the opinions of the teachers who participated in this research, it can be seen that primary school administrators` ethic leadership shows behaviours at a middle level in the communicative ethic, decisional ethic in organizations, behavioral ethic and climatical ethic dimensions.

  17. 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.

  18. 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.

  19. A Comparative Study of Educational Leadership Behavior by Gender and Race

    Science.gov (United States)

    Campbell, Sonya B.

    2010-01-01

    The philosophies and behaviors of a leader constitute his or her leadership style. Historically, studies of educational leadership have focused on the philosophies and behaviors of white males. Over the past forty years, there have been a number of studies conducted that seek to identify differences between male and female leadership styles.…

  20. 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…

  1. 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…

  2. 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 integ

  3. 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

  4. The impact of leadership styles on organizational culture in Mapsa company

    OpenAIRE

    2014-01-01

    This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM) showed that Transformational and Transactional leadership styles could positively influence on organization...

  5. 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.

  6. Exploring the Role of Cultural and Policy Context in Distributed Leadership Practices in the US and Denmark

    DEFF Research Database (Denmark)

    Bjerg, Helle; Hornskov, Søren

    2016-01-01

    Exploring the Role of Cultural and Policy Context in Distributed Leadership Practices in the US and Denmark......Exploring the Role of Cultural and Policy Context in Distributed Leadership Practices in the US and Denmark...

  7. Creating a Culture of Intellectual Feedom through Leadership and Advocacy

    Science.gov (United States)

    Stripling, Barbara K.

    2015-01-01

    Culture involves behavior, attitudes, beliefs, and invisible norms and expectations. The question for school librarians is: How is a culture of intellectual freedom built, and what is the role of the librarian? School librarians are expected to be instructional leaders from "the middle." They are not in positions of authority over other…

  8. Organizational Culture and Leadership Practices in the 75th Ranger Regiment

    Science.gov (United States)

    2007-11-02

    REPORT DATE 5 June 1998 3. REPORT TYPE AND DATES COVERED Master’s Thesis 4 August 1997-5 June 1998 4. TITLE AND SUBTITLE Organizational Culture and...and believe in being proactive problem solvers. 14. SUBJECT TERMS 75th Ranger Regiment, Organizational Culture , Unit Culture, Leadership, Shared...Rev. 2-89) Prescribed by ANSI Std Z39-18 298-102 ORGANIZATIONAL CULTURE AND LEADERSHIP PRACTICES IN THE 75TH RANGER REGIMENT A thesis presented

  9. The role of culture and leadership in lean transformation: a review and assessment mode

    OpenAIRE

    M AL-Najem; H. N. Dhakal; Bennett, N

    2012-01-01

    This study investigates how the organisational culture and leadership influence the implementation of lean system in organisations. In doing so, organisational culture, leadership and internal issues concerning human resources are incorporated and discussed. The study further explains how an organisation can benefit from assessment of their culture by adopting Lean Culture Assessment Model (LCAM). The Critical Success Factors (CSFs) for lean system and internal as well as external organisatio...

  10. The role of culture and leadership in lean transformation: a review and assessment model

    OpenAIRE

    Al-Najem, Mohamad; Dhakal, Hom; Bennett, Nick

    2012-01-01

    This study investigates how the organisational culture and leadership influence the implementation of lean system in organisations. In doing so, organisational culture, leadership and internal issues concerning human resources are incorporated and discussed. The study further explains how an organisation can benefit from assessment of their culture by adopting Lean Culture Assessment Model (LCAM). The Critical Success Factors (CSFs) for lean system and internal as well as external organisatio...

  11. Positive Behavior Support: A Call for Leadership

    Science.gov (United States)

    Frey, Andy J.; Lingo, Amy; Nelson, Michael C.

    2008-01-01

    Positive behavior support (PBS) is being implemented in more than 5,300 schools in the United States. In this article, the authors review the conceptual components, implementation features, and evidence base of PBS; discuss its implementation at the preschool level; and explore implications for school social work practice. Whether starting PBS…

  12. The nexus of nursing leadership and a culture of safer patient care.

    Science.gov (United States)

    Murray, Melanie; Sundin, Deborah; Cope, Vicki

    2017-08-03

    To explore the connection between+6 nursing leadership and enhanced patient safety. Critical reports from the Institute of Medicine in 1999 and Francis QC report of 2013 indicate that healthcare organisations, inclusive of nursing leadership, were remiss or inconsistent in fostering a culture of safety. The factors required to foster organisational safety culture include supportive leadership, effective communication, an orientation program and ongoing training, appropriate staffing, open communication regarding errors, compliance to policy and procedure, and environmental safety and security. As nurses have the highest patient interaction, and leadership is discernible at all levels of nursing, nurse leaders are the nexus to influencing organisational culture toward safer practices. The position of this paper is to explore the need to form a nexus between safety culture and leadership for the provision of safe care. Safety is crucial in healthcare for patient safety and patient outcomes. A culture of safety has been exposed as a major influence on patient safety practices, heavily influenced by leadership behaviours. The relationship between leadership and safety plays a pivotal role in creating positive safety outcomes for patient care. A safe culture is one nurtured by effective leadership. This article is protected by copyright. All rights reserved. This article is protected by copyright. All rights reserved.

  13. Spiritual Leadership and Organizational Culture: A Study of Structural Equation Modeling

    Science.gov (United States)

    Karadag, Engin

    2009-01-01

    The aim of this study is to test the spiritual leadership behaviors of school principles in a structural equation model. The study is designed to test causality with the assumption that causality exists between the two variables. In this study, spiritual leadership behavior of managers is treated as the independent variable whereas the…

  14. 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 learning into a leadership course is an effective approach to the development of leadership behaviors.

  15. Subtractive Leadership

    Science.gov (United States)

    Larwin, K. H.; Thomas, Eugene M.; Larwin, David A.

    2015-01-01

    This paper introduces a new term and concept to the leadership discourse: Subtractive Leadership. As an extension of the distributive leadership model, the notion of subtractive leadership refers to a leadership style that detracts from organizational culture and productivity. Subtractive leadership fails to embrace and balance the characteristics…

  16. 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…

  17. The Relationship of Principal Leadership Behaviors with School Climate, Teacher Job Satisfaction, and Student Achievement

    Science.gov (United States)

    Williams, Maurice Demond

    2009-01-01

    The purpose of this research was to determine how leadership behaviors of principals relate to school climate, teachers' job satisfaction, and student achievement. The relationship of leadership to student achievement was measured by the school levels based on the administration of the 2006-2007 Mississippi Curriculum Test (MCT). Leadership and…

  18. 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...

  19. A new culture of leadership: service over self.

    Science.gov (United States)

    Kumar, Kamalini

    2010-01-01

    Servant Leadership, a 30-year-old leadership and management concept, is slowly gaining popularity, especially in faith-based healthcare institutions. However, although theory is present, actually putting the concepts into everyday practice lags far behind. This article discusses how a person's worldview influences leadership; specific servant leader characteristics adapted from a biblical worldview; the need for emotional intelligence; and Jesus Christ as the ideal Servant Leader. The author includes a Workplace Questionnaire on Servant Leadership Qualities.

  20. A Cross-Cultural Study on Transformational Leadership

    Institute of Scientific and Technical Information of China (English)

    XU Wei

    2016-01-01

    This paper examines transformational leadership theory and the relationship between transformational leadership and group performance as well. Transformational leadership asks leaders to understand the needs of followers and motivate follow-ers for their overall development, which brings benefits to a group. It is hoped that this paper can contribute to comparative stud-ies on Transformational leadership in the U.S. and China.

  1. Improve Organizational Effectiveness, Culture, and Climate Through Servant Leadership

    Science.gov (United States)

    2017-06-09

    Intelligence. Boston, MA: Harvard Business Review Press, 2004. Greenleaf, Robert K. Servant Leadership: A Journey into the Nature of Legitimate...L. Parris and Jon Welty Peachey, “A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts,” Journal of Business Ethics...Leadership Theory in Organizational Contexts.” Journal of Business Ethics 113, no. 3 (2013): 377-393. Reed, George E. “Toxic Leadership.” Military Review

  2. 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.

  3. The role of leadership in bridging the cultural divide within university-industry cooperative research centres

    DEFF Research Database (Denmark)

    Mahdad, Maral; Bogers, Marcel; Piccaluga, Andrea

    The purpose of this study is to understand the role of leadership in bridging the cultural gap within university-industry cooperative research centres. Many different aspects of university-industry collaborations have been researched, but the role of leadership in such organizations has not been...... deeply investigated. In order to advance our understanding in this context, our multiple case study addresses the question of how leadership bridges the cultural divide within university-industry joint laboratories. Our results are derived from 53 in-depth interviews with laboratory directors...... by distributed leadership practices at the collective level as being crucial in bridging the cultural divide between individuals within university-industry research centres. Our qualitative analysis draws on an analytical framework for leadership of university-industry cooperative research centres. Our findings...

  4. The relationship between leadership and organizational culture: a study carried out in an HEI

    Directory of Open Access Journals (Sweden)

    Andressa Gonçalves

    2015-06-01

    Full Text Available This research aimed to identify leadership styles and the type of organizational culture present in the institution of higher education studied, as well as the relationship between these two artefacts in the educational context studied. To this end, theoretical frameworks were sought as the concept of organizational culture, transformational and transactional leadership and also the relationship between culture and leadership. Data were collected through a “in situ” questionnaire with 94 managers of the units of the institution studied in order to understand the relationships between four types of culture: clan, hierarchical, innovative and market-along with two styles of leadership: transactional and transformational. The results indicated that the clan culture was the most representative of the institution studied, and according to their respondents the leadership style of their managers is represented by transformational leadership. The research also revealed what types of cultures are more or less tolerable to a certain style of leadership, through the statistical technique of Spearman correlation.

  5. 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.

  6. Firm Culture and Leadership as Firm Performance Predictors : a Resource-Based Perspective

    NARCIS (Netherlands)

    Wilderom, C.P.M.; van den Berg, P.

    2000-01-01

    In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.Transformational top leadership was found to predict firm performance directly while the link between firm

  7. Firm Culture and Leadership as Firm Performance Predictors : a Resource-Based Perspective

    NARCIS (Netherlands)

    Wilderom, C.P.M.; van den Berg, P.

    2000-01-01

    In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.Transformational top leadership was found to predict firm performance directly while the link between firm

  8. Leadership Style Head of Polytechnic Department and Regard with to Work Culture

    Science.gov (United States)

    Jamaludin, Nur Hasliza Binti; Naim, Nor Azlin Binti; Khamis, Nur Azzarina Binti; Zakaria, Normah Binti

    2015-01-01

    This study aims to look at the leadership style of the heads of departments in technical education and its relationship to the work culture among lecturers Polytechnic Sultan Abdul Halim Mu'adzam Shah in Jitra, Kedah. This research is very important to the head of polytechnic and lecture to work in the good condition with the good leadership. This…

  9. "Making Her Community a Better Place to Live": Culturally Responsive Urban School Leadership in Historical Context

    Science.gov (United States)

    Johnson, Lauri

    2006-01-01

    This article examines the notion of "culturally responsive leadership" through a historical case study of the life of Gertrude Elise MacDougald Ayer, the first African American woman principal in New York City. I begin by situating Ayer's leadership practice in light of the social and political context of Harlem in the 1930s and early 1940s. Then…

  10. Culture and leadership in Africa: a conceptual model and research agenda

    DEFF Research Database (Denmark)

    Kuada, John

    2010-01-01

    The paper aims at identifying the knowledge gaps in the existing African leadership studies and argues in support of further research in the field with a view to establishing the link between African culture and leadership practices and their implications for economic growth on the continent...

  11. A Comparison of Leadership Styles and Organizational Cultures: Implications for Educational Equity.

    Science.gov (United States)

    Ortiz, Flora I.; Hendrick, William

    1987-01-01

    Three studies of school superintendents demonstrate the relationship between leadership styles and organizational culture. When these findings are compared and contrasted they show that persons with three distinct leadership styles--charismatic, intentional and symbolic--used different means to induce organizational change but educational equity…

  12. Cultural Complementarity : Reshaping Professional and Organizational Logics in Developing Frontline Medical Leadership

    NARCIS (Netherlands)

    Noordegraaf, Mirko; Schneider, Magriet; Boselie, Paul; van Rensen, E.L.J.

    2016-01-01

    With the rise of clinical management, new skills of medical doctors stand out, including leadership skills. Medical doctors organize medical work and improve patient care. The training of frontline leadership skills, however, is weakly developed in residency programmes. Medical professional cultures

  13. The Effect of Leadership, Organizational Culture, Emotional Intellegence, and Job Satisfaction on Performance

    Science.gov (United States)

    Ilyas, Muhammad; Abdullah, Tamrin

    2016-01-01

    This research aimed to study the influence of Leadership, Organizational Culture, Emotional Quotation, and Job Satisfaction to Teacher Performance of Senior High School at Palopo Municipality South Sulawesi. There were 78 teachers participated in this research. The results were: (1) Leadership directly affects teacher performance; (2) Emotional…

  14. Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses.

    Science.gov (United States)

    AbuAlRub, R F; Nasrallah, M A

    2017-03-15

    To investigate the impact of leadership behaviours of nurse managers and organizational culture on Jordanian nurses' intention to stay at work in public, private and university hospitals. Leadership behaviours of nurses and organizational culture are considered important factors in enhancing retention of nurses. A correlational design was used in the study. A sample of 285 Jordanian nurses was conveniently selected to complete a self-administered questionnaire that consisted of three measures; Kouzes and Posner's Leadership Practise Inventory, Professional Organizational Culture questionnaire and McCain's Intent to Stay Scale. Nurse managers' leadership behaviours and organizational culture were positively associated with the level of intention to stay at work. The study variables explained almost 43% of the variance in nurses' intention to stay at work. The limitation of the study was the use of convenience sampling method. The results asserted that transformational leadership styles of nurse managers enhance positive hospitals' culture as well as the intention of nurses to stay at work. Nurse executives should promote leadership behaviours of nurse managers through training. The regulatory bodies of nursing profession in collaboration with nurse educators and administrators should help in developing competencies for nurse managers that are based on transformational leadership and incorporate such competencies in nursing education programs as well as continuous education programs. © 2017 International Council of Nurses.

  15. Transformational Leadership at the CEO-TMT-Interface : The Mediating Influence of Behavioral Integration

    OpenAIRE

    Hörlezeder, Philip Alexander

    2015-01-01

    The paper addresses transformational leadership and its dispersion in top management teams (TMT). Drawing on different theories of individual action in social context and combining them into an integrated model of individual behavior, it is argued that transformational leadership exhibited by the chief executive officer (CEO) spurs TMT members’ transformational leadership. It is supposed that a significant part of this positive effect is mediated by TMT behavioral integration, and that both C...

  16. Transformational Leadership at the CEO-TMT-Interface : The Mediating Influence of Behavioral Integration

    OpenAIRE

    Hörlezeder, Philip Alexander

    2015-01-01

    The paper addresses transformational leadership and its dispersion in top management teams (TMT). Drawing on different theories of individual action in social context and combining them into an integrated model of individual behavior, it is argued that transformational leadership exhibited by the chief executive officer (CEO) spurs TMT members’ transformational leadership. It is supposed that a significant part of this positive effect is mediated by TMT behavioral integration, and that both C...

  17. 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.

  18. Leadership in Early Childhood Education:cross-cultural perspectives

    OpenAIRE

    Nivala, V. (Veijo); Hujala, E. (Eeva)

    2002-01-01

    Abstract The book consists of presentations given at the Open Forum at the University of Oulu on March 2001. It highlights the contextual approach in leadership in early childhood. The studies introduced in this volume provide strong evidence that leadership is not only a leader's matter — it is a matter of concern for the whole leadership community. Different methods, like focus group — discussion, self study report and shared data will be introduced in the articles. The articles are ...

  19. 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…

  20. An Investigation of the Effective Leadership Behaviors of School Principals

    Directory of Open Access Journals (Sweden)

    Yüksel Gündüz

    2012-04-01

    Full Text Available The purpose of this study is to determine the level of display of effective leadership behaviors by school principals. Descriptive design was used in this research. The target population of the study is the teachers who work in primary and high schools in Kartal, Maltepe and Üsküdar located in İstanbul, The sample consists of 703 primary and high school teachers randomly selected from the population. The study was carried out quantitatively and data were gathered through the 30-item 5-point Likert-type scale developed by the researchers. Data were analyzed by percentages, frequencies, means and crosstabs. In order to find out sources of differences and do pair comparisons, Mann-Whitney U tests were employed while Kruskal-Wallis H tests were used to do comparisons of variables having more than three levels. According to the results obtained from this research, teachers stated that principals “sometimes” demonstrate effective leadership behaviors. When mean scores of all the items were checked, the highest score was earned by the item, “The principal plans the future of the school” and the lowest score by “Principals are open to be criticized.” There were significant differences based on gender and teaching experience of teachers and school types.

  1. 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…

  2. 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…

  3. 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…

  4. 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…

  5. The Roles of Principal Leadership Behaviors and Organizational Routines in Montana's Distinguished Title I Schools

    Science.gov (United States)

    Donnelly, Sean Niles

    2012-01-01

    This embedded multiple-case study addressed the lack of qualitative research on the contributions of principal leadership behaviors and organizational routines in Montana's distinguished Title I schools. This study was guided by the research question, "How do principal leadership behaviors and organizational routines contribute to the high…

  6. 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…

  7. The Relationships among Different Organizational Culture and Leadership Types with Organizational Commitment: A Field Study on Logistics Firms

    Directory of Open Access Journals (Sweden)

    A. Zafer ACAR

    2013-06-01

    Full Text Available Logistics industry contributes to the adaptation of the firms to the requirements of global competitiveness by ensuring the movement of goods. Despite the changes and developments in context of telecommunication and transportation technologies logistics industry is still having a labor-intensive structure. Thus, to sustain organizational capabilities that created through employees is an important factor to achieve competitive advantage. According to the literature, desirable work outcomes of employees are related with their organizational commitment behavior to their organizations. Moreover in logistics firms, to adapt competitive environment and to create organizational capabilities through employees, leaders have to demonstrate leadership behaviors as forming and supporting a capability creating organizational culture. Thus the aim of this study is to explore the effects of organizational culture and leadership styles on employees’ commitment. To reach this aim a questionnaire survey is performed and data collected from 448 employees of 39 logistics firms analyzed by using SPSS v.15 statistical program. Findings of this research are supported the positive effects of leadership and organizational culture on the organizational commitment in context of logistics industry.

  8. 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.

  9. 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.

  10. Internationally Minded Schools as Cultural Artefacts: Implications for School Leadership

    Science.gov (United States)

    Hill, Ian

    2014-01-01

    This article adopts a non-rational, existential, subjective approach to school leadership, on the assumption that rational models provide useful pointers on mechanics such as time management, coaching and staff evaluation, but are less appropriate for grasping the essence of leadership which resides in managing interpersonal relationships and the…

  11. Room for improvement? Leadership, innovation culture and uptake of quality improvement methods in general practice.

    Science.gov (United States)

    Apekey, Tanefa A; McSorley, Gerry; Tilling, Michelle; Siriwardena, A Niroshan

    2011-04-01

    Leadership and innovation are currently seen as essential elements for the development and maintenance of high-quality care. Little is known about the relationship between leadership and culture of innovation and the extent to which quality improvement methods are used in general practice. This study aimed to assess the relationship between leadership behaviour, culture of innovation and adoption of quality improvement methods in general practice. Self-administered postal questionnaires were sent to general practitioner quality improvement leads in one county in the UK between June and December 2007. The questionnaire consisted of background information, a 12-item scale to assess leadership behaviour, a seven-dimension self-rating scale for culture of innovation and questions on current use of quality improvement tools and techniques. Sixty-three completed questionnaires (62%) were returned. Leadership behaviours were not commonly reported. Most practices reported a positive culture of innovation, featuring relationship most strongly, followed by targets and information but rated lower on other dimensions of rewards, risk and resources. There was a significant positive correlation between leadership behaviour and the culture of innovation (r = 0.57; P quality improvement methods were not adopted by most participating practices. Leadership behaviours were infrequently reported and this was associated with a limited culture of innovation in participating general practices. There was little use of quality improvement methods beyond clinical and significant event audit. Practices need support to enhance leadership skills, encourage innovation and develop quality improvement skills if improvements in health care are to accelerate. © 2010 Blackwell Publishing Ltd.

  12. 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.

  13. What About Leadership?: Comment on "Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations".

    Science.gov (United States)

    Blenkinsopp, John; Snowden, Nicholas

    2016-02-01

    In their valuable discussion of whistleblowing in healthcare organisations, Mannion and Davies highlight the importance of organisational culture in influencing whether people raise concerns, and whether these concerns are listened to and acted upon. The role of leadership in shaping organisational culture is well-established and in this commentary, we will examine the influence of leaders in creating cultures of silence or cultures of voice.

  14. Discrepancies in Leader and Follower Ratings of Transformational Leadership: Relationship with Organizational Culture in Mental Health.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Sklar, Marisa; Horowitz, Jonathan

    2017-07-01

    The role of leadership in the management and delivery of health and allied health services is often discussed but lacks empirical research. Discrepancies are often found between leaders' self-ratings and followers' ratings of the leader. To our knowledge no research has examined leader-follower discrepancies and their association with organizational culture in mental health clinics. The current study examines congruence, discrepancy, and directionality of discrepancy in relation to organizational culture in 38 mental health teams (N = 276). Supervisors and providers completed surveys including ratings of the supervisor transformational leadership and organizational culture. Polynomial regression and response surface analysis models were computed examining the associations of leadership discrepancy and defensive organizational culture and its subscales. Discrepancies between supervisor and provider reports of transformational leadership were associated with a more negative organizational culture. Culture suffered more where supervisors rated themselves more positively than providers, in contrast to supervisors rating themselves lower than the provider ratings of the supervisor. Leadership and leader discrepancy should be a consideration in improving organizational culture and for strategic initiatives such as quality of care and the implementation and sustainment of evidence-based practice.

  15. Transcendental leadership and organizational citizenship behavior: Investigating the role of spirituality in the workplace

    Directory of Open Access Journals (Sweden)

    Iman Fatollah Najarbashi

    2014-07-01

    Full Text Available This paper studies the relationship between transcendental leadership and organizational citizenship behavior by investigating the role of spirituality in the workplace as a mediator. The study is executed for a case study of an Iranian insurance firm located in city of Tehran, Iran. The survey uses three questionnaires for transcendental leadership, spirituality in the workplace and organizational citizenship behavior. The results indicate that there were some meaningful relationships between the components of transcendental leadership and organizational citizenship behavior and element of spirituality in the workplace and organizational citizenship behavior. In addition, the study indicates that there were positive and meaningful relationships between vision/hope/faith and spiritual traditions, between components of transcendental and spiritual rituals, between oriented leadership and ultimately transcendent and spiritual components of oriented leadership. However, the study does not find any relationship between the two components of love, friendship and leaders’ spiritual growth and its subordinates and variable of oriented tradition of spirituality.

  16. 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.

  17. 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.

  18. 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.

  19. Leadership, Peer Relationship, and Transformational Organizational Culture: A Relational Approach to a Taiwan College Music Faculty Sample

    Science.gov (United States)

    Ji, Chang-Ho C.; Chuang, Ching-Mien

    2012-01-01

    This paper explores how leadership and peer relation relate to the propensity of college music departments to develop transformational organizational culture. Our theory of relational leadership and peer relation has initially allowed us to formulate expectations for the affirmative impacts of professional and personal leadership and peer relation…

  20. Cultural diversity for virtual characters investigating behavioral aspects across cultures

    CERN Document Server

    Endrass, Birgit

    2014-01-01

    Culture plays a crucial role in our lives. Depending on our cultural background, we judge on and react to everything that we encounter. Subtle differences in behavior can lead to misunderstandings or even culture shock. In a similar manner, virtual characters can be declined by certain user groups when showing culturally inappropriate behavior. But how can social aspects such as culture be integrated into the behavioral models of virtual characters Birgit Endrass addresses this question by carrying out a hybrid approach that is based on theoretical background from the social sciences as well a

  1. A multilevel model of patient safety culture: cross-level relationship between organizational culture and patient safety behavior in Taiwan's hospitals.

    Science.gov (United States)

    Chen, I-Chi; Ng, Hui-Fuang; Li, Hung-Hui

    2012-01-01

    As health-care organizations endeavor to improve their quality of care, there is a growing recognition of the importance of establishing a culture of patient safety. The main objective of this study was to investigate the cross-level influences of organizational culture on patient safety behavior in Taiwan's hospitals. The authors measured organizational culture (bureaucratic, supportive and innovative culture), patient safety culture and behavior from 788 hospital workers among 42 hospitals in Taiwan. Multilevel analysis was applied to explore the relationship between organizational culture (group level) and patient safety behavior (individual level). Patient safety culture had positive impact on patient safety behavior in Taiwan's hospitals. The results also indicated that bureaucratic, innovative and supportive organizational cultures all had direct influence on patient safety behavior. However, only supportive culture demonstrated significant moderation effect on the relationship between patient safety culture and patient safety behavior. Furthermore, organizational culture strength was shown correlated negatively with patient safety culture variability. Overall, organizational culture plays an important role in patient safety activities. Safety behaviors of hospital staff are partly influenced by the prevailing cultural norms in their organizations and work groups. For management implications, constructed patient priority from management commitment to leadership is necessary. For academic implications, research on patient safety should consider leadership, group dynamics and organizational learning. These factors are important for understanding the barriers and the possibilities embedded in patient safety. Copyright © 2011 John Wiley & Sons, Ltd.

  2. 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.

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

    Science.gov (United States)

    Barling, Julian; Akers, Amy; Beiko, Darren

    2017-07-18

    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 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.

  4. The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors.

    Science.gov (United States)

    Babcock-Roberson, Meredith Elaine; Strickland, Oriel J

    2010-01-01

    Researchers in organizational behavior have long been interested in exploring how employees' perceptions of their leaders influence their work-related thoughts and behaviors. This study tested a meditation model linking leader charisma to organizational citizenship behaviors (OCB) via work engagement. The authors administered 91 participants the Multifactor Leadership Questionnaire, the OCB Scale, and the Work Engagement Scale. The results indicated a significant positive relation between charismatic leadership and work engagement, between work engagement and OCB, and between charismatic leadership and OCB. Results also indicate a full mediation of leadership's effects on OCB via work engagement. This mediation relation suggests some of the mechanisms of charismatic leadership, and it provides an interesting avenue for future research.

  5. 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.

  6. Introduction to Psychology and Leadership. Block Diagrams. Hierarchy of Behavioral Concepts for Content Outline for Leadership Course.

    Science.gov (United States)

    Westinghouse Learning Corp., Annapolis, MD.

    Block diagrams describe the hierarchy of behavioral concepts in the United States Naval Academy leadership course (see the final reports which summarize the course development project, EM 010 418, EM 010 419, and EM 010 484). EM 010 420 through EM 010 447 and EM 010 451 through EM 010 512 are related documents. (SH)

  7. Introduction to Psychology and Leadership. Block Diagrams. Hierarchy of Behavioral Concepts for Content Outline for Leadership Course.

    Science.gov (United States)

    Westinghouse Learning Corp., Annapolis, MD.

    Block diagrams describe the hierarchy of behavioral concepts in the United States Naval Academy leadership course (see the final reports which summarize the course development project, EM 010 418, EM 010 419, and EM 010 484). EM 010 420 through EM 010 447 and EM 010 451 through EM 010 512 are related documents. (SH)

  8. A Comparative Analysis of the Organizational Culture and Employee’s Motivation of Selected Cities in CALABARZON: Basis for Employee’s Motivation, Leadership and Innovative Management

    Directory of Open Access Journals (Sweden)

    Dr. Francis Kayode Ashipaoloye

    2014-10-01

    Full Text Available Organizational culture is ultimately defined and practiced according to assumptions, attitudes, beliefs and values of the larger society it is imbedded. Organizational culture varies from one organization to the other. Thus, a closer look at the Philippine public administration shows that the Filipino culture is a special kind of environment. The reason being that there are three major traits that showcase the Filipino behavior and decision-making: personalism, familism, and particularism or popularism. The city governments of Batangas, Lipa and Tanauan like any other City Government have their own unique culture. This distinctness is based on many factors such as: events, history, past leadership as well as current leadership that results in routines or the way things are done in their respective institution. This paper presents a comparative analysis of organizational culture and employee’s motivation of selected cities in CALABARZON: Basis for Employee’s Motivation, Leadership and Innovative Management. The descriptive correlation method of research was used to gather the needed information. The result revealed that the three cities all agreed as to the organizational culture and levels of motivation. Overall, working relationship was found to be the best predictor among the organizational culture. While the best motivator among employees, was their need for achievement. Lastly, a proposed program to further boost employee’s motivation/morale, leadership, and innovative management was tabled based on the significance of the findings of the research.

  9. Organizational Citizenship Behaviors In Small And Medium Enterprises In The Context Of Leadership Behavior

    Directory of Open Access Journals (Sweden)

    Zeki Yuksekbilgili

    2014-06-01

    Full Text Available The purpose of this paper is to find out “What is the effect of different types of leadership behavior on organizational citizenship behavior shown by employees within small and medium enterprises” Past literature research in the field of small and medium enterprises shows that SMEs research is related to the human research management. Most of past research about leadership behavior has been done on large organization. A little level of research about leadership behavior has been done on small and medium level enterprises. The question arises that leadership behavior on large organizational are same as in small and medium enterprises or different. Due to the personal and close relationship, short communication, informality and hierarchy structure cause the leader to behave in different way within small and medium size enterprises. These factors have a different effect by the leader toward their employees which is helpful to motivate the employees to perform beyond the requirement. It is expected that transformational leaders have a strong and positive effect on organizational citizenship behavior shown by employees as transformational leader encourage the employees in order to perform beyond the requirement. It is also expected that contingent rewarding leadership behavior have positive effect on employees to show organizational citizenship behavior because after getting reward upon their performance, they feel more motivated to perform more than the requirement. Management by exception has two categories which are active behavior and passive behavior. It is expected that management by exception active have a positive effect because he works in an active way. He can find mistakes, failure and errors before its effect and try to solve these mistakes, failure and error as soon as possible. It is expected that management by exception passive have negative behavior because passive leader waiting for mistakes, failures and errors. Trust is also

  10. A Study of the Effect of Organizational Culture On Leadership Practices Within Defense Agencies

    Science.gov (United States)

    2007-11-02

    example of organizational inefficiency. One way to combat this image is to closely examine the relationship between organizational culture , military...involved filtering interactions through their own narrow perspectives. This research paper examines the close relationship between organizational culture , military leadership, and bureaucracy.

  11. 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…

  12. 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…

  13. 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 coll

  14. Using Cluster Analysis to Segment Students Based on Self-Reported Emotionally Intelligent Leadership Behaviors

    Science.gov (United States)

    Facca, Tina M.; Allen, Scott J.

    2011-01-01

    Using emotionally intelligent leadership (EIL) as the model, the authors identify behaviors that three levels of leaders engage in based on a self-report inventory (Emotionally Intelligent Leadership for Students-Inventory). Three clusters of students are identified: those that are "Less-involved, Less Others-oriented,"…

  15. Appreciative Inquiry and Video Self Modeling Leadership Program: Achieving Skill or Behavior Change

    Science.gov (United States)

    Bilodeau, Bethany Jewell

    2013-01-01

    A leadership program was created for students to gain skills and/or change their behavior using Appreciative Inquiry and Video Self Modeling, VSM. In 2011a youth that experiences a disability had been unable to achieve a skill utilizing traditional methods of skill acquisition. He employed the Appreciative Inquiry and VSM leadership program and…

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

    NARCIS (Netherlands)

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

    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 fro

  17. 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

  18. Using Cluster Analysis to Segment Students Based on Self-Reported Emotionally Intelligent Leadership Behaviors

    Science.gov (United States)

    Facca, Tina M.; Allen, Scott J.

    2011-01-01

    Using emotionally intelligent leadership (EIL) as the model, the authors identify behaviors that three levels of leaders engage in based on a self-report inventory (Emotionally Intelligent Leadership for Students-Inventory). Three clusters of students are identified: those that are "Less-involved, Less Others-oriented,"…

  19. 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.

  20. Embracing transformational leadership: team values and the impact of leader behavior on team performance.

    Science.gov (United States)

    Schaubroeck, John; Lam, Simon S K; Cha, Sandra E

    2007-07-01

    The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values.

  1. 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…

  2. Culture' s Impact on Greeting Behavior

    Institute of Scientific and Technical Information of China (English)

    Kang Hong

    2008-01-01

    This essay gives some examples on people from different cultures greeting people differendy, illustrates culture' s impact on greeting behaviors and emphasis the importance of understanding it in moving the obstacles to successful intercultural communication.

  3. Social Computing: The Impact on Cultural Behavior

    Directory of Open Access Journals (Sweden)

    Naif Ali Almudawi

    2016-07-01

    Full Text Available Social computing continues to become more and more popular and has impacted cultural behavior. While cultural behavior affects the way an individual do social computing, Hofstede’s theory is still prevalent. The results of this literature review suggest that, at least for several cultural dimensions, some adjustments may be required to reflect current time and the recognition of the role of technology nowadays. Thus, today, social computing has evolved into continuous communication and interaction of many culturally diverse users.

  4. 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…

  5. 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…

  6. Foundations for Measuring the Development and Emergence of Leadership Behavior

    Science.gov (United States)

    1993-09-01

    Leviatan , 1975). Additionally, attributions of leadership depend on the social realities of the circumstances (Mitchell, Larson & Green, 1977). For...will be used in this study. Sources of Bias in Reported Information Prototypes. Eden and Leviatan (1975) noted that people have preconceptions or...leadership. New York: Pergamon. Eden, D., & Leviatan , U. (1975). Implicit leadership theory as a determinant of the factor structure underlying supervisory

  7. ORGANIZATIONAL CULTURE AND LEADERSHIP STYLE: KEY FACTORS IN THE ORGANIZATIONAL ADAPTATION PROCESS

    Directory of Open Access Journals (Sweden)

    Ivona Vrdoljak Raguž

    2017-01-01

    Full Text Available This paper intends to theorize about how the specific leadership style affects the organizational adaptation in terms of its external environment through fostering the desired organizational culture. Adaptation success, the dimensions of organizational culture and the executive leadership role in fostering the desired corporate culture conducive to the organizational adaptation process are discussed in this paper. The objective of this paper is to highlight the top executive managers’ crucial role and their leadership style in creating such an internal climate within an organization that, in turn, encourages and strengthens the implementation of changes and adaptation to its environment. The limitations of this paper lie in the consideration that this subject matter is discussed only at a theoretical level and that its validity should be proved through practical application.

  8. Leadership and cultural competence of healthcare professionals: a social network analysis.

    Science.gov (United States)

    Dauvrin, Marie; Lorant, Vincent

    2015-01-01

    International migration is a global phenomenon challenging healthcare professionals to provide culturally competent care. The purpose of this study was to investigate the influence of leaders on the cultural competence of healthcare professionals. A cross-sectional survey was conducted from 2010 to 2012 to obtain data for a social network analysis in 19 inpatient services and five primary care services in Belgium. The Competences in Ethnicity and Health questionnaire was used. A total of 507 healthcare professionals, including 302 nurses, identified their social relationships with other healthcare professionals working in their service. Highest in-degree centrality was used to identify the leaders within each health service. Multiple regressions with the Huber sandwich estimator were used to link cultural competence of leaders with the cultural competence of the rest of the healthcare staff. Cultural competence of the healthcare staff was associated with the cultural competence of the leaders. This association remained significant for two specific domains of cultural competence-mediation and paradigm-after controlling for contextual and sociodemographic variables. Interaction analysis suggested that the leadership effect varied with the degree of cultural competence of the leaders. Cultural competence among healthcare professionals is acquired partly through leadership. Social relationships and leadership effects within health services should be considered when developing and implementing culturally competent strategies. This requires a cautious approach as the most central individuals are not always the same persons as the formal leaders.

  9. Educational Leadership and Culture in China: Dichotomies between Chinese and Anglo-American Leadership Traditions?

    Science.gov (United States)

    Law, Wing-Wah

    2012-01-01

    This article explores the extent to which Chinese school leaders espouse dichotomous or integrated Chinese and Anglo-American leadership and management preferences. Data are drawn from questionnaires completed by school leaders and from semi-structured interviews with individual school leaders from different parts of China. The exploratory study…

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

    National Research Council Canada - National Science Library

    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...

  11. Changes in Organizational Leadership and the Behavior of Relationship- and Task-Motivated Leaders

    Science.gov (United States)

    Bons, Paul M.; Fiedler, Fred E.

    1976-01-01

    This study, based on Fiedler's Contingency Model of Leadership Effectiveness, examines the effect of job rotation, succession, and reassignment of superiors on the behavior and performance of a sample of 115 infantry squad leaders. (Author)

  12. The Role of Organizational Culture in the Leadership of United States Air Force Services Squadrons

    Science.gov (United States)

    1988-01-01

    The purpose of this monograph is to examine the role organizational culture plays in the leadership of United States Air Force (USAF) Services...squadrons. While some might argue that the study of organizational culture is a somewhat vague notion, there is significant theory and findings to show...determine the link between organizational culture and financial performance as indicated by Standard and Poor’s financial ratios. In summarizing his

  13. 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...

  14. Access Granted: First Female Presidents, Leadership Style, and Institutional Culture

    Science.gov (United States)

    Milligan, Michelle Lynne

    2010-01-01

    College and university presidents are the public face of not only their institution but also of higher education in general. Internal and external audiences alike turn to the president for leadership, inspiration, and action. While the gender demographics of student and faculty groups in higher education have become more equal, gender parity at…

  15. Democratic School Leadership Reforms in Kenya: Cultural and Historical Challenges

    Science.gov (United States)

    Jwan, Julius; Anderson, Lesley; Bennett, Nigel

    2010-01-01

    In this article we discuss students', teachers' and school principals' perceptions of democratic school leadership reforms in Kenya. The article is based on a study that was conducted in two phases. In phase one (conducted between September and December 2007), interviews were undertaken with 12 school principals in which understandings of…

  16. Leadership Behavior of Male and Female Coaches of Women’s Intercollegiate Softball

    Science.gov (United States)

    1992-11-01

    the questionnaire and the data have been analyzed, are the data trustworthy ? Are athletes a reliable source for leadership behavior data? Misumi...fairness, creativity, preparedness and trustworthiness . Schroeder (1978) investigated the leader behavior of female collegiate coaches as Perceived by...friendship, mutual trust, respect, and warmth between the coach and the athlete" and initiating structure to be "a leadership style in which patterns of

  17. Perceptions of leadership behavior and the relationship to athletes among Scandinavian coaches

    OpenAIRE

    Enoksen, Eystein; Johansen, Bjørn Tore; Hageskog, Carl-Axel; Christensen, Jens Behrend; Høigaard, Rune

    2014-01-01

    The purpose of this study was to investigate the relationship between the perceptions of leadership behavior and coach–athlete relationship in Scandinavian coaches. A secondary purpose was to investigate if differences in national sport education, level of coaching and coaching experiences in individual or team sport have an influence on leadership behavior and coach–athlete relationships. One hundred and forty nine coaches at international level or national top level from Denmark, Norway and...

  18. Seven behaviors to advance teamwork: findings from a study of innovation leadership in a simulation center.

    Science.gov (United States)

    Weberg, Dan; Weberg, Kim

    2014-01-01

    Traditional notions of individual-based leadership behaviors are no longer adequate to achieve innovation in health care organizations. A major contributing factor for limited innovation is that outdated leadership practices, such as leader centricity, linear thinking, and poor readiness for innovation, are being used in health care organizations. Through a qualitative case study analysis of innovation implementation, 7 characteristics of innovation leadership, founded in team behaviors, were uncovered. The characteristics that were uncovered included boundary spanning, risk taking, visioning, leveraging opportunity, adaptation, coordination of information flow, and facilitation. These characteristics describe how leaders throughout the system were able to influence and implement innovation successfully.

  19. A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance.

    NARCIS (Netherlands)

    Wilderom, C.P.M.; Berg, van den P.T.; Wiersma, U.J.

    2012-01-01

    We investigated the combined effects of charismatic leadership and organizational culture on perceived and objective company performance using a longitudinal design. Employees (N = 1214) in 46 branches of a large Dutch bank rated branch management on charismatic leadership, organizational culture in

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

    OpenAIRE

    Azmi YETİM; TOLUKAN, Ersan; Mustafa Yaşar ŞAHİN

    2015-01-01

    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...

  1. 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 scales

  2. 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

  3. 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 scales

  4. 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.

  5. Does organizational culture mediate the relationship between transformational leadership and organizational commitment

    Directory of Open Access Journals (Sweden)

    Nor Hazana Abdullah

    2015-02-01

    Full Text Available To date, the relationships among organizational culture, transformational leadership and organizational commitment have been empirically investigated. However, majority of these studies have been focusing on direct effects of either transformational leadership or organizational culture on organizational commitment in large organizations. This approach might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations.

  6. Ambidextrous Leadership and Employees' Self-reported Innovative Performance: The Role of Exploration and Exploitation Behaviors

    Science.gov (United States)

    Zacher, Hannes; Robinson, Alecia J.; Rosing, Kathrin

    2016-01-01

    The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance…

  7. Ambidextrous Leadership and Employees' Self-reported Innovative Performance: The Role of Exploration and Exploitation Behaviors

    Science.gov (United States)

    Zacher, Hannes; Robinson, Alecia J.; Rosing, Kathrin

    2016-01-01

    The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance…

  8. 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…

  9. 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.

  10. Creating a Climate for Innovation in Education: Reframing Structure, Culture, and Leadership Practices

    Science.gov (United States)

    Wong-Kam, JoAnn C. W. N.

    2012-01-01

    The focus of this study was on creating a climate for innovation in schools to lead to improvements in student achievement. Bolman and Deal's (2008) four frame model of organizational thinking was used as a framework for the study. The study examined the influence of leadership practices, structure, and school culture in the context of a K-12…

  11. The Cultural Ecology of Scholar-Practitioner Leaders: An Ethnographic Study of Leadership

    Science.gov (United States)

    Jenlink, Patrick M.

    2014-01-01

    The purpose of this critical ethnographic study was to examine the nature and meaning of cultural ecology in relation to preparing scholar-practitioner leaders. The ethnography focused on how the discourses and practices within the disciplinary setting of leadership preparation shape the identity of social scholar-practitioner leaders. The…

  12. Strategic organisational transformation: The role of learning,leadership and culture

    Directory of Open Access Journals (Sweden)

    K. Viljoen

    2001-12-01

    Full Text Available Today's organisation need to continuously adapts itself to challenges, brought about by modern business environment. This paper argues that leadership, learning and culture play a major role in securing an organisation's ability to face and adapt to these new challenges.

  13. The Effects of Leadership Style on School Culture and Teacher Effectiveness

    Science.gov (United States)

    Smart, Kristal Carey

    2016-01-01

    The purpose of this study was to examine the relationship between principal leadership style and school culture and to determine what effect both factors have on teacher effectiveness. This study was based on the perceptions of teachers and principals in Title I elementary schools (Grades 1-5), with high ESL populations in 10 schools within a West…

  14. Failures of Total Quality Management: Products of Leadership and Organizational Culture.

    Science.gov (United States)

    Van Allen, George H.

    1994-01-01

    Reviews recent objections to Total Quality Management (TQM), suggesting that the reported implementation problems are a product of inadequate leadership rather than defects in the model. Indicates that compatibility between organizational culture and the tenets of TQM must exist to avoid such implementation problems. (27 citations). (MAB)

  15. The Effect of Organizational Trust on the Culture of Teacher Leadership in Primary Schools

    Science.gov (United States)

    Demir, Kamile

    2015-01-01

    The purpose of this research is to examine the effect of the level of trust of primary school teachers towards their organization in relation to their perceptions of the school having a culture of teacher leadership. Participants of the study consisted of 378 teachers working in Burdur public primary schools. The data collection tool used two…

  16. A View of Professional Learning Communities through Three Frames: Leadership, Organization, and Culture

    Science.gov (United States)

    Mullen, Carol A.; Schunk, Dale H.

    2010-01-01

    In this discussion of professional learning communities (PLCs) in North American public schools, we examine three theoretical frames--leadership, organization, and culture. Issues related to learning are infused throughout our presentation of the frames. Based on our analysis of the current literature on this topic, PLCs offer a promising tool for…

  17. Kuwaiti Female Leaders' Perspectives: The Influence of Culture on Their Leadership

    Science.gov (United States)

    Al-Suwaihel, Omaymah E.

    2010-01-01

    This research revealed the interactions between the Kuwaiti culture, gender, and leadership from the perspective of five Kuwaiti female leaders. Within a qualitative design approach and narrative inquiry methodology, the researcher interviewed five Kuwaiti females who shared their stories of their personal and professional experiences about the…

  18. Culture, Leadership, and Activism: Translating Fink's Taxonomy of Significant Learning into Pedagogical Practice

    Science.gov (United States)

    Jenkins, Toby S.

    2016-01-01

    Through the article, I share the theoretical foundations, structure, knowledge acquisition, and outcomes of a cultural leadership course. The process for course development integrates several theories and research methods into practice: L. Dee Fink's Taxonomy of Significant Learning, Feminist Theory, Critical Race Theory, and…

  19. Queer Student Leaders of Color: Leadership as Authentic, Collaborative, Culturally Competent

    Science.gov (United States)

    Miller, Ryan A.; Vaccaro, Annemarie

    2016-01-01

    A phenomenological study yielded rich data about the essence of being a queer student leader of Color. Six participants described a desire to be authentic, culturally competent, and collaborative leaders, but they faced challenges enacting these forms of leadership as they navigated oppression (e.g., disrespect, stereotyping, tokenization,…

  20. Small Business Leadership and Organizational Culture, Job Satisfaction and Performance: Correlational Research

    Science.gov (United States)

    Frazier, Eugene

    2013-01-01

    This study investigated the relationship among organizational leadership styles (criterion variables), organizational culture, and employee job satisfaction, and organizational performance (predictor variables). The study research method was the quantitative method using a correlational research design that investigated the relationship among the…

  1. Creating a Climate for Innovation in Education: Reframing Structure, Culture, and Leadership Practices

    Science.gov (United States)

    Wong-Kam, JoAnn C. W. N.

    2012-01-01

    The focus of this study was on creating a climate for innovation in schools to lead to improvements in student achievement. Bolman and Deal's (2008) four frame model of organizational thinking was used as a framework for the study. The study examined the influence of leadership practices, structure, and school culture in the context of a K-12…

  2. Culturally Responsive Instructional Leadership: A Conceptual Exploration with Principals of Three New Zealand Mainstream Schools

    Science.gov (United States)

    Mugisha, Vincent M.

    2013-01-01

    Principals of many New Zealand (NZ) mainstream schools navigate a complex intercultural educational policy environment to address the academic challenges of Maori and Pasifika students. This inquiry sought to explore the concept of "culturally responsive instructional leadership" by studying the knowledge, actions, motives, perceptions,…

  3. Leadership and culture of data governance for the achievement of higher education goals (Case study: Indonesia University of Education)

    Science.gov (United States)

    Putro, Budi Laksono; Surendro, Kridanto; Herbert

    2016-02-01

    Data is a vital asset in a business enterprise in achieving organizational goals. Data and information affect the decision-making process on the various activities of an organization. Data problems include validity, quality, duplication, control over data, and the difficulty of data availability. Data Governance is the way the company / institution manages its data assets. Data Governance covers the rules, policies, procedures, roles and responsibilities, and performance indicators that direct the overall management of data assets. Studies on governance data or information aplenty recommend the importance of cultural factors in the governance of research data. Among the organization's leadership culture has a very close relationship, and there are two concepts turn, namely: Culture created by leaders, leaders created by culture. Based on the above, this study exposure to the theme "Leadership and Culture Of Data Governance For The Achievement Of Higher Education Goals (Case Study: Indonesia University Of Education)". Culture and Leadership Model Development of on Higher Education in Indonesia would be made by comparing several models of data governance, organizational culture, and organizational leadership on previous studies based on the advantages and disadvantages of each model to the existing organizational business. Results of data governance model development is shown in the organizational culture FPMIPA Indonesia University Of Education today is the cultural market and desired culture is a culture of clan. Organizational leadership today is Individualism Index (IDV) (83.72%), and situational leadership on selling position.

  4. 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.

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

    OpenAIRE

    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 t...

  6. 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.

  7. Athlete leadership behavior : how it relates to perceived team cohesion and players' satisfaction in elite sport teams

    OpenAIRE

    Wachsmuth, Svenja

    2014-01-01

    So far only little is known about athlete leadership. Instead, previous research in sports leadership focused on the role a coach plays within sport teams. Yet, first studies could raise awareness for the importance of athlete leaders who occupy a formal or informal role in a team. Initial research results showed a significant impact of athlete leadership behavior on perceived team cohesion and the satisfaction of team members. Additionally, the concept of motivational leadership was recently...

  8. 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 pub

  9. 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 pub

  10. 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

  11. SprintLab Ltd.’s Leadership and Culture and its Impact on Employee Performance and Satisfaction

    OpenAIRE

    Insberga, Laima

    2016-01-01

    This thesis is commissioned by the company SprintLab Ltd. It describes, how leadership and organizational culture have affected employee performance and satisfaction. The purpose of my study is to provide SprintLab Ltd. with valuable information regarding the whole organization, including whether their company culture, declared values and leadership practices are aligned with each other. The objective of this thesis is to ascertain the current status of the company's culture and ...

  12. Daily Job Demands and Employee Work Engagement: The Role of Daily Transformational Leadership Behavior.

    Science.gov (United States)

    Breevaart, Kimberley; Bakker, Arnold B

    2017-03-30

    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) 2017 APA, all rights reserved).

  13. On the Improving of Cultural Leadership%试论文化领导力的提升

    Institute of Scientific and Technical Information of China (English)

    陈细英

    2012-01-01

    Cultural leadership is a cognitive and view of leading,which is the core elements of leadership.It has the function of guiding,restricting and demonstrating for the leading activities.Culture leadership plays an important role in the process of building a leadership,especially the strategic guiding role.Therefore,improving the cultural leadership is a long way to go.%文化领导力是一种领导认知力、领导观,是领导力的核心构成要素。它对领导活动具有导向作用、制约作用和示范作用。它在领导力构建过程中起着重要作用,尤其是战略指导作用。因此,提升文化领导力任重而道远。

  14. Leading people positively: cross-cultural validation of the Servant Leadership Survey (SLS).

    Science.gov (United States)

    Rodríguez-Carvajal, Raquel; de Rivas, Sara; Herrero, Marta; Moreno-Jiménez, Bernardo; van Dierendonck, Dirk

    2014-10-24

    Servant Leadership emphasizes employee's development and growth within a context of moral and social concern. Nowadays, this management change towards workers´ wellbeing is highlighted as an important issue. The aims of this paper are to adapt to Spanish speakers the Servant Leadership Survey (SLS) by van Dierendonck and Nuijten (2011), and to analyze its factorial validity through confirmatory factor analysis and measurement invariance in three countries. A sample of 638 working people from three Spanish-speaking countries (Spain, Argentina and Mexico) participated in the study. In all three countries, confirmatory factor analyses corroborate the eight factor structure (empowerment, accountability, standing back, humility, authenticity, courage, forgiveness and stewardship) with one second order factor (servant leadership) (in all three samples, CFI, IFI > .92, TLI > .91, RMSEA cross-cultural studies.

  15. School Policy, Leadership Style, Teacher Change and Student Behavior in Eight Schools. Final Report.

    Science.gov (United States)

    Stallings, Jane A.; Mohlman, Georgea G.

    Eight secondary schools participated in this study of the relationships among school policies, principal leadership style, teacher behavior, and student behavior. Data were gathered through student and teacher observations, student and teacher questionnaires, student absence records, observations of the physical environment, and interviews with…

  16. 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…

  17. 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…

  18. Modeling cultural behavior for military virtual training

    NARCIS (Netherlands)

    Kerbusch, P.; Schram, J.; Bosch, K. van den

    2011-01-01

    Soldiers on mission in areas with unfamiliar cultures must be able to take into account the norms of the local culture when assessing a situation, and must be able to adapt their behavior accordingly. Innovative technologies provide opportunity to train the required skills in an interactive and real

  19. Modeling Cultural Behavior for Military Virtual Training

    NARCIS (Netherlands)

    Bosch, K. van den; Kerbusch, P.J.M.; Schram, J.

    2012-01-01

    Soldiers on mission in areas with unfamiliar cultures must be able to take into account the norms of the local culture when assessing a situation, and must be able to adapt their behavior accordingly. Innovative technologies provide opportunity to train the required skills in an interactive and real

  20. Succession planning: aligning strategic goals and leadership behaviors.

    Science.gov (United States)

    Coonan, Patrick R

    2005-01-01

    In the intense health care environment of today, human capital is an organizations most important asset. Leadership and human capital can often differentiate a successful organization from one that is not. In an ongoing effort to develop a strong and capable workforce, many organizations focus exclusively on hiring and training without regard for succession planning; this is a mistake. Succession planning is essential to develop and maintain organizational success. Succession planning supports the development of strong leadership because it leads to increased skills and competencies of staff who can best manage the organization toward achievement of organizational strategic goals. Dealing with the fears and issues surrounding the topic enables leaders to align an organizations strategic goals with its human capital needs to maintain and support leadership transitions and effective organizations.

  1. The Religious Dimension of Lay Leadership in Catholic Schools: Preserving Catholic Culture in an Era of Change

    Science.gov (United States)

    Belmonte, Angelo; Cranston, Neil

    2009-01-01

    This article is a qualitative study of the practice of leadership in Catholic schools in Australia. Within an interpretivist framework, a multiple case study of six lay principals was employed. Findings suggest that successful leadership in Catholic schools is highly influenced by the cultural and spiritual capital that a principal brings to a…

  2. Socio-Economic and Cultural Factors Influencing Access and Success of Women in Political Leadership in Kenya

    Science.gov (United States)

    Kaluyu, Veronicah

    2015-01-01

    In the 21st century, women and leadership have been a global topical issue, especially with countries trying to interpret and implement the millennium development goals, and with increased awareness of human rights. In Africa, political leadership among women has had its own challenges that range from social, cultural and even economic factors. In…

  3. Multilevel Leadership and Organizational Effectiveness in Indian Technical Education: The Mediating Role of Communication, Power and Culture

    Science.gov (United States)

    Gochhayat, Jyotiranjan; Giri, Vijai N.; Suar, Damodar

    2017-01-01

    This study provides a new conceptualization of educational leadership with a multilevel and integrative approach. It examines the impact of multilevel leadership (MLL) on the effectiveness of technical educational institutes through the mediating effects of organizational communication, bases of power and organizational culture. Data were…

  4. SELECTING LEADERSHIP STYLES PROBLEM IN MANAGEMENT CULTURE: THEORETICAL ANALYSIS

    Directory of Open Access Journals (Sweden)

    T. N. DUKHINA

    2016-01-01

    Full Text Available The article carried out a theoretical analysis of the problem of choosing the team leadership styles, which is regarded as the most important component of the control system, due to the content management tasks. At the basis of individual management style management ideologies are implemented in practice through professional management experience as a manager, supervisor used the style or styles of synthesis will depend on the specific situations and managerial abilities. It is proved that the optimum style of management as a set of business and personal qualities of the head is one of the important criteria for successful completion of the collective tasks and the organization as a whole. The estimation of moral and functional components of the formal authority of the head. It is noted that a formal or official authority deterministic set of powers and the rights that assumes his position and that it provides no more than 60% effect on subordinates. Psychological authority consists of the elements of moral and functional authority. The basis of the moral authority of a manager is moral and ideological qualities of the person. Administrative capacity head examined on the basis of three criteria: personal, functional-activity and structure-psychological. There is analysis of the democratic, liberal and authoritarian leadership styles and the conclusion of the discussion of the problem.

  5. Who's in Charge? Leadership and Culture in Extended Service Contexts

    Science.gov (United States)

    Close, Paul; Wainwright, Jonathan

    2010-01-01

    This paper examines the importance of understanding different organisational and professional cultures for leaders in extended service settings. It begins with a critical review of key concepts and debates in the organisational culture literature and then shows how different professional groups (education, health and social services) have adopted…

  6. Winters, summers, and destructive leadership cultures in rich regions

    NARCIS (Netherlands)

    Van de Vliert, Evert; Matthiesen, Stig Berge; Gangsøy, Renathe; Landro, Adeline Berntsen; Einarsen, Stale

    2010-01-01

    Van de Vliert's (2009) climato-economic theory of culture proposes that the impact of climatic demands on culture is influenced by wealth resources. In rich regions, much cold and heat in conjunction with relatively little wealth (undermatching) and little cold and heat in conjunction with relativel

  7. The Relationships among Servant Leadership, Organizational Citizenship Behavior, Person-Organization Fit and Organizational Identification in Fars Quality Cooperation

    Directory of Open Access Journals (Sweden)

    Hassan Rahgozar

    2013-02-01

    Full Text Available This study proposes that there is a relationship between servant leadership and Organizational Citizenship Behavior (OCB and that person-organization fit and organizational identification moderate that relationship. Eighty participants completed a cross-sectional self-report survey. Hierarchical regression analysis revealed that servant leadership behavior partially predicts organizational citizenship behaviors and that person-organization fit and organizational identification partially moderate the relationship between servant leadership and organizational citizenship behavior. One implication is that leaders who want to encourage citizenship behaviors among employees would do well to model those same behaviors toward others.

  8. Designing and Using an Organisational Culture Inquiry Tool to Glimpse the Relational Nature of Leadership and Organisational Culture within a South Australian Primary School

    Science.gov (United States)

    Giles, David; Bills, Andrew

    2017-01-01

    This case study research found that the relational leadership and organisational culture at a public primary school situated in a high poverty location in South Australia was built upon the strength of the inter-relationships between the teachers, teachers and leadership, and between teachers and students. Supported by what we called "dynamic…

  9. The effect of leadership, organizational support and organizational citizenship behavior on service quality

    Directory of Open Access Journals (Sweden)

    Corry Yohana

    2017-06-01

    Full Text Available The purpose of this research is to study the effect of leadership, organizational support and organizational citizenship behavior on service quality of the Chairman of the study program at the State University of Jakarta. This research used a quantitative approach with a survey method. The research population was Chairmen of the study program of Universities Jakarta. The research sample was 64 Chairmen of the study program selected randomly. Data were obtained from questionnaires and, then, analyzed using descriptive statistics, path analysis and inferential statistics. These results indicate that the Leadership has a direct positive effect on Service Quality, Organizational Support has a direct positive effect on Service Quality, Organizational Citizenship Behavior (OCB has a direct positive effect on Service Quality, Leadership has a direct positive effect on Organizational Citizenship Behavior (OCB, Organizational Support has a direct positive effect on Organizational Citizenship Behavior (OCB and the Leadership has a direct positive effect on Organizational Support. Thus, to improve the service quality, the Leadership, as well as the Organizational Support and OCB, should be improved.

  10. Pre school education teachers' perceptions of their administrators’ instructional leadership behaviors

    Directory of Open Access Journals (Sweden)

    Eda Oktay Gürocak

    2012-08-01

    Full Text Available The purpose of this study is to explore the perceptions of preschool teachers in terms of their principals’ instructional leadership behaviors. Research is designed with a general scanning model. 162 preschool teachers chosen from a chain of a private school, from 12 provinces, constituted the study sample. "School Principals' Instructional Leadership Behaviors Survey", previously developed by Sisman (2004 was used as a tool for data collection.  Results of the study showed that perceptions of teachers' about their administrators' instructional leadership behaviors were found to be satisfactory. Teachers, who work in schools located in cities out of Istanbul appeared be more positive when compared to teachers, who work in Istanbul schools.

  11. Improving Organizational Citizenship Behavior through Transformational Leadership: Mediating role of Trust in Leader

    Directory of Open Access Journals (Sweden)

    Aisha Sarwar

    2015-05-01

    Full Text Available This study assesses to what extent Organizational Citizenship Behavior (OCB is influenced by Transformational Leadership (TL in Pakistani banking sector with the sample of 180 leaders and their respective followers working in that organization. This is purely quantitative research and data is collected in dyads. Furthermore, this study also investigated the mediating role of Trust in leader between transformational leadership and organizational citizenship behavior relationship. The results of this study demonstrate that transformational leadership and organizational citizenship behavior are positively related to each other in the presence of intervening variable Trust in leader. Taken together, the findings suggest that in order to attain desired outcome, the leaders should be aware of their responsibilities and its potential effect.

  12. 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.

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

    Directory of Open Access Journals (Sweden)

    Christoph Nohe

    2017-08-01

    Full Text Available 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.

  14. 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.

  15. An Analysis of Leadership Behavior in Extreme Military Contexts

    Science.gov (United States)

    2008-09-01

    beauty of the academic writing world. Even more, they gave me some perfect views of insightful leadership, as well as, professional competency and...thoroughly read. • The vignettes were coded for actions. The actions were reflected in action verbs or actions taken by the main protagonist in the

  16. Transnational Cultural Leadership as a Situated Practice : Dilemmas and Methods

    NARCIS (Netherlands)

    Kolsteeg, Johan

    2017-01-01

    In a longitudinal transnational research project, a network of European research institutions and field organisations aims to understand how cultural managers mediate global and local pressures concerning creative autonomy, economy and ideology. Among the research questions are which variables

  17. 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.

  18. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    Energy Technology Data Exchange (ETDEWEB)

    Summerill, Corinna, E-mail: c.summerill@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Pollard, Simon J.T., E-mail: s.pollard@cranfield.ac.uk [Collaborative Centre of Excellence in Understanding and Managing Natural and Environmental Risks, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Smith, Jennifer A., E-mail: j.a.smith@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom)

    2010-09-15

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  19. The role of organizational culture and leadership in water safety plan implementation for improved risk management.

    Science.gov (United States)

    Summerill, Corinna; Pollard, Simon J T; Smith, Jennifer A

    2010-09-15

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  20. Interactive effect of leaders' influence tactics and ethical leadership on work effort and helping behavior.

    Science.gov (United States)

    Kacmar, K Michele; Carlson, Dawn S; Harris, Kenneth J

    2013-01-01

    The purpose of this study was to explore the interactive influence of a) leaders' exemplification and supplication efforts and b) followers' perceptions of the leaders' ethicality on followers' work efforts and helping behaviors. We surveyed 58 leaders and 175 followers who worked for a governmental agency in the United States. Results indicated that the expected positive (negative) relationship between leaders' usage of exemplification and work effort was evident when ethical leadership was high (low). The expected positive relationship between leaders' engagement in supplication and helping behaviors was not present when ethical leadership was high, but the predicted negative relationship was found between supplication and helping when perceptions of leaders' ethicality were low.

  1. The Relationship between School Principals' Leadership Behaviors and the Development of Professional Learning Communities in Schools with Teacher Study Groups

    Science.gov (United States)

    Shorter, Casey D.

    2012-01-01

    This study examined the strength and the direction of the relationship between principals' leadership behaviors and the development of professional learning communities, specifically teacher study groups. In effect, I sought to uncover principal leadership behaviors that positively affect the development of professional learning communities (PLC)…

  2. Relationship of Organizational Structure and Leadership Behavior to Staff Satisfaction in IGE Schools. Technical Report No. 412.

    Science.gov (United States)

    Mendenhall, Diana Reed

    The purposes of this study were to determine the relationship of structural aspects of the school organization and leadership behavior in schools to job satisfaction within Individually Guided Education (IGE) schools, and to determine whether organizational structure or leadership behavior had more impact on job satisfaction in IGE schools. Data…

  3. School Leadership Practice and Preparation: Comparative Perspectives on Organizational Learning (OL), Instructional Leadership (IL) and Culturally Responsive Practices (CRP)

    Science.gov (United States)

    Ylimaki, Rose; Jacobson, Stephen

    2013-01-01

    Purpose: The aim of this paper is to utilize successful leadership practices drawn from seven nations to improve leadership preparation. Design/methodology/approach: This study used a case study approach to gain a contextualized understanding of successful leadership across seven nations. Data sources primarily featured interviews with principals,…

  4. Exploring Cultural Context and School Leadership: Conceptualizing an Indigenous Model of Có Uy School Leadership in Vietnam

    Science.gov (United States)

    Truong, Thang Dinh; Hallinger, Philip

    2017-01-01

    The need for empirical research on leadership in educational organizations across more diverse national settings frames the purpose of the current study of principal leadership in Vietnam. To date, the international literature on school leadership in Vietnam is virtually a blank slate. This research aimed at describing how Vietnamese school…

  5. On the relation between organizational culture and leadership: An empirical analysis

    Directory of Open Access Journals (Sweden)

    Antoniοs D. Kargas

    2015-12-01

    Full Text Available Leadership and organizational culture are considered to be two of the most crucial organizational elements in order for firms to compete successfully and to gain sustainable advantage. We examine the interconnection between the aforementioned elements and create an empirical link based on data drawn from a competitive industry. The results indicate a strong relationship between these two operational factors, while factors’ coordination (identical cultural type and leadership style enforces this relationship. Moreover, it is investigated whether market conditions, such as strength of competition and “operational age and size,” can determine the extent and the direction of the relationship. Market competition seems to affect the direction of the relationship, while operational age and size affect the relevant extent.

  6. Leadership styles and managerial culture at industrial enterprises with different modernization and innovation processes

    Directory of Open Access Journals (Sweden)

    Glukhov Sergei

    2017-01-01

    Full Text Available The article presents the results of an empirical research into the transformational leadership and managerial culture at industrial enterprises with different modernization and innovation processes. The authors suggest the criteria for differentiation of options of making changes at the industrial companies: the attitude to their own research base, the focus on introduction of innovations, the investment potential for the introduction of innovations, contacts with research and educational agencies, presence of institutional innovation structures in the structure. It was found out that the managerial profile of an industrial enterprise, focused on innovation activities, involves the index of transformational leadership and the managerial culture with a subject-oriented management, i.e. democratic, which is manifested in the commitment to the group decision making process; humanizing, which is manifested in the attitude towards the employees as being independently valuable regardless the context of achieving organizational results; and innovative, which is manifested in the constant quest for changes.

  7. 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

    2015-03-01

    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 positive

  8. Autocratic leadership around the globe - Do climate and wealth drive leadership culture?

    NARCIS (Netherlands)

    Van de Vliert, E.

    Common autocratic leader characteristics in a country's organizations are conceptualized here as cultural adaptations to noncultural components of the national environment, such as the harshness of cold or hot climate and the level of wealth. A secondary analysis of managerial survey data gathered

  9. Autocratic leadership around the globe - Do climate and wealth drive leadership culture?

    NARCIS (Netherlands)

    Van de Vliert, E.

    2006-01-01

    Common autocratic leader characteristics in a country's organizations are conceptualized here as cultural adaptations to noncultural components of the national environment, such as the harshness of cold or hot climate and the level of wealth. A secondary analysis of managerial survey data gathered i

  10. Transformational leadership and the hospice R.N. case manager: a new critical pathway.

    Science.gov (United States)

    Lafferty, C L

    1998-01-01

    This article asserts that in light of changing conditions in the healthcare environment, transformational leadership is the most appropriate leadership style for the hospice registered nurse case manager. The author defines transformational leadership and, tracing from early leadership theories, demonstrates how the transformational-transactional leadership paradigm emerged from preceding leadership theories. The components of transformational leadership--transformational behavior and transformational characteristics--are linked to hospice theory and hospice-specific nursing practices. The expanding role of the hospice R.N. case manager is addressed in light of transformational leadership and culture building. Specific actions are proposed in the arenas of research, education, and community, corporate, and legislative involvement.

  11. Leadership in Education: A Review of the Literature.

    Science.gov (United States)

    Taylor, Pat (Meadley)

    1994-01-01

    Reviews the literature concerned with leadership in education. Topics addressed include trait theories of leadership; behavioral theories; situational leadership; instructional leadership; transformational leadership; value-added leadership; community of leaders; women as leaders; and organizational leadership. (Contains 44 references.) (LRW)

  12. Leadership in Education: A Review of the Literature.

    Science.gov (United States)

    Taylor, Pat (Meadley)

    1994-01-01

    Reviews the literature concerned with leadership in education. Topics addressed include trait theories of leadership; behavioral theories; situational leadership; instructional leadership; transformational leadership; value-added leadership; community of leaders; women as leaders; and organizational leadership. (Contains 44 references.) (LRW)

  13. The Influence of Leadership, Talent Management, Organizational Cultureand Organizational Support on Employee Engagement

    Directory of Open Access Journals (Sweden)

    Jimmy Sadeli

    2012-12-01

    Full Text Available A leadership-driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.

  14. The Influence of Leadership, Talent Management, Organizational Cultureand Organizational Support on Employee Engagement

    Directory of Open Access Journals (Sweden)

    Jimmy Sadeli

    2012-12-01

    Full Text Available A leadership-driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.

  15. THE IMPACT of CULTURE, LEADERSHIP, and POWER, on STAFF MOTIVATION in the CONTEXT of INTERNATIONAL ORGANIZATIONS

    OpenAIRE

    Erciyes, Erdem

    2017-01-01

    This thesis investigates the impact of culture, leadership, and power, on staff motivation in selected international organizations (IOs), and develops a theoretical framework to assist with the practice of workforce motivation. The main research question is: “How can supervisors motivate their staff in the context of IOs?” Utilizing critical theory as a paradigm of inquiry, the study’s philosophical perspective leans heavily on “phenomenology”. Conducting this research led to the realization ...

  16. School Principals' Leadership Skills: Measurement Equivalence across Cultures

    Science.gov (United States)

    Da'as, Rima'a

    2017-01-01

    Despite substantial interest and research in measuring leader's skills, little is known about the measurement equivalence and mean differences in the scores measuring principals' skills (cognitive, interpersonal, strategic) across cultures (collectivism versus individualism). The aim of the present study was to assess measurement…

  17. Culture & Cognition in a Complex Megaorganization: Implications for Military Leadership

    Science.gov (United States)

    2010-01-01

    actively construct meaning about their environments based on cognitive interpretations. As noted by Clifford Geetz (1973: 5), "man is an animal...govfspeechesfspeech.a spx?speechid~ 1233. Geertz , C. (1973). The interpretation of cultures: Selected essays, New York: Basic Books. Gerras, S.J

  18. Developing Cultural Intelligence for Global Leadership through Mindfulness

    Science.gov (United States)

    Tuleja, Elizabeth A.

    2014-01-01

    Understanding how businesses function in relation to cultural and societal influences is critical for today's business leader who wants to interact competently across borders. However, developing and evaluating such competence is a challenge. One concept that provides a holistic conceptualization of intercultural competence is the notion of…

  19. Developing Cultural Intelligence for Global Leadership through Mindfulness

    Science.gov (United States)

    Tuleja, Elizabeth A.

    2014-01-01

    Understanding how businesses function in relation to cultural and societal influences is critical for today's business leader who wants to interact competently across borders. However, developing and evaluating such competence is a challenge. One concept that provides a holistic conceptualization of intercultural competence is the notion of…

  20. Leader personality traits and employee voice behavior: mediating roles of ethical leadership and work group psychological safety.

    Science.gov (United States)

    Walumbwa, Fred O; Schaubroeck, John

    2009-09-01

    The antecedents and consequences of ethical leadership were examined in a study of 894 employees and their 222 immediate supervisors in a major financial institution in the United States. The leader personality traits of agreeableness and conscientiousness were positively related to direct reports' ratings of the leader's ethical leadership, whereas neuroticism was unrelated to these ratings. Ethical leadership influenced followers' voice behavior as rated by followers' immediate supervisors. This relationship was partially mediated by followers' perceptions of psychological safety. Implications for research on ethical leadership and means to enhance ethical behavior among leaders and nonleaders are discussed.

  1. Mining the Cultural Evidence: Situating Planning and Leadership within the Academic

    Directory of Open Access Journals (Sweden)

    Carol Shepstone

    2012-09-01

    Full Text Available Objective – This study investigated organizational culture in two academic librariesin order to propose culturally responsive strategies for developing planning andleadership initiatives. A case study conducted at the University of SaskatchewanLibrary (Shepstone & Currie, 2008 was replicated at two other Canadian academiclibraries to generate some comparative data on organizational culture in Canadianacademic libraries.Methods – The Competing Values Framework (Cameron & Quinn, 1999, 2006provided the theoretical framework and the methodology for diagnosing andunderstanding organizational culture. The Organizational Culture AssessmentInstrument (OCAI was administered by questionnaire to all library staff at MountRoyal University and Carleton University libraries.Results – Scores on the OCAI were used to graphically plot and describe the currentand preferred culture profiles for each library. We compared the cultures at the threelibraries and proposed strategies for initiating planning and developing leadershipthat were appropriate for the preferred cultures.Conclusions – This research demonstrates that academic library culture can be diagnosed, understood, and changed in order to enhance organizational performance. Examining organizational culture provides evidence to guide strategy development, priority setting and planning, and the development of key leadership abilities and skills. Creating culturally appropriate support mechanisms, opportunities for learning and growth, and a clear plan of action for change and improvement are critical.

  2. Analysis of the Leadership and Organizational Culture--The Fall of Arthur Andersen

    Institute of Scientific and Technical Information of China (English)

    刘倩文

    2013-01-01

    Arthur Andersen LLP is formerly one of the Big Five accounting firms in the world. However, in 2002, it voluntarily surrendered its licenses to practice as Certified Public Accountants in the United States, and was out of the 89 years career in the audit profession. Meanwhile the global branches of the firm is revoked and acquisition. This thesis analyses this event from a leadership and organizational culture perspective. It will elaborate from three aspects, including the organizational culture, internal integration, external environment and changing.

  3. The Influence of Leadership, Talent Management, Organizational Cultureand Organizational Support on Employee Engagement

    OpenAIRE

    2012-01-01

    A leadership-driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional) on employee engagement, mediated by three intangible organizational factors: (1) talent management practices, (2) organizational culture, and (3) perceived organizational support (POS). Results of this research show that leadership behaviors (transformational and interaction b...

  4. Situational Leadership in Air Traffic Control

    Science.gov (United States)

    Arvidsson, Marcus; Johansson, Curt R.; Ek, Asa; Akselsson, Roland

    2007-01-01

    In high-risk environments such as air traffic control, leadership on different levels plays a certain role in establishing, promoting, and maintaining a good safety culture. The current study aimed to investigate how leadership styles, leadership style adaptability, and over and under task leadership behavior differed across situations, operative conditions, leadership structures, and working tasks in an air traffic control setting. Study locations were two air traffic control centers in Sweden with different operational conditions and leadership structures, and an administrative air traffic management unit. Leadership was measured with a questionnaire based on Leader Effectiveness and Adaptability Description (LEAD; Blanchard, Zigarmi & Zigarmi, 2003; Hersey & Blanchard, 1988). The results showed that the situation had strong impact on the leadership in which the leadership behavior was more relationship oriented in Success and Group situations than in Hardship and Individual situations. The leadership adaptability was further superior in Success and Individual situations compared with Hardship and Group situations. Operational conditions, leadership structures and working tasks were, on the other hand, not associated with leadership behavior.

  5. [Leadership Experience of Clinical Nurses: Applying Focus Group Interviews].

    Science.gov (United States)

    Lee, Byoung Sook; Eo, Yong Sook; Lee, Mi Aie

    2015-10-01

    The purpose of this study was to understand and describe the leadership experience of clinical nurses. During 2014, data were collected using focus group interviews. Three focus group interviews were held with a total of 20 clinical nurses participating. All interviews were recorded as they were spoken and transcribed and data were analyzed using qualitative content analysis. Fifteen categories emerged from the five main themes. 1) Thoughts on the leadership category: to lead others, to cope with problem situations adequately and to serve as a shield against difficulties. 2) Situations requiring leadership: situation that requires correct judgement, coping and situations that need coordination and cooperation. 3-1) Leadership behaviors: other-oriented approach and self-oriented approach. 3-2) Leadership behavior consequences: relevant compensation and unfair termination. 4-1) Facilitators of leadership: confidence and passion for nursing and external support and resources. 4-2) Barriers to leadership: non-supportive organization culture and deficiency in own leadership competencies. 5) Strategies of leadership development: strengthen leadership through self-development and organizational leadership development. In conclusion, the results indicate that it is necessary to enhance clinical nurses' leadership role in healthcare. Enhancement can be achieved through leadership programs focused on enlarging leadership experience, constant self-development, leadership training, and development of leadership competencies suited to the nursing environment.

  6. 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.

  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

    2014-08-01

    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

  8. 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…

  9. 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…

  10. 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…

  11. 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…

  12. 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…

  13. The Relationship between Principal Leadership Skills and School-Wide Positive Behavior Support: An Exploratory Study

    Science.gov (United States)

    Richter, Mary Miller; Lewis, Timothy J.; Hagar, John

    2012-01-01

    This study investigated key principal leadership skills associated with socially proactive school environments and examined the relationship between School-Wide Positive Behavior Support (SWPBS) implementation and increased evidence of those skills. Findings indicated the following: (a) certified staff members and principals from all schools rated…

  14. 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…

  15. The Relationship between Administrative Leadership Behaviors and Teacher Retention in Christian Schools

    Science.gov (United States)

    Jones, Deana; Watson, Scott B.

    2017-01-01

    The purpose of this correlational study was to determine if there is a relationship between the principal's consideration or initiating structure leadership behaviors and teacher retention in the American Association of Christian Schools (AACS). A random sample of 100 teachers from the American Association of Christian Schools participated in the…

  16. Development of an Instrument to Measure Self-Reported Leadership Behaviors of Nurse Practitioners.

    Science.gov (United States)

    Jones, L. Colette; And Others

    1986-01-01

    The development of a questionnaire for measuring self-reported leadership behaviors in nurse practitioners at the advanced clinical level and designed to examine the relationships of other variables such as educational level is described, along with the use of pilot test results in a graduate nursing curriculum. (MSE)

  17. 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…

  18. 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…

  19. 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…

  20. 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…

  1. Task Structure as Moderator of College Principals' Leadership Behavior and Their Subordinates' Outcomes

    Science.gov (United States)

    Awan, Riffat-Un-Nisa; Zaidi, Nayyar Raza; Naz, Anjum; Noureen, Ghazala

    2011-01-01

    This research article intended to investigate the moderating effect of structured task on the relationship of leadership behavior of degree college principals and their subordinates' job satisfaction, job expectancies and acceptance of leader. Data was collected from 640 college faculty members and 170 principals of degree colleges situated in 34…

  2. Principal Leadership and Its Link to the Development of a School’s Teacher Culture and Teaching Effectiveness

    Directory of Open Access Journals (Sweden)

    Hsin-Hsiang Lee

    2015-06-01

    Full Text Available This study aimed 1 to describe a school principal’s leadership and the context of the school’s overall teacher culture that cultivated an award-winning team at an elementary school; 2 to analyze the award-winning team’s learning behaviors, shared goals, values, beliefs, mutual interactions or dialogues, and sharing of experiences; and 3 to unveil the key factors that shape excellent teaching team culture and its functions. Major findings were: 1. The award-winning teacher group at the school was able to facilitate the development of professional co-operation and teaching innovation within the school and to transform the school into a learning community. 2. The campus ethics of affiliation, collegiality, and experience-heritage were cultivated at the award-winning elementary school. 3. The school leaders, especially the principal, had a critical impact on the development of the school’s teacher culture via their determination and encouragement. 4. Both the school principal and the school’s senior teachers played an exemplary and leading role in shaping a high-quality school culture for professional development.

  3. INVESTIGATION OF LEADERSHIP BEHAVIOR OF HIGH SCHOOL STUDENTS PARTICIPATING IN SPORTING RECREATION ACTIVITIES

    OpenAIRE

    Tugay; Fikret; Hüseyin

    2015-01-01

    In this study, with the aim of examining the size of the leadership in understanding the behavior of high school students participating in sports recreation activities it is a descriptive study. 206 women studying at different high schools in the province of Gaziantep research group, which consisted of 392 students, including 186 men. Data collection tool for research, Halpin and Winer (1957) developed by (Leader Behavior Description Qestionnair a) LBDQ scale, Turkish translated into shape...

  4. The relation of charismatic leadership and organizational citizenship behavior: The role of 'tenure' and 'salary' variables

    Directory of Open Access Journals (Sweden)

    Şebnem Aslan

    2009-02-01

    Full Text Available Expanded abstractThe competitive environment of present day, active and efficient work of the organizations depend on their extra role behavior works than their in role behavior. Showing extra role behavior is stated as OCB.On the other hand, active leadership is mentioned when the workers contribute to production and/or services willingly not because of their being forced. One's running the feelings of subordinates and identifying himself by using his own personal features and power is one of leadership types called charismatic leadership and its effect is the result of the effort of being similar to the leader in organizational literature. The positive effects of charismatic leadership on performance indicators are pointed out. There are many studies in literature on the subject that charismatic leadership perception causes an increase in organizational performance and forms organizational citizenship behavior (OCB on workers. But in literature, tenure and salary variables are not considered together. If charismatic leadership is thought as element of leader-follower interaction, it is thought that tenure in the organization can affect the relation of charismatic leadership perception and OCB. In the same way, for our country especially for blue collar workers the main motivation source is salary variable. For that reason, it is supposed that salary variable can affect the relation of charismatic leadership perception and OCB. Accordingly, this study is improved to investigate the effect of "tenure" and "salary" variables on relation of charismatic leadership and OCB.Study is carried out with 316 workers in five different textile factories in İstanbul and Konya. Study is done with participants of thirty different kind of work in textile sector. The average age of participants is 26. Most of the participants (247 persons are under 28 (78.2%, in primary education level (204 persons; 64.6%, single (155 persons 49.1% and man (162 persons, 52

  5. Improving health care quality through culturally competent physicians: leadership and organizational diversity training

    Directory of Open Access Journals (Sweden)

    Irwin B Horwitz

    2011-02-01

    Full Text Available Irwin B Horwitz1, Marilyn Sonilal2, Sujin K Horwitz31Cameron School of Business, University of St. Thomas, Houston, TX, USA; 2School of Public Health, University of Texas, Houston, TX, USAAbstract: The growing diversity of the population has resulted in substantial challenges for the US health care system. A substantial body of evidence has identified significant disparities in health care among culturally and ethnically diverse patients, irrespective of income, that negatively affects such factors as diagnostic precision, quality of care, adherence to healing protocols, and overall treatment outcomes. Diversity has also been shown to compromise the functionality of health care teams that are increasingly comprised of members with culturally different backgrounds, in which diversity produces misunderstanding and conflict. Many of the problems stem from a lack of cultural competence among both physicians and teams under their supervision. To reduce the numerous problems resulting from inadequate cultural competence among health care professionals, this article examines ways in which the issues of diversity can be effectively addressed in health care institutions. It is advocated that physicians adopt a proactive transformational leadership style to manage diversity because of its emphasis on understanding and aligning follower values which lie at the heart of diversity-related misunderstandings. It is also held that for leadership training among physicians to be fully effective, it should be integrated with organizational-wide diversity programs. By doing so, the complimentary effect could result in comprehensive change, resulting in substantial improvements in the quality of health care for all patients.Keywords: leadership, diversity, health care, disparities, medical education

  6. 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.

  7. 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. PMID:26628936

  8. 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…

  9. 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…

  10. 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…

  11. 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…

  12. Business Culture and the Death of Public Education: Mayor Bloomberg, David Steiner, and the Politics of Corporate "Leadership"

    Science.gov (United States)

    Giroux, Henry A.

    2011-01-01

    This article provides a case study of how a business culture imposes modes of educational leadership on a public school system in New York City that has little if any concerns for empowering children, teachers, and the communities. The article provides a counter-narrative that serves to dispel the notion that the culture of educational empowerment…

  13. Business Culture and the Death of Public Education: Mayor Bloomberg, David Steiner, and the Politics of Corporate "Leadership"

    Science.gov (United States)

    Giroux, Henry A.

    2011-01-01

    This article provides a case study of how a business culture imposes modes of educational leadership on a public school system in New York City that has little if any concerns for empowering children, teachers, and the communities. The article provides a counter-narrative that serves to dispel the notion that the culture of educational empowerment…

  14. What About Leadership?; Comment on “Cultures of Silence and Cultures of Voice: The Role of Whistleblowing in Healthcare Organisations”

    Directory of Open Access Journals (Sweden)

    John Blenkinsopp

    2016-02-01

    Full Text Available In their valuable discussion of whistleblowing in healthcare organisations, Mannion and Davies highlight the importance of organisational culture in influencing whether people raise concerns, and whether these concerns are listened to and acted upon. The role of leadership in shaping organisational culture is well-established1 and in this commentary, we will examine the influence of leaders in creating cultures of silence or cultures of voice.

  15. Community transformation through culturally competent nursing leadership: application of theory of culture care diversity and universality and tri-dimensional leader effectiveness model.

    Science.gov (United States)

    Shapiro, Mina L; Miller, June; White, Kathleen

    2006-04-01

    Transcultural knowledge and competency have become a critical need for nurses to accommodate the global trends in cultural diversity and health care disparities. Today, nurses are increasingly taking on leadership roles in community settings. This article addresses the application of Leininger's culture care theory with the sunrise model and Hersey and Blanchard's tri-dimensional leader effectiveness model as potential collaborating theories for capacity building and community transformation from a global, transcultural nursing perspective. The two theories, used in collaboration, view the provision of competent leadership as the delivery of effective, culturally congruent nursing care in promoting health and health equity at the community level.

  16. 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. PMID:28066295

  17. Leadership and culture in school organizations: a case study on the educational development

    Directory of Open Access Journals (Sweden)

    Juan Quevedo Toro

    2013-10-01

    Full Text Available This communication presents the results of current research in the framework of the master’s SUE Caribbean whose objective is to establish the relationship between the leadership of managers and other institutional aspects of educational organizations, such as its history, power structures, processes of communication and development; having as purpose set the mode in which the leadership affects institutional development, in order to generate a process of construction of plans for institutional developments within the selected educational institutions. All this looking for enriching understanding of the complex reality of the educational institutions, understanding that allows shape routes or routes of transformation and change in the educational institution. The proposed study, seeks to satisfy the need for multiple insight into the reality of 2 educational institutions in the District of Santa Marta, Magdalena Department; therefore play an important role interpretation, it is to understand the institutional dynamic in a reflexive manner. Generated in us the concern of knowing inside to educational institutions as organizations which are generated interactions collective, explore the network of relationships that occur there, culture and leadership that these interactions and networks generate, seeking to find another dimension that explain and will shed light on the reality of our school.   

  18. Permeating the Social Justice Ideals of Equality and Equity within the Context of Early Years: Challenges for Leadership in Multi-Cultural and Mono-Cultural Primary Schools

    Science.gov (United States)

    Mistry, Malini; Sood, Krishan

    2015-01-01

    This paper explores the ideology of social justice through links between equality and equity within Early Years and what remain the challenges for leadership. Questionnaires and interviews in English multi-cultural and mono-cultural schools with Early Years age phases were conducted. The findings showed that the ideology of social justice,…

  19. INVESTIGATION OF LEADERSHIP BEHAVIOR OF HIGH SCHOOL STUDENTS PARTICIPATING IN SPORTING RECREATION ACTIVITIES

    Directory of Open Access Journals (Sweden)

    Tugay

    2015-01-01

    Full Text Available In this study, with the aim of examining the size of the leadership in understanding the behavior of high school students participating in sports recreation activities it is a descriptive study. 206 women studying at different high schools in the province of Gaziantep research group, which consisted of 392 students, including 186 men. Data collection tool for research, Halpin and Winer (1957 developed by (Leader Behavior Description Qestionnair a LBDQ scale, Turkish translated into shape Atar and Uzbek (2009 scale used by is used. In the original scale on leadership behavior, setting up the structure 15 and 15 it is also included 30 items, including the size show understanding. But the concept has been applied only to show the dimensions of the research. SPSS 16.0 software package was used for the analysis of the study data. Descriptive statistics to analyze the data (Percentage, Frequency, ANOVA, t-test was used for statistical methods, and multiple groups for two groups. The significance level in statistical analysis has been accepted as p <0.05. The Cronbach's alpha coefficients for internal consistency was 0.726 Students work in gender, was looking at the relationship between understanding in terms of size and attended by the sport they found that grade level. As a result, there is a significant difference in the size of showing leadership behavior understanding by gender of those surveyed, is not a difference in the size of showing leadership behavior understanding between classes, it is seen that there are significant differences according to they have done sports.

  20. On leadership

    Directory of Open Access Journals (Sweden)

    F. W. de Klerk

    2002-08-01

    Full Text Available To paraphrase Shakespeare: Some men are born to leadership. Others achieve leadership. And others have leadership thrust upon them. In my case, it could be said that, in part, I was born into a long tradition of political service and leadership. My father was a senior cabinet minister and President of the Senate. My uncle, J. G. Strydom, was Prime Minister. In other respects, I achieved leadership. I served long apprenticeships as a student leader; as a leader in various Afrikaans cultural organisations; as a back-bencher; as a cabinet minister and as a senior office-bearer in my party.

  1. The Influence Of Leadership, Talent Management, Organizational Cultureand Organizational Support On Employee Engagement

    Directory of Open Access Journals (Sweden)

    Jimmy Sadeli

    2015-08-01

    Full Text Available A leadership driven model was hypothesized to examine the simultaneous influences of three dimensions of leadership behaviors (transformational, transactional, and interaction between transformational and transactional on employee engagement, mediated by three intangible organizational factors: (1 talent management practices, (2 organizational culture, and (3 perceived organizational support (POS. Results of this research show that leadership behaviors (transformational and interaction between transformational and transactional significantly influence mediating variables (talent management practices, organizational culture and POS, whereas transactional leadership must interact with transformational leadership behavior to influence mediating variables. Both talent management practices and organizational culture influence employee engagement, while POS indirectly influences employee engagement.Keywords:Talent management practices, Employee engagement, Transformational and transactional Leadership behaviors, Leadership-driven model on employee engagement

  2. 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

  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. Culture and the Language Classroom. Challenging Expectations of Cultural Behavior

    OpenAIRE

    2004-01-01

    Culture is generally considered to be a necessary part of language teaching. The term embraces not only the way we present background information about native speakers of the foreign language, but also the methodology we employ and our concept of who is best qualified to teach the language. lt also has pragmatic implications for the functions and behavior we emphasize when we teach. lt is part of a whole ideology of language teaching. As long as we consider languages to be associated with the...

  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. Impact of Leadership Support on KMS-based Knowledge Seeking Behavior: Lessons Learned

    Directory of Open Access Journals (Sweden)

    Mamoona Humayun

    2013-01-01

    Full Text Available KM is a strategy that improves organizational performance and survival in a business environment. It is a challenging scenario for the organizations to manage their knowledge properly; in practice, a small amount of missing knowledge sometimes causes a great delay in the project. KMS are becoming an increasingly popular tool of KM in software development organizations. Tempting employees to seek knowledge from KMS remain an important concern for researchers and practitioners. Leadership support has been widely recognized in many studies as an important driving factor of knowledge seeking and contributions; however, the role of leadership support in promoting knowledge seeking behavior using KMS has not been adequately addressed. The purpose of this paper is to examine the leadership support and its relationship with the success of KMS as perceived by employees in China’s software development organizations who are using KMS for knowledge seeking. The data which were collected from a survey of 73 employees working in different software development organizations of china were used to test the proposed research model. The results of the survey revealed that leadership support is positively related with employee’s continuous intention of seeking knowledge. Further, Leadership support helps in promoting the use of KMS for knowledge seeking within organizations. This analysis is vital for senior management and leaders of the organizations who want to make their KMS successful, and to establish a knowledge sharing capability of their employees. In doing so, leaders should focus their efforts towards promoting KMS-based knowledge seeking behavior in their organizations.

  7. Servant leadership, organisational citizenship behavior and creativity: The mediating role of team-member exchange

    OpenAIRE

    Winifrida Malingumu; Jeroen Stouten; Martin Euwema; Emmanuel Babyegeya

    2016-01-01

    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...

  8. 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.

  9. The relation of charismatic leadership and organizational citizenship behavior: The role of 'tenure' and 'salary' variables

    Directory of Open Access Journals (Sweden)

    Şebnem Aslan

    2009-02-01

    Full Text Available Normal 0 21 false false false TR X-NONE X-NONE MicrosoftInternetExplorer4 /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Normal Tablo"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; text-align:center; mso-pagination:widow-orphan; font-size:11.0pt; font-family:"Calibri","sans-serif"; mso-ascii-font-family:Calibri; mso-ascii-theme-font:minor-latin; mso-fareast-font-family:"Times New Roman"; mso-fareast-theme-font:minor-fareast; mso-hansi-font-family:Calibri; mso-hansi-theme-font:minor-latin; mso-bidi-font-family:"Times New Roman"; mso-bidi-theme-font:minor-bidi;} Expanded abstract The competitive environment of present day, active and efficient work of the organizations depend on their extra role behavior works than their in role behavior. Showing extra role behavior is stated as OCB. On the other hand, active leadership is mentioned when the workers contribute to production and/or services willingly not because of their being forced. One's running the feelings of subordinates and identifying himself by using his own personal features and power is one of leadership types called charismatic leadership and its effect is the result of the effort of being similar to the leader in organizational literature. The positive effects of charismatic leadership on performance indicators are pointed out.  There are many studies in literature on the subject that charismatic leadership perception causes an increase in organizational performance and forms organizational citizenship behavior (OCB on workers. But in literature, tenure and salary variables are not considered together. If charismatic leadership is thought as element of leader-follower interaction, it is thought that tenure in the organization can affect the relation of charismatic leadership perception

  10. 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…

  11. THE EFFECT OF PERSONALITY TRAITS ON LEADERSHIP BEHAVIORS: A RESEARCH ON THE STUDENTS OF BUSINESS ADMINISTRATION DEPARTMENT

    Directory of Open Access Journals (Sweden)

    Agah Sinan Ünsar

    2014-04-01

    Full Text Available In leadership definitions, it is generally approved that superior personality traits are one of the factors which form successful leadership. Furthermore, individuals follow leaders consistently and choose leaders as their role models. In this context; the purpose of this study is to investigate the effect of personality traits on leadership behaviors. Thus; a questionnaire has been implemented on the students of Trakya University Faculty of Economic and Administrative Sciences (FEAS and Vocational School of Social Sciences, Departments of Business Administration (Edirne-Turkey. Subsequently the findings have been commented by means of analyses and tables. Gender, grow-up places, educational level of students’ parents and types of high schools which students graduated from were found to affect the adopted leadership styles. Besides that, there are differences between the FEAS and the Vocational School students on extravert, responsible, open to experience personality traits and laissez-faire leadership style.

  12. 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.

  13. Gender and Leadership. The Impact of Organizational Culture of Public Institutions

    Directory of Open Access Journals (Sweden)

    Felicia Cornelia MACARIE

    2011-02-01

    Full Text Available This study approaches the public organizations and their organizational culture by taking into account the gender factor. More specifically, it will approach women’s presence in the leadership of public organizations, the influence of the public organizational culture in the promotion of women in middle and top management positions, and it will finally identify the defining characteristics of the organizational culture of the institutions led by women in comparison to those led by men. Our study is based on a research conducted in Bistriţa-Năsăud County, Romania, by applying a survey in 12 public organizations. The survey comprises 16 questions, seven of which are open questions; 25 women with different positions in the medium and the top management of public institutions were surveyed. The conclusions of the research confirm the existence of some clear differences in the organizational culture of womenled and respectively, men-led public institutions. At the same time, the study identifies possible causes for the low presence of women in the public top management in contrast to their high presence in the execution positions.

  14. Organizational Citizenship Behavior and Counterproductive Work Behavior: Cross-cultural comparisons between Turkey and the Netherlands

    NARCIS (Netherlands)

    N. Cem-Ersoy (Nevra)

    2010-01-01

    textabstractThis research project explores cultural determinants that facilitate positive employee behavior. In the literature, this behavior is identified as organizational citizenship behavior (OCB). The dissertation also focuses on factors related to counterproductive work behavior (CWB). CWB is

  15. The Role of Transformational Leadership, Organizational Culture and Organizational Learning in Improving the Performance of Iranian Agricultural Faculties

    Science.gov (United States)

    Abbasi, Enayat; Zamani-Miandashti, Naser

    2013-01-01

    This empirical research was conducted to investigate the role of transformational leadership, organizational culture and organizational learning in improving the performance of Iranian agricultural faculties and leading them to become learning organizations. The research population consisted of all faculty members of public agricultural faculties…

  16. A Study on Relationship among Leadership, Organizational Culture, the Operation of Learning Organization and Employees' Job Satisfaction

    Science.gov (United States)

    Chang, Su-Chao; Lee, Ming-Shing

    2007-01-01

    Purpose: The main purpose of this paper is to investigate the relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. Design/methodology/approach: A quantitative research design was employed. A total of 1,000 questionnaires were mailed out and received 134 valid replies.…

  17. The Effects of Political Culture of Fear on Student Perceptions of Leadership in Student-Faculty Relationships

    Science.gov (United States)

    Mohamed, Amin Marei Mosa

    2013-01-01

    The purpose of this study was to analyze the effects of a political culture of fear and power distance on student perceptions regarding the leader-member exchange theory (LMX) relationship with faculty, and their perceptions of nature of leadership in Libyan business schools. 650 Faculty members and students from business school in seven Libyan…

  18. The Role of Transformational Leadership, Organizational Culture and Organizational Learning in Improving the Performance of Iranian Agricultural Faculties

    Science.gov (United States)

    Abbasi, Enayat; Zamani-Miandashti, Naser

    2013-01-01

    This empirical research was conducted to investigate the role of transformational leadership, organizational culture and organizational learning in improving the performance of Iranian agricultural faculties and leading them to become learning organizations. The research population consisted of all faculty members of public agricultural faculties…

  19. Promoting Critical Ideas of Leadership, Culture and Diversity. The 2010 Yearbook of the National Council of Professors of Educational Administration

    Science.gov (United States)

    Irby, Beverly J., Ed.; Alford, Betty J., Ed.; Perreault, George, Ed.; Zellner, Luana, Ed.

    2010-01-01

    This volume presents the 2010 Yearbook of the National Council of Professors of Educational Administration (NCPEA). This year's theme is "Promoting Critical Ideas of Leadership, Culture and Diversity." This yearbook contains five parts. Part 1, Invited Chapters, includes the following: (1) President's Message: Critical Issues in…

  20. Effect Of Leadership Function And Organization Cultural On The Performance Of Employees In The Field Of Academic University Ichsan Gorontalo

    Directory of Open Access Journals (Sweden)

    Zuchri Abdussamad

    2015-08-01

    Full Text Available This study aims to identify and analyze the level of influence the function of leadership and organizational culture on employee performance in academic areas at the University of Gorontalo Ichsan either simultaneously or partially. The analytical method used is multiple linear regression. The sampling technique used in this research is purposive sample that is making the subject based on their specific purpose and techniques of data collection through questionnaire observation interview. The results showed that the leadership function variable X1 significantly influence employee performance dependent variable Y to the direction of a positive coefficient of 0.298. The value of each additional 1 meaningful leadership function the performance of employees increased by 0.298 or 29.80. Variable organizational culture X2 significantly influence employee performance dependent variable Y to the direction of a positive coefficient of 0.530. The value of each additional 1 means the culture of the organization the performance of employees increased by 0.530 or 53.00. testing the R2 value of 0.586 58.60 indicated that the contribution of independent variables consisting of a leadership function and organizational culture on employee performance.

  1. Principal Leadership and School Culture with a School-Wide Implementation of Professional Crisis Management: A Redemptive v. Punitive Model

    Science.gov (United States)

    Adams, Mark Thomas

    2013-01-01

    This qualitative study investigated the nature of the relationship between principal leadership and school culture within a school-wide implementation of Professional Crisis Management (PCM). PCM is a comprehensive and fully integrated system designed to manage crisis situations effectively, safely, and with dignity. While designed primarily to…

  2. 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).

  3. 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

  4. 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.

  5. 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.

  6. 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 as 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

  7. 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 as 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 le

  8. 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

    The question posed is whether and how public senior managers’ perceptions of what is important in performing their roles have changed from the beginning of the 1990s to the end of the 2000s. The theoretical approach to the analysis is based on a macro-phenomenological institutional perspective...... 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...... environment. During the same period the classic administrator role has been given a lower priority...

  9. Investigating Culture-related Aspects of Behavior for Virtual Characters

    DEFF Research Database (Denmark)

    Endrass, Birgit; André, Elisabeth; Rehm, Matthias

    2013-01-01

    , aspects of verbal behavior, communication management and nonverbal behavior were taken into account. In evaluation studies conducted in the targeted cultures, each aspect's impact on human observers was tested. With it, we investigated for which of the aspects, observers prefer agent behavior......In this paper, culture-related behaviors are investigated on several channels of communication for virtual characters. Prototypical behaviors were formalized in computational models based on a literature review as well as a corpus analysis, exemplifying the German and Japanese cultures. Therefore...... that was designed to resemble their own cultural background....

  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.

  11. The role of values-based leadership in sustaining a culture of caring.

    Science.gov (United States)

    Faith, Karen E

    2013-01-01

    At the heart of healthcare are fundamental values like caring and compassion as well as the duty shared by healthcare organizations to address the care needs of those in their communities who are vulnerable, injured, or ill. A concern being raised by some political analysts in Canada is that fundamental values are being challenged by current economic and political influences that are reshaping the landscape of healthcare in this country. Influences from industry, technology, and business have significantly shifted healthcare from its moral foundations. A culture of caring is also challenged by the values and behaviours of individuals that negatively impact staff morale and inter-professional collaboration in many work settings. If a "culture of caring" is to survive the canons of cost containment, the impact of recurrent political wrangling, and other substantive influences, then healthcare must be guided by committed values-based leadership. Using case illustrations, this article attempts to explain the characteristics and role of values-based leaders in promoting those values that inspire a culture of caring.

  12. Analysis of the effect of leadership and organizational culture on the organizational effectiveness of radiological technologist's working environments

    Energy Technology Data Exchange (ETDEWEB)

    Kim, J.H.; Kim, C.S. [Department of Radiological Science, College of Health sciences, Catholic University of Pusan, Bugok 3-Dong, Geumjeong-gu, Busan 607-757 (Korea, Republic of); Kim, J.M., E-mail: donald@cup.ac.kr [Department of Computer Education, Graduate School, Korea University, Anam-dong Seongbuk - gu, Seoul 136-701 (Korea, Republic of)

    2011-08-15

    Purpose: The purpose of this study was to present ideas to upgrade job performance and improve organizational management by analyzing leadership aspects and organizational cultures of radiological technologist organizations. Method: A questionnaire was used to collect data from 261 radiological technologists working in the city of Busan. Then, SPSS/PC + Win 13 was used to statistically analyze the collected data. One-way ANOVA was adopted to test differences among groups, and multiple regression analyses were conducted to examine the effect of organizational culture and leadership upon organizational effectiveness. Results: First, it was found that radiological technologists stressed consensus most among the 4 types of organizational culture and regarded core transformational leadership as the right type of leadership. Second, regarding the relationship between leadership and organizational effectiveness, transformational leadership had the highest influence upon organizational effectiveness. Third, as for the relationship between organizational culture and organizational effectiveness, it was found that a developmental culture has the highest influence upon organizational effectiveness, followed by a culture of consensus. Conclusion: If transformational leadership and consensual culture are used properly for upgrading job performance in the organization, conflicts among radiological technologists might be reduced, thereby enhancing organizational effectiveness.

  13. Leadership și cultură organizațională: Surse de putere în organizații

    Directory of Open Access Journals (Sweden)

    Cristina MORA

    2005-06-01

    Full Text Available In this article we tried to demonstrate that the organizational leadership problems are very well connected to the organizational culture ones. Organizational culture can help to the clarification of many phenomenons that appear in the organizations, can operate as brake or incentive for organizational effectiveness and the leadership play the main role in the creation and the development of organizational culture.  

  14. Practice what you preach: developing person-centred culture in inpatient mental health settings through strengths-based, transformational leadership.

    Science.gov (United States)

    Beckett, Paul; Field, John; Molloy, Luke; Yu, Nickolas; Holmes, Douglas; Pile, Emily

    2013-08-01

    The experience of nursing staff and consumers in inpatient mental health wards is often reported as being negative. Efforts to improve culture and practice have had limited success, with ineffective leadership, staff resistance, and unresponsive organisational culture identified as common barriers to change. Practice development has been promoted as an approach to developing person-centred culture that enables professional development through participation, learning and empowerment. For person-centred practice to flourish, organisational leadership at all levels must reflect the same principles. In preparation for the opening of a new integrated mental health service, an inpatient mental health team participated in a practice development project. An action research approach was used to facilitate a series of "away days," initially with the nursing team and then other members of the multidisciplinary team (MDT). Transformational leadership principles were adopted in the facilitation of team activities underpinned by strengths and solution-focused practices. Evaluation of the project by staff members was very positive and there was a high level of participation in practice development activities. The project resulted in the creation of a development plan for the ward, which prioritised five key themes: person-centred care, personal recovery, strengths-based principles, and evidence-based and values-based care. The project outcomes highlight the importance of leadership, which parallels the ideals promoted for clinical practice.

  15. 家长式领导创造绩效,服务型领导带来满意--两种领导行为的整合%Paternalistic Leadership Creates Work Performance, Servant Leadership Delivers Job Satisfaction:Integration of Two Types of Leadership Behaviors

    Institute of Scientific and Technical Information of China (English)

    于海波; 关晓宇; 郑晓明

    2014-01-01

    Nowadays, paternalistic leadership is prevalent in organizations and teams under Chinese culture and even around the world. However, only few empirical studies explored the integration of the two types of leadership behaviors and their influence on employees’ work performance and job satisfaction. In the contemporary society, in order to improve the effec-tiveness of paternalistic leadership, this paper studies the influence of paternalistic leadership on employees’ work perfor-mance and job satisfaction through the moderation of servant leadership behaviors. One thousand and thirty employees from enterprises in several cities of China answered the questionnaires and we conducted Hierarchical regression analysis based on the 817 valid questionnaires data. The results of the regression analysis showed that: Paternalistic leadership has a more significant positive effect on work performance; while servant leadership has a more significant positive effect on work satis-faction. Servant leadership is the moderator on the relationship between paternalistic leadership and work performance, and between paternalistic leadership and job satisfaction. Under high levels of servant leadership, paternalistic leadership influence work performance and work satisfaction more significantly.%家长式领导普遍存在于中国文化下的各种组织中。在当今服务型经济和我国创建服务型社会的时代背景下,为了更好地发挥家长式领导的效能,需要考虑服务型的领导行为。通过包含管理者他评工作绩效的问卷调查,共收集到817份有效问卷,层次回归分析结果显示:家长式领导行为能显著提高员工的工作绩效,而服务型领导行为能显著提高员工的工作满意度;在高水平服务型领导行为的调节作用下,家长式领导对工作绩效和工作满意度的积极影响更强。这表明,在当今中国情境下,家长式领导行为融入人性化的服务型领导行

  16. 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 (person

  17. A Culture-Behavior-Brain Loop Model of Human Development.

    Science.gov (United States)

    Han, Shihui; Ma, Yina

    2015-11-01

    Increasing evidence suggests that cultural influences on brain activity are associated with multiple cognitive and affective processes. These findings prompt an integrative framework to account for dynamic interactions between culture, behavior, and the brain. We put forward a culture-behavior-brain (CBB) loop model of human development that proposes that culture shapes the brain by contextualizing behavior, and the brain fits and modifies culture via behavioral influences. Genes provide a fundamental basis for, and interact with, the CBB loop at both individual and population levels. The CBB loop model advances our understanding of the dynamic relationships between culture, behavior, and the brain, which are crucial for human phylogeny and ontogeny. Future brain changes due to cultural influences are discussed based on the CBB loop model.

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

    OpenAIRE

    Zainal Ariffin Ahmad; Zeinab Amini Yekta

    2010-01-01

    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 or...

  19. 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 behav

  20. Self-Report Data in Cross-Cultural Research: Issues of Construct Validity in Questionnaires for Quantitative Research in Educational Leadership

    Science.gov (United States)

    Thomas, Andrew

    2007-01-01

    This paper examines issues arising from the use of self-report questionnaires in cross-cultural contexts. The research draws from the extensive literature on cross-cultural leadership in business organizational culture as well as from educational cross-cultural contexts. It examines claims, drawn from business and educational contexts, that many…

  1. What’s your CQ? A thought leadership exploration of cultural intelligence in contemporary institutions of higher learning

    Directory of Open Access Journals (Sweden)

    Kelli Lynn Fellows

    2016-04-01

    Full Text Available Globalizations’ impacts continue to permeate the present rhetorical moment in time. Impacts are evidenced in contemporary organizations across workforce internationalization, expanding market reach, and globalized competition. Subsequently, parallel increases in demand for individuals with intercultural competence manifest. Concurrently, universities face equitable attention provision to a tripartite mission of (a knowledge creation, (b student learning, and (c the social charter. Cultural competencies’ critical role in contemporary organizations is clearly evidenced. The current thought leadership article explores organizational dynamics and influence variables including identity, transformational leadership, and organizational communication within institutions of higher education. The authors propose Cultural Intelligence (CQ as an ideological platform to engage universities, business organizations, and students in meeting cultural competence development while remaining consistent with organizational business, academic, and social charter missions.

  2. AUTHENTIC LEADERSHIP IN EDUCATIONAL INSTITUTIONS

    Directory of Open Access Journals (Sweden)

    Nebojsa Pavlovic

    2015-06-01

    Full Text Available This work investigates authentic leadership models in the organizational culture of a school. The aim of this quantitative research is to define the factors of authentic leadership in educational institutions in order to provide answers to the questions related to the existence of specific authentic leadership in a school. The sample included 227 randomly selected directors of secondary and primary schools in the former Yugoslav republics: Serbia, Montenegro, and the Republic Srpska. The research included the use of an ALQ questionnaire for the estimation of leadership behavior. The components of authentic leadership are defined using factor analysis and other statistics techniques. The findings developed in this research indicated the fact that directors in educational institutions have a specific authentic leadership style. We suggest the concept of authentic leadership based on the four following factors: Communication-conformist, self-consciousness, self-discovery, and self-concept. Supporting these factors provides the directors with the possibility of obtaining a high level of authentic leadership.

  3. Transformational Leadership in Research Universities

    Science.gov (United States)

    Gilmore, Ryann M.

    2011-01-01

    In order to preserve research integrity, leaders at postsecondary research institutions must utilize transformational leadership behaviors in order to promote a campus culture that is the most conducive to responsible research conduct. In support of this assertion, the issue of research misconduct and its potential consequences for both…

  4. Investigating Culture-related Aspects of Behavior for Virtual Characters

    DEFF Research Database (Denmark)

    Endrass, Birgit; André, Elisabeth; Rehm, Matthias

    2013-01-01

    , aspects of verbal behavior, communication management and nonverbal behavior were taken into account. In evaluation studies conducted in the targeted cultures, each aspect's impact on human observers was tested. With it, we investigated for which of the aspects, observers prefer agent behavior......In this paper, culture-related behaviors are investigated on several channels of communication for virtual characters. Prototypical behaviors were formalized in computational models based on a literature review as well as a corpus analysis, exemplifying the German and Japanese cultures. Therefore...

  5. Unified Leadership Development

    Science.gov (United States)

    2013-05-01

    low neuroticism (N), high extraversion (E), and high openness (O) with strong leadership.27 Studies of FFT also indicate that personality traits do...bad processes.26 One of the resultant efforts was personality trait screening. Research efforts to isolate predictive traits of outstanding leaders...bias toward a specific culture, gender, or ethnicity. Although behavioral research confirms a positive correlation between FFT personality traits

  6. Leadership: an overview.

    Science.gov (United States)

    Vender, Ronald J

    2015-03-01

    Despite the influence of leadership in our lives, it remains poorly understood by most of us. This review defines leadership as "a combination of position, responsibilities, attitude, skills, and behaviors that allows someone to bring out the best in others, and the best in their organization, in a sustainable manner." There are many traits and skills demonstrated by leaders. These include talent, drive, willpower, practical wisdom, loyalty, ethical behavior, emotional intelligence, integrity, self-awareness, and resilience. However, to best understand leadership we focus on what leaders are actually required to do, rather than on the skills and traits used to accomplish these tasks. We review nine functions that are at the core of leadership: serve as the public face of the organization; articulate the vision and mission; create culture; strategic planning; decide what to focus on; select, and develop, the right people; establish a decision-making process; manage your boss; and be responsible 24/7. All leaders operate in a specific context, during a unique point in the history of their organization, with a unique set of circumstances. What is required of the leader in one set of circumstances will change as those circumstances change. If the leader understands her core responsibilities, and if she develops the people, culture, and processes necessary to deal with a changing environment, she will have the self-awareness and support necessary to continue to lead successfully.

  7. Leader power and leader self-serving behavior: The role of effective leadership beliefs and performance information

    OpenAIRE

    Rus, Diana; Knippenberg, Daan; Wisse, Barbara

    2010-01-01

    International audience; In this research we investigated the role played by leader power in determining leader self-serving behavior. Based on an integration of insights from research on the determinants of leader behavior and the power-approach theory, we hypothesized that with higher leader power leader self-serving behavior is determined more by internal states like effective leadership beliefs and less by external cues like performance information. We found support for this prediction acr...

  8. Leadership, organizational culture, knowledge productivity and value creation in four successful Korean companies: toward guidelines for people-oriented business leaders

    NARCIS (Netherlands)

    Kang, S.

    2015-01-01

    This study explores the relationships between leadership characteristics, organizational culture, knowledge productivity and value creation in leading Korean corporations. The empirical part of this study is based on the selection of four highly successful and leading companies, namely LG Electronic

  9. Leadership, organizational culture, knowledge productivity and value creation in four successful Korean companies: toward guidelines for people-oriented business leaders

    NARCIS (Netherlands)

    Kang, S.

    2015-01-01

    This study explores the relationships between leadership characteristics, organizational culture, knowledge productivity and value creation in leading Korean corporations. The empirical part of this study is based on the selection of four highly successful and leading companies, namely LG Electronic

  10. Leadership, organizational culture, knowledge productivity and value creation in four successful Korean companies: toward guidelines for people-oriented business leaders

    NARCIS (Netherlands)

    Kang, S.

    2015-01-01

    This study explores the relationships between leadership characteristics, organizational culture, knowledge productivity and value creation in leading Korean corporations. The empirical part of this study is based on the selection of four highly successful and leading companies, namely LG

  11. The relationship between leadership style and leadership behavior of head nurses%护士长领导方式与其领导行为的关系研究

    Institute of Scientific and Technical Information of China (English)

    孙秀娜; 刘富德; 陈长香; 邢琰

    2016-01-01

    Objective To investigate the relationship between leadership style and leadership behavior of head nurses. Methods Totaly nurses directed by 198 head nurses from 4 3A - level comprehensive hospitals in Shijiazhuang were investigated with questionnaires of nurse leadership style scale and hospital leadership behavior assessment scale. Results Nurses’perceptions on leadership style of head nurses were mostly transactional,head nurses leadership behaviors were less optimistic. The transformational leadership style of head nurses had a positively correlation on leadership behaviors(P ﹤ 0. 01). Conclusion Transac-tional and transformational leadership have positive influence on head nurses’ leadership behaviors,while transformational leadership is better than transactional leadership overall. The improvement of head nurses’ leadership style may effectively improve their leadership behavior.%目的:探讨护士长领导方式与其领导行为之间的关系。方法运用多元领导风格量表、医院领导行为评估量表对石家庄市4所三级甲等综合医院198名护士长所在科室的925名护士进行问卷调查。结果护士感知的护士长交易型领导方式较多,护士长领导行为并不乐观;护士长变革型领导方式对其领导行为具有积极正向的影响(P ﹤0.01)。结论交易型领导方式、变革型领导方式对护士长领导行为均具有积极的影响,但是变革型领导方式在整体上要优于交易型领导方式,改善护士长领导方式,能够有效提高其领导行为。

  12. Direct Sellers’Leadership Behavior and Correlations Between Leadership Behavior and Income%直销商的领导行为及其与收入的相关性

    Institute of Scientific and Technical Information of China (English)

    杨小红; 续秋霞

    2014-01-01

    直销商的领导力在直销实践中很重要但理论研究非常少。以安利(中国)公司业绩优秀的直销商为样本,对直销商的领导力问题进行了问卷调查,根据调查结果,对直销商的领导力的特征、领导行为进行了描述性分析,对直销商的总收入与领导行为进行了相关性分析。研究结论对直销商、直销公司、理论研究者都具有一定的参考价值。%Leadership is an important factor to direct sellers in direct selling industry.But the re-search of direct sellers’leadership is relatively little.By a questionnaire investigation,descriptive statistics and correlation analysis,this paper researched information about characteristics of direct sellers’leadership,leadership behavior,relationship between income and leadership behavior of direct sellers.The conclusions can provide reference for direct seller,direct enterprise and researc-her.

  13. Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project.

    Science.gov (United States)

    Weech-Maldonado, Robert; Dreachslin, Janice L; Epané, Josué Patien; Gail, Judith; Gupta, Shivani; Wainio, Joyce Anne

    2016-10-25

    Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (National Quality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective

  14. 真诚型领导行为对团队创造力的影响%The Impact of Authentic Leadership Behavior on Team Creativity

    Institute of Scientific and Technical Information of China (English)

    李燃; 王辉; 赵佳卉

    2016-01-01

    would cast impact on team creativity by employing feedback-seeking climate.We also employed status conflict to analyze its moderation over the relationship between authentic leadership behavior and feedback-seeking climate.These developments made paves for future relevant studies.Third, this research had some inspira-tion for the practice of organizational management.This research revealed that leaders should conduct more authentic leadership behavior so that they can encourage employees to raise their self-awareness, internalized moral perspective, balanced processing, relational transparency and increase team creativity.Meanwhile, they should try to prevent status conflict in the team to prohibit its buffering effect. Future studies may consider more about the cross-level impact from organizational culture on team creativity.They should collect data from other countries or other regions to further test the conclusions we have reached in our research.Further more, there should be better ways to identify whether employees could recognize authentic leadership behavior and increase the credibili-ty and validity of this study.%近年来,激烈的市场竞争对组织的创新能力提出了更高的要求。除个人创造力以外,如何提高组织中的团队创造力越来越受到学者和管理者的共同关注。从团队层面检验真诚型领导行为对创造力的积极影响,并对与团队创造力紧密相关的反馈寻求氛围、团队中的地位冲突水平、任务依存性等影响因素进行综合分析和检验;利用问卷调查方式,收集中国东北地区8家企业、84个团队、两个时间点的数据,进行回归分析。研究结果表明,真诚型领导行为对团队创造力有显著的积极影响;反馈寻求氛围对真诚型领导行为与团队创造力之间的积极关系起中介作用;团队中的地位冲突会削弱真诚型领导行为与反馈寻求氛围之间的正向关系,即当团队中的地位

  15. Requirements for Effective European Union Leadership in Science and Cultural Diplomacy on (Inter) Regionalism in the South

    OpenAIRE

    Kingah, Stephen; Ana B. Amaya; Van Langenhove, Luk

    2016-01-01

    This inception paper expatiates on the conditions that are necessary in determining the effectiveness of the European Union’s (the EU’s) leadership in science and cultural diplomacy (SCD) on regionalism and inter-regionalism in the South. These conditions include willingness, capacity and acceptance. Willingness delineates the scope of the ambition of the EU in SCD. Capacity covers elements that pertain to breadth and depth/ quality and quantity of resources mobilized and available to lead SC...

  16. Effect Of Leadership Function And Organization Cultural On The Performance Of Employees In The Field Of Academic University Ichsan Gorontalo

    OpenAIRE

    Zuchri Abdussamad; Swastiani Dunggio

    2015-01-01

    This study aims to identify and analyze the level of influence the function of leadership and organizational culture on employee performance in academic areas at the University of Gorontalo Ichsan either simultaneously or partially. The analytical method used is multiple linear regression. The sampling technique used in this research is purposive sample that is making the subject based on their specific purpose and techniques of data collection through questionnaire observation interview. The...

  17. 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.

  18. Culture, Self, and Collectivist Communication: Linking Culture to Individual Behavior.

    Science.gov (United States)

    Singelis, Theodore M.; Brown, William J.

    1995-01-01

    Develops and demonstrates a theoretical framework and corresponding methodology to link variables at the culture level to the individual level and, then, to specific outcome variables. Tests a path-analytic model linking cultural collectivism with interdependent self-construals and high-context communication. Discusses implications for theory…

  19. Individual Behavior, Culture, and Social Change

    Science.gov (United States)

    Glenn, Sigrid S.

    2004-01-01

    The principle of operant selection is examined as a prototype of cultural selection, and the role of the social environment is suggested as the critical element in the emergence of cultural phenomena. Operant contingencies are compared to cultural selection contingencies, designated as metacontingencies. Both of these types of contingency…

  20. 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.

  1. 大学高层领导团队特征异质性对协同领导的影响研究%The impact of college senior leadership team characteristie's heterogeneity on collective leadership behavior

    Institute of Scientific and Technical Information of China (English)

    贺立军; 赵钊; 陈晓春

    2012-01-01

    According to Barnard's definition of cooperative system, this paper analyses college senior collective leadership from two aspects: team identity and behavioral integration. Further, the impact of leadership team characteristic's heterogeneity on team identity and behavior integration is discussed. As it turned out, there is no significant correlation between professional experiences' heterogeneity and team identity, as well as behavior integration, but significant positive effect between educational environment's heterogeneity and team's behavior integration. Explanation on these conclusions, this paper analyses probable causes from perspectives of the mechanism of selecting leaders in Chinese colleges, traditional cultural, and stimulation of Innovation and creativity. By the end, corresponding managerial Implication is proposed.%依据巴纳德对协同系统包含要素的界定,从团队认同和上层梯队行为整合两个层面就大学高层领导团队协同领导力展开剖析.在此基础上,进一步地探讨了领导团队特征异质性对团队认同感和行为整合的影响,结果表明专业背景异质性时团队认同、行为整合作用的不显著,而接受教育环境的异质性对团队行为整合存在积极的促进作用.对以上结论,文章从我国大学组织选拔人才机制、传统文化背景、创新和创造力激发等方面进行了讨论,并提出管理启示.

  2. Confucian Values and School Leadership in Vietnam: Exploring the Influence of Culture on Principal Decision Making

    Science.gov (United States)

    Truong, Thang Dinh; Hallinger, Philip; Sanga, Kabini

    2017-01-01

    There is an emerging global consensus that the knowledge base in educational leadership and management must offer a deeper examination of leadership practice across a more diverse set of national contexts. Nonetheless, a recent review of the literature in this field concluded that this challenge has yet to be adequately addressed with respect to…

  3. 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…

  4. Understanding the Effects of Leadership Development on the Creation of Organizational Culture Change: A Research Approach

    Science.gov (United States)

    Ray, Keith W.; Goppelt, Joan

    2011-01-01

    Many leadership development programs are intended to improve individual leaders' skills and abilities to perform. Methods for measuring the effect of such programs range from simple metacognitive self-report surveys to 360-degree feedback, to instrumentation of psychological phenomena. However, the outcomes of some leadership development programs…

  5. Confucian Values and School Leadership in Vietnam: Exploring the Influence of Culture on Principal Decision Making

    Science.gov (United States)

    Truong, Thang Dinh; Hallinger, Philip; Sanga, Kabini

    2017-01-01

    There is an emerging global consensus that the knowledge base in educational leadership and management must offer a deeper examination of leadership practice across a more diverse set of national contexts. Nonetheless, a recent review of the literature in this field concluded that this challenge has yet to be adequately addressed with respect to…

  6. Contrasting Perspectives Of Junior versus Senior NASA ISS Flight Controllers On Leadership And Cultural Issues

    Science.gov (United States)

    Clement, James L.; Boyd, J. E.; Saylor, S.; Kanas, N.

    2007-01-01

    NASA flight controllers have always worked in a very demanding environment, but the International Space Station (ISS) poses even more challenges than prior missions. A recent NASA/Ames survey by Parke and Orasanu of NASA/Johnson flight controllers uncovered concerns about communications problems between American personnel and their international counterparts. To better understand these problems, we interviewed 14 senior and 12 junior ISS flight controllers at NASA/Johnson about leadership and cultural challenges they face and strategies for addressing these challenges. The qualitative interview data were coded and tabulated. Here we present quantitative analyses testing for differences between junior and senior controllers. Based on nonparametric statistical tests comparing responses across groups, the senior controllers were significantly more aware of the impact of working in dispersed teams, the context of constant change, and the upcoming multilateral challenges, while junior controllers were more aware of language and cultural issues. We consider our findings in light of other studies of controllers and other known differences between senior and junior controllers. For example, the fact that senior controllers had their formative early experience controlling pre-ISS short-duration Shuttle missions seems to have both positive and negative aspects, which are supported by our data. Our findings may also reflect gender differences, but we cannot unconfound this effect in our data because all the senior respondents were males. Many of the junior-senior differences are not only due to elapsed time on the job, but also due to a cohort effect. The findings of this study should be used for training curricula tailored differently for junior and senior controllers.

  7. 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…

  8. 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…

  9. A Meta-Analysis of Gender Differences in Terms of Teacher Views on the Instructional Leadership Behavior of Principals

    Science.gov (United States)

    Kis, Ali; Konan, Necdet

    2014-01-01

    The main aim of this study was to gather teachers' views to determine the effect size of gender differences on the instructional leadership behavior of school principals. The standardized mean difference (SMD) was calculated to measure the effect size in this study. An initial search yielded 126 studies on the research topic, which consists…

  10. 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…

  11. Steve Jobs And Modern Leadership

    Directory of Open Access Journals (Sweden)

    Sorin-George Toma

    2013-05-01

    Full Text Available During the time, especially in the last fifty years, leadership has increasingly become a major subject in the management literature, a subject of much thought, writing and teaching. While the importance of leadership is generally accepted all over the world, there are as many definitions of it as there are organizations. In spite of the fact that the business literature on leadership is so voluminous, there is not an agreed-upon definition of the concept of leadership. Leadership is not only intensely studied, but also practiced in different organizations. How to lead effectively an organization depends on many factors such as the organizational culture, the behavior of the followers, and the personal traits of the leader. The vast majority of successful leaders are multi-dimensional individuals. The aims of our paper are to present a short biography of Steve Jobs and to highlight his contribution to modern leadership. Our research is based on a literature review. The S. Jobs example illustrates how a transformational leader as him can be a key factor in successfully turning round the fortunes of a company as Apple. The paper facilitates a better understanding of modern leadership, emphasizing the case of S. Jobs, and provides a platform on which to build further studies on the same subject.

  12. Resonant leadership and workplace empowerment: the value of positive organizational cultures in reducing workplace incivility.

    Science.gov (United States)

    Laschinger, Heather K Spence; Wong, Carol A; Cummings, Greta G; Grau, Ashley L

    2014-01-01

    Nursing leaders are indispensable in creating positive nursing work environments that retain an empowered and satisfied nursing workforce. Positive and supportive leadership styles can lower patient mortality and improve nurses' health, job satisfaction, organizational commitment, emotional exhaustion, and intent to stay in their position. The results of this study support the role of positive leadership approaches that empower nurses and discourage workplace incivility and burnout in nursing work environments. The findings also provide empirical support for the notion of resonant leadership, a relatively new theory of relationship-focused leadership approaches. This research adds to the growing body of knowledge documenting the key role of positive leadership practices in creating healthy work environments that promote retention of nurses in a time of a severe nursing shortage.

  13. Social and psychological climate of educational institution as a measure of consistency of leadership style and type of organizational culture

    Directory of Open Access Journals (Sweden)

    M.L. Kotlyar

    2013-04-01

    Full Text Available We describe process and results of a study conducted on the basis of state educational institutions of Moscow (a secondary school and a school with advanced study of foreign languages. We demonstrate the possibility of using the analysis of social and psychological environment as an indicator of leadership style consistency and type of organizational culture of educational institution. We revealed an educational trend that the real organizational culture with a predominance of one type of its elements, the desired profile will tend to the mixed type. We mapped out a plan for further research on the topic.

  14. A study on the different roles’ leadership and school culture within the Catholic middle schools in Taiwan

    Directory of Open Access Journals (Sweden)

    Wei-Ling Tchong

    2016-03-01

    Full Text Available In Taiwan, Catholic schools are now facing a crisis of leadership as the available number of priests and nuns who are able to lead these schools is declining rapidly. The question is now being asked as to whether the ministry of the Catholic school’s mission can be sustained as more and more lay principals are needed and appointed to replace principals affiliated with religious orders. This basic question led to an exploration of three research questions. First, what differences, if any, are there between religious and lay middle school principals in terms of servant leadership? Second, what are the differences, if any, between religious and lay leaders in the promotion of the traditional Catholic school mission? Finally, what differences are there, if any, between school cultures in Catholic Middle Schools when led by either a religious or lay principal? Results shows that in order to continue this process it is recommended that Catholic Middle school principals should participate in servant leadership workshops and/or communications training in order to foster open communication, empower the vision and create mutual trust between principals and school staff. The goal would be to develop and maintain a school culture that reflects the Catholic heritage of the school. In addition, staff rotation and mentoring should be implemented to ensure that experienced teachers participate in school affairs and help build school spirit and culture in order that the school’s educational mission can be maintained. Finally, a team should be built within the schools in order to develop servant leadership skills in all members of the school.

  15. What Managerial Leadership Behaviors Do Student Managerial Leaders Need? An Empirical Study of Student Organizational Members

    Science.gov (United States)

    Peterson, Tim O.; Peterson, Claudette M.

    2012-01-01

    Student leadership is a buzzword on most university campuses. However, recent research indicates that the leadership learning assumed to be taking place may not have happened at the depth currently believed. One explanation is that, as management education and development scholars, we are not clear on what leadership skills these student leaders…

  16. Leadership Behaviors and Practices among Executive Women of Color in Higher Education

    Science.gov (United States)

    Wardell, Mary J. Lomax

    2010-01-01

    Higher education is steadily including more women of color in the leadership of the academy. Daily leadership challenges require campus administrators to engage and move others toward exceptional workplace performance. As such, executive women of color must handle complex campus demands and leadership challenges, particularly as they relate to…

  17. What Managerial Leadership Behaviors Do Student Managerial Leaders Need? An Empirical Study of Student Organizational Members

    Science.gov (United States)

    Peterson, Tim O.; Peterson, Claudette M.

    2012-01-01

    Student leadership is a buzzword on most university campuses. However, recent research indicates that the leadership learning assumed to be taking place may not have happened at the depth currently believed. One explanation is that, as management education and development scholars, we are not clear on what leadership skills these student leaders…

  18. A Study of Leadership Behaviors of Elementary Principals Compared With School Climate.

    Science.gov (United States)

    Mendel, Christine M.; Watson, Robert L.; MacGregor, Cynthia J.

    This is a report on a study of leadership styles of elementary-school principals in a southwest Missouri school district. The purpose of the study was to examine the principals' leadership styles to determine the percentages of directive, nondirective, and collaborative styles. The study also examined which leadership styles are related to a…

  19. The Relationship between Transformational Leadership Behaviors of Faculty Supervisors and Self-Efficacies of Graduate Assistants

    Science.gov (United States)

    Avci, Omer

    2012-01-01

    Bass's transformational leadership theory is one of the most frequently applied theories of leadership in leadership research in education. However, the dyadic relationship between graduate assistants and the faculty as their immediate supervisors have not been investigated from a leader-follower perspective. In addition, self-efficacy…

  20. Increasing medical team cohesion and leadership behaviors using a 360-degree evaluation process.

    Science.gov (United States)

    Tumerman, Marc; Carlson, Leanne M Hedberg

    2012-02-01

    Current national health care issues of affordability, quality, and accessibility have prompted the development of Accountable Care Organizations (ACOs) and Patient-Centered Medical Homes (PCMHs). Components of ACOs and PCMHs call for increased capacities in areas of teamwork, engagement, and physician leadership skills and behaviors. Three hundred sixty degree feedback evaluation processes have been established in corporate environments as effective for increasing capacities in these areas. Recently, health care organizations have begun to adopt the use of such tools with positive outcomes. This article presents a case study of the development and implementation of a 360-degree evaluation process at a family medicine clinic. We also discuss the challenges, successes, and lessons learned along the way.

  1. Change leadership behaviors to change performance results: the foundation of top customer satisfaction.

    Science.gov (United States)

    Sherman, Stephanie G

    2002-01-01

    Raising customer satisfaction in health-care organizations has been a priority for the past 5 years or more. Articles and books continue to be written on the topic and speeches and presentations are given to eager audiences of professionals who have a deep desire to improve customer satisfaction. Yet research indicates that customer satisfaction, on average, in the health-care industry barely has improved. This column will examine why some organizations, using the same best practice techniques and approaches for top customer satisfaction, achieve wonderful results as most others achieve meager results, at best. The answer to achieving top customer satisfaction lies in the leadership of the organization. When leaders change their thinking and behaviors, results will change.

  2. Changing the culture of academic medicine to eliminate the gender leadership gap: 50/50 by 2020.

    Science.gov (United States)

    Valantine, Hannah; Sandborg, Christy I

    2013-10-01

    Central to the daily struggles that successful working women face is the misalignment of the current work culture and the values of the workforce. In addition to contributing to work-life integration conflicts, this disconnect perpetuates the gender leadership gap. The dearth of women at the highest ranks of academic medicine not only sends a clear message to women that they must choose between career advancement and their personal life but also represents a loss of talent for academic health centers as they fail to recruit and retain the best and the brightest. To close the gender leadership gap and to meet the needs of the next generation of physicians, scientists, and educators, the authors argue that the culture of academic medicine must change to one in which flexibility and work-life integration are core parts of the definition of success. Faculty must see flexibility policies, such as tenure clock extensions and parental leaves, as career advancing rather than career limiting. To achieve these goals, the authors describe the Stanford University School of Medicine Academic Biomedical Career Customization (ABCC) model. This framework includes individualized career plans, which span a faculty member's career, with options to flex up or down in research, patient care, administration, and teaching, and mentoring discussions, which ensure that faculty take full advantage of the existing policies designed to make career customization possible. The authors argue that with vision, determination, and focus, the academic medicine community can eliminate the gender leadership gap to achieve 50/50 by 2020.

  3. Organizational structure, leadership and readiness for change and the implementation of organizational cultural competence in addiction health services.

    Science.gov (United States)

    Guerrero, Erick G; Kim, Ahraemi

    2013-10-01

    Increasing representation of racial and ethnic minorities in the health care system and on-going concerns about existing health disparities have pressured addiction health services programs to enhance their cultural competence. This study examines the extent to which organizational factors, such as structure, leadership and readiness for change contribute to the implementation of community, policy and staffing domains representing organizational cultural competence. Analysis of a randomly selected sample of 122 organizations located in primarily Latino and African American communities showed that programs with public funding and Medicaid reimbursement were positively associated with implementing policies and procedures, while leadership was associated with staff having greater knowledge of minority communities and developing a diverse workforce. Moreover, program climate was positively associated with staff knowledge of communities and having supportive policies and procedures, while programs with graduate staff and parent organizations were negatively associated with knowledge of and involvement in these communities. By investing in funding, leadership skills and a strategic climate, addiction health services programs may develop greater understanding and responsiveness of the service needs of minority communities. Implications for future research and program planning in an era of health care reform in the United States are discussed. Copyright © 2013 Elsevier Ltd. All rights reserved.

  4. Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project.

    Science.gov (United States)

    Dreachslin, Janice L; Weech-Maldonado, Robert; Gail, Judith; Epané, Josué Patien; Wainio, Joyce Anne

    How can healthcare leaders build a sustainable infrastructure to leverage workforce diversity and deliver culturally and linguistically appropriate care to patients? To answer that question, two health systems participated in the National Center for Healthcare Leadership's diversity leadership demonstration project, November 2008 to December 2013. Each system provided one intervention hospital and one control hospital.The control hospital in each system participated in pre- and postassessments but received no preassessment feedback and no intervention support. Each intervention hospital's C-suite leadership and demonstration project manager worked with a diversity coach provided by the National Center for Healthcare Leadership to design and implement an action plan to improve diversity and cultural competence practices and build a sustainable infrastructure. Plans explored areas of strength and areas for improvement that were identified through preintervention assessments. The assessments focused on five competencies of strategic diversity management and culturally and linguistically appropriate care: diversity leadership, strategic human resource management, organizational climate, diversity climate, and patient cultural competence.This article describes each intervention hospital's success in action plan implementation and reports results of postintervention interviews with leadership to provide a blueprint for sustainable change.

  5. Relationship between Leadership Styles of High School Teachers, Principals, and Assistant Principals and Their Attitudes toward School Wide Positive Behavior and Support Implementation

    Science.gov (United States)

    Lampton-Holmes, Geneva Cosweler

    2014-01-01

    The purpose of this study was to determine if seventh through twelfth grade educators' attitudes towards School-Wide Positive Behavior Support (SWPBS) are affected based on their gender, years of experience, school discipline policy, leadership style, and knowledge of SWPBS. Through an online survey, an analysis of the leadership style and…

  6. Leading Where It Counts: An Investigation of the Leadership Styles and Behaviors that Define College and University Presidents as Successful Fundraisers

    Science.gov (United States)

    Nicholson, William D., II

    2007-01-01

    This paper provides presidents and academic leadership with a body of literature that will strengthen the leaders' understanding of the unique behaviors and characteristics that are paramount to successful fund raising in the academic arena. A better understanding of transformational, transactional, and transformative leadership theory, and the…

  7. Does the Culture of Modern Day Palliative Care Social Work Leave Room for Leadership?

    OpenAIRE

    Davidson, Jason

    2016-01-01

    This paper describes research undertaken as part of an MA study in leadership. It draws on interviews with six high profile leaders at the fore front of end of life care sector in the UK. Its findings and emerging themes offer insights about the opportunities for social work leaders in palliative care in the future and how the profession and palliative care sector address current barriers to taking advantage of such opportunity. The main focus of this paper is leadership related to palliative...

  8. Culture and Consumer Behavior: The Role of Horizontal and Vertical Cultural Factors

    Science.gov (United States)

    Shavitt, Sharon; Cho, Hyewon

    2016-01-01

    We examine the influence of culture on consumer behavior with a particular focus on horizontal and vertical individualism and collectivism. Cultures vary in their propensity to emphasize hierarchy, a distinction captured by examining horizontal/vertical cultural orientations or contexts. These cultural factors pattern personal values and goals, power concepts, and normative expectations applied to the exercise of power. We review implications for how consumers respond to brands in the marketplace, service providers, and each others' needs. PMID:28083559

  9. Culture and Consumer Behavior: The Role of Horizontal and Vertical Cultural Factors.

    Science.gov (United States)

    Shavitt, Sharon; Cho, Hyewon

    2016-04-01

    We examine the influence of culture on consumer behavior with a particular focus on horizontal and vertical individualism and collectivism. Cultures vary in their propensity to emphasize hierarchy, a distinction captured by examining horizontal/vertical cultural orientations or contexts. These cultural factors pattern personal values and goals, power concepts, and normative expectations applied to the exercise of power. We review implications for how consumers respond to brands in the marketplace, service providers, and each others' needs.

  10. Diverse cultures at work: ensuring safety and health through leadership and participation

    NARCIS (Netherlands)

    Starren, A.; Luijters, K.; Drupsteen, L.; Vilkevicius, G.; Stulginskis, A.; Eeckelaert, L.; Elsler, D.

    2013-01-01

    The differences between cultures are helpful in understanding discrepancies when several nationalities are working together. Cross-cultural studies describe characteristics of cultures and differences between different cultures. Therefore, the cross-cultural literature is very helpful in describing

  11. Diverse cultures at work: ensuring safety and health through leadership and participation

    NARCIS (Netherlands)

    Starren, A.; Luijters, K.; Drupsteen, L.; Vilkevicius, G.; Stulginskis, A.; Eeckelaert, L.; Elsler, D.

    2013-01-01

    The differences between cultures are helpful in understanding discrepancies when several nationalities are working together. Cross-cultural studies describe characteristics of cultures and differences between different cultures. Therefore, the cross-cultural literature is very helpful in describing

  12. Leadership and profits in security; Liderazgo y logros en seguridad

    Energy Technology Data Exchange (ETDEWEB)

    Villadoniga, J. I.; Perez, O.; Gonzalez, F.

    2008-07-01

    In many human activities the levers to improve behaviors are hidden from the position where the situation to improve is acknowledged. This is the case of key behaviors needed to deal directly with the behaviors to improve but, to be successful, there is a need to act on higher order elements such as culture and leadership. (Author)

  13. 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.

  14. Effective Leadership of Head Nurse Increase the Implementation ofd Patient Safety Culture by Nurse Practitioners of Dr. Cipto Mangunkusumo National Hospital, Jakarta

    Directory of Open Access Journals (Sweden)

    Dwi Setiowati

    2013-12-01

    Full Text Available Leadership effectiveness is one factor that contributes to successfully patient safety culture applied. This study aimed to identify the correlation of leadership effectiveness of head nurse to apply the patient safety culture in the wards. Research design used correlation analytic with cross sectional approach to 206 clinical nurses as samples. Data analysis used Pearson, Spearman, t independent and linier regression. This study shown there was a weak positive correlation between head nurse leadership effectiveness and the application of patient safety culture by clinical nurses. This study’s recommendation were 1 improvement of the head nurses’ knowledge related to organizational function, 2 appropriate job description, 3 patient safety culture training, 4 continuing nursing education program, and 5 relevant reward system based on patient safety achievement.

  15. Adolescent Behavior and Health in Cross-Cultural Context

    Science.gov (United States)

    Demetrovics, Zsolt

    2012-01-01

    Specific behavioral problems appear during early adolescence, and they become more pronounced. Although these problems are universal in many aspects, cultural differences are also conspicuous. The author, in addition to analyzing the five studies in the Special Issue, addresses questions concerning the cross-cultural context. The analysis reveals…

  16. From the complex system leadership perspective: DNA leadership

    Directory of Open Access Journals (Sweden)

    Hasan Basri Gündüz

    2011-01-01

    , administration, control and supervision to describe the same phenomena (Yukl, 2002.Researchers usually define leadership according to their individual perspective and the aspect of the phenomenon of most interest to them. After a comprehensive review of the leadership literature, Stogdill (1974 concluded that “there are almost as many definitions of leadership as there are persons who have attempted to define the concept”. Leadership has been defined in terms of individual traits, behaviour, influence over other people, interaction patterns, role relationships, occupation of an administrative position and perception of others regarding legitimacy of influence (Yukl, 2002. More than 5000 studies and 350 definitions would be noticed reviewing leadership literature (Erçetin, 2000; Şişman, 2002. In recent years, however, new leadership definitions have been introduced (ethical leadership, moral leadership, cultural leadership, visionary leadership, learning leadership, quantum leadership etc. to the literature depending on emerging approaches (Brestrich Topçu, 2000; Erçetin, 2000; Şişman, 2002b. Admitting the difficulty of defining leadership, following judgements could be brought forward considering common and different aspects of each definition (Erçetin, 2000: -Leadership and management are different from each other.-Leadership does not bound to a formal position.-Leadership is political.-Leadership is cultural. -Leadership is a process in which some spiritual processes (such as; resolution, taking risks, self-confidence, attaching importance to the ethical values, being far sighted, developing vision etc. become prominentLeadership theories in the literature can be listed as fallows according to developmental order; Traits theories, behavioral theories, Contingency theory and new theories (Brestrich Topçu, 2000; Çelik, 1999; Erçetin, 2000; Hoy & Miskel, 2010; Şişman, 2002b. Some of the new theories leadership theories are; ethical leadership, cultural leadership

  17. 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.

  18. The ethical leadership challenge: creating a culture of patient- and family-centered care in the hospital setting.

    Science.gov (United States)

    Piper, Llewellyn E

    2011-01-01

    The growing number of medical errors and resulting preventable deaths in hospitals presents an ethical dilemma that must be addressed by health care leaders and managers. These medical errors and deaths raise questions about safety and quality issues resulting in rising public mistrust and patient dissatisfaction. Many of these medical errors and deaths could have been avoided by including the patient and family in the care. The ethical challenge for leadership is creating a culture of patient- and family-centered care as a means to improve quality, safety, patient satisfaction, and public trust. This article addresses ways to improve safety, quality, patient satisfaction, and cost and thereby reduce medical errors and deaths by implementing a patient- and family-centered care culture. The first critical step for improvement is for hospital leaders and managers to answer the ethical call to create a culture centered on patient- and family-centered care in the hospital setting.

  19. THE EFFECT OF ORGANIZATIONAL CULTURE, ENVIRONMENTAL WORK, LEADERSHIP STYLE ON THE JOB SATISFACTION AND ITS IMPACT ON THE PERFORMANCE OF TEACHING IN STATE COMMUNITY ACADEMY BOJONEGORO

    Directory of Open Access Journals (Sweden)

    Meithiana Indrasari

    2017-03-01

    Full Text Available Tri Dharma college task, namely implements education and teaching, research and community service. Some of the factors that can affect the performance of the lecturer are organizational culture, work environment, leadership style, and job satisfaction. For this study aims to assess the effect of organizational culture, work environment, leadership style on job satisfaction lecturers as well as to analyze the influence of organizational culture, work environment, leadership style to the performance of lecturers. This study took 64 samples through census methods, and data collected through questionnaires in the form of Likert scale research.  Results of analysis proving the hypothesis indicated that organizational culture, work environment, leadership style positive impact significant job satisfaction lecturer Bojonegoro State Community College. As well as organizational culture, work environment, leadership style, job satisfaction and positive effect significant the performance of lecturers Bojonegoro State Community College. Suggested to the management community college that faculty performance can be optimized, provide incentives for lecturers in order to work in the world of education through awards, strive to the increase salaries, keeping in touch, comfort, creation of competition, healthy  performance appraisal is fair, providing an opportunity to follow the scientific activities at a cost from the academy. Encourage to continue their education to a higher level. Motivate to do research, and community service to the relevant fields at the expense of the institution/college or grants.

  20. Behavioral Theory and Culture Special Issue: Authors' Response to Commentaries

    Science.gov (United States)

    Pasick, Rena J.; Burke, Nancy J.; Joseph, Galen

    2009-01-01

    This article presents the authors' response to commentaries that focus on the "Behavioral Constructs and Culture in Cancer Screening" (3Cs) study. The 3Cs study had an unremarkable beginning, with two colleagues discussing their frustration over the narrow range of behavioral theories and the limited guidance the theories offered for a study…

  1. Administrative Behaviors and Emotional and Social Competences of Higher Education Administrators: A Cross-Cultural Study

    Directory of Open Access Journals (Sweden)

    Osman Ferda BEYTEKİN

    2012-01-01

    Full Text Available In this study, higher education administrators, administrative behaviors; as educator, leader and manager, emotional competency; as self awareness and self management and social competency; as social awareness and social skills were compared according to two different cultures. The data was collected by inventories from 165 educators, and head of the departments Istanbul, and Helsinki Universities in 2008-2009 educational year. Elkins' administrative behaviors of higher education administrators inventory and Goleman's emotional and social competence inventory were conducted to test the differences. The manager behaviors of Istanbul University administrators are significantly higher than University of Helsinki administrators. The emotional competences of University of Helsinki administrators are significantly higher than the administrators of Istanbul University in the dimensions of self-awareness, self management, emotional selfcontrol, achievement orientation and positive outlook. The social competencies of University of Helsinki administrators are significantly higher than the administrators of Istanbul University in the dimensions of social awareness, empathy, and conflict management. On the other hand, the social competencies of Istanbul University administrators are significantly higher than the administrators of University of Helsinki in the dimensions of organizational awareness, coach and mentor, influence and teamwork. There is a significant positive relationship between the leadership behaviors and emotional and social competencies administrators in both Istanbul University and University of Helsinki. Significant differences are found between faculties and administrators about the administrative behaviors and emotional and social competences of administrators both at İstanbul University and University of Helsinki.

  2. Behavior modification with culturally deprived school children: two case studies.

    Science.gov (United States)

    Wasik, B H; Senn, K; Welch, R H; Cooper, B R

    1969-01-01

    Techniques of behavior modification were employed with two second-grade Negro girls in a demonstration school for culturally deprived children to increase the girls' appropriate classroom behaviors. A classification system that provided for continuous categorization of behavior was used to code the children's behavior in two classroom situations. Data were also taken on the type, duration, and frequency of the teachers' verbal interactions. The study included four conditions: Baseline, Modification I, Postmodification, and Modification II. The treatment variable was positive social reinforcement-attention and approval contingent upon desirable classroom behaviors-which was presented, withheld, or withdrawn (timeout from social reinforcement). Withholding of social reinforcement was contingent upon inappropriate attention-getting behaviors. Timeout from social reinforcement was contingent upon behaviors classified as aggressive and resistive. After 25 days of Modification I, desirable behavior increased markedly for each girl. The teachers were then asked to return to their Baseline level of performance. The resultant behaviors demonstrated that for one girl, behavior was still primarily under the control of the treatment contingencies. For the second child, many desirable behaviors that had increased in frequency during Modification I remained high, but inappropriate behaviors increased. When treatment was reinstated, the amount of time spent in desirable behaviors increased and remained high for both girls. Three checks during the three months following data collection showed that these behaviors continued to remain high.

  3. The Effect of Organizational Culture, Leadership Style, and Functional Position on Organizational Commitment and Their Impact on the Performance of Internal Auditors in Aceh, Indonesia

    Directory of Open Access Journals (Sweden)

    M. Shabri Abd. Majid

    2016-06-01

    Full Text Available This study aims at empirically examining the influence of the organizational culture, leadership style, and functional position of an auditor on organizational commitment and their impact on the performance of government internal auditors in Aceh, Indonesia. All 183 of the governmental internal auditors at the district level within the Province of Aceh, Indonesia, were investigated. Data, which are gathered by distributing questionnaires to the entire population, are then analysed by the Structural Equation Modelling (SEM technique.The study found that organizational culture, leadership style, and functional auditor have affected the performance of the governmental internal auditor either directly or indirectly through organizational commitment.Keywords: Organizational Culture, Leadership Style, Functional Auditor, Organizational Commitment, Internal Auditor Performance.

  4. Leadership style and culturally competent care: Nurse leaders' views of their practice in the multicultural care settings of the United Arab Emirates.

    Science.gov (United States)

    El Amouri, Souher; O'Neill, Shirley

    2014-06-20

    Abstract It is well recognised that nurse leader managers play an important role in facilitating the quality and nature of hospital care, the improvement of work performance and work satisfaction. In the United Arab Emirates (UAE) they face the additional challenge of working within a context of significant linguistic and cultural diversity where leadership in the provision of culturally competent care is a major requirement. With this goal at the fore, a sample of 153 nurse-leader-managers, including matrons, nursing directors, supervisors, nurses-in-charge and in-service education staff from four private and six government hospitals completed the Multifactor Leadership Questionnaire (Bass & Avolio, 2004). The survey also explored participants' perceptions of the characteristics of good leaders and what they needed to do in their particular work place to enhance culturally competent care. The results showed nurseleader-managers used both transformational and transactional leadership attributes but in different combinations across the two hospital types.

  5. The effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank of Tehran

    Directory of Open Access Journals (Sweden)

    Narges Rabie

    2016-06-01

    Full Text Available The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.

  6. 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 h

  7. 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…

  8. 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…

  9. 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…

  10. 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…

  11. Challenging traditional leadership behaviors in a distributed and ambiguous knowledge-intensive work environment

    DEFF Research Database (Denmark)

    Børgesen, Kenneth

    2016-01-01

    The aim of this study is to provide a piece to the complex puzzle of understanding leadership within a virtual community and the mother company with varying degrees of internal and external complexity. The study points to the clash between old and new ways of leadership in a virtual community where...

  12. 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…

  13. 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…

  14. 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.

  15. Behavioral Variation in Gorillas: Evidence of Potential Cultural Traits

    Science.gov (United States)

    Robbins, Martha M.; Ando, Chieko; Fawcett, Katherine A.; Grueter, Cyril C.; Hedwig, Daniela; Iwata, Yuji; Lodwick, Jessica L.; Masi, Shelly; Salmi, Roberta; Stoinski, Tara S.; Todd, Angelique; Vercellio, Veronica; Yamagiwa, Juichi

    2016-01-01

    The question of whether any species except humans exhibits culture has generated much debate, partially due to the difficulty of providing conclusive evidence from observational studies in the wild. A starting point for demonstrating the existence of culture that has been used for many species including chimpanzees and orangutans is to show that there is geographic variation in the occurrence of particular behavioral traits inferred to be a result of social learning and not ecological or genetic influences. Gorillas live in a wide variety of habitats across Africa and they exhibit flexibility in diet, behavior, and social structure. Here we apply the ‘method of exclusion’ to look for the presence/absence of behaviors that could be considered potential cultural traits in well-habituated groups from five study sites of the two species of gorillas. Of the 41 behaviors considered, 23 met the criteria of potential cultural traits, of which one was foraging related, nine were environment related, seven involved social interactions, five were gestures, and one was communication related. There was a strong positive correlation between behavioral dissimilarity and geographic distance among gorilla study sites. Roughly half of all variation in potential cultural traits was intraspecific differences (i.e. variability among sites within a species) and the other 50% of potential cultural traits were differences between western and eastern gorillas. Further research is needed to investigate if the occurrence of these traits is influenced by social learning. These findings emphasize the importance of investigating cultural traits in African apes and other species to shed light on the origin of human culture. PMID:27603668

  16. On radicalizing behaviorism: A call for cultural analysis

    Science.gov (United States)

    Malagodi, E. F.

    1986-01-01

    Our culture at large continues many practices that work against the well-being of its members and its chances for survival. Our discipline has failed to realize its potential for contributing to the understanding of these practices and to the generation of solutions. This failure of realization is in part a consequence of the general failure of behavior analysts to view social and cultural analysis as a fundamental component of radical behaviorism. This omission is related to three prevailing practices of our discipline. First, radical behaviorism is characteristically defined as a “philosophy of science,” and its concerns are ordinarily restricted to certain epistemological issues. Second, theoretical extensions to social and cultural phenomena too often depend solely upon principles derived from the analysis of behavior. Third, little attention has been directed at examining the relationships that do, or that should, exist between our discipline and related sciences. These practices themselves are attributed to certain features of the history of our field. Two general remedies for this situation are suggested: first, that radical behaviorism be treated as a comprehensive world view in which epistemological, psychological, and cultural analyses constitute interdependent components; second, that principles derived from compatible social-science disciplines be incorporated into radical behaviorism. PMID:22478643

  17. On radicalizing behaviorism: A call for cultural analysis.

    Science.gov (United States)

    Malagodi, E F

    1986-01-01

    Our culture at large continues many practices that work against the well-being of its members and its chances for survival. Our discipline has failed to realize its potential for contributing to the understanding of these practices and to the generation of solutions. This failure of realization is in part a consequence of the general failure of behavior analysts to view social and cultural analysis as a fundamental component of radical behaviorism. This omission is related to three prevailing practices of our discipline. First, radical behaviorism is characteristically defined as a "philosophy of science," and its concerns are ordinarily restricted to certain epistemological issues. Second, theoretical extensions to social and cultural phenomena too often depend solely upon principles derived from the analysis of behavior. Third, little attention has been directed at examining the relationships that do, or that should, exist between our discipline and related sciences. These practices themselves are attributed to certain features of the history of our field. Two general remedies for this situation are suggested: first, that radical behaviorism be treated as a comprehensive world view in which epistemological, psychological, and cultural analyses constitute interdependent components; second, that principles derived from compatible social-science disciplines be incorporated into radical behaviorism.

  18. Spiritual leadership at the workplace: Perspectives and theories.

    Science.gov (United States)

    Meng, Yishuang

    2016-10-01

    Leadership has always been an area of interest since time immemorial. Nevertheless, scientific theories regarding leadership started to appear only from the beginning of the 20th century. Modern theories of leadership such as strategic leadership theory emerged as early as the 1980s when outdated theories of behavioral contingency were questioned, resulting in the beginning of a shift in focus leading to the emergence of modern theories hypothesizing the importance of vision, motivation and value-based control of clan and culture. Value-driven clan control emphasizes the importance of the role played by employees in a rapidly changing work environment. Therefore, the 21st century marked the rise of the need to establish a culture driven by values, inspiring the workforce to struggle and strongly seek a shared vision. This can be accomplished by an effective and motivating leadership.

  19. Spiritual leadership at the workplace: Perspectives and theories

    Science.gov (United States)

    Meng, Yishuang

    2016-01-01

    Leadership has always been an area of interest since time immemorial. Nevertheless, scientific theories regarding leadership started to appear only from the beginning of the 20th century. Modern theories of leadership such as strategic leadership theory emerged as early as the 1980s when outdated theories of behavioral contingency were questioned, resulting in the beginning of a shift in focus leading to the emergence of modern theories hypothesizing the importance of vision, motivation and value-based control of clan and culture. Value-driven clan control emphasizes the importance of the role played by employees in a rapidly changing work environment. Therefore, the 21st century marked the rise of the need to establish a culture driven by values, inspiring the workforce to struggle and strongly seek a shared vision. This can be accomplished by an effective and motivating leadership.

  20. Developing Inclusive Education Systems: The Role of Organisational Cultures and Leadership

    Science.gov (United States)

    Ainscow, Mel; Sandill, Abha

    2010-01-01

    Including all children in education is the major challenge facing educational systems around the world, in both developing and developed countries. Drawing on research evidence and ideas from a range of international literature, this paper argues that leadership practice is a crucial element in gearing education systems towards inclusive values…

  1. Transitioning Normalcy: Organizational Culture, African American Administrators, and Diversity Leadership in Higher Education

    Science.gov (United States)

    Wolfe, Brandon L.; Dilworth, Paulette Patterson

    2015-01-01

    In this article, we present findings from a review and synthesis of historical and contemporary research to examine the concept of diversity leadership in higher education as it pertains to African American administrators at predominantly White colleges and universities. Through the use of critical race theory, we first argue that to understand…

  2. Cultural Transferability of Socially Responsible Leadership: Findings from the United States and Mexico

    Science.gov (United States)

    Dugan, John P.; Rossetti Morosini, Ana M.; Beazley, Michael R.

    2011-01-01

    The purpose of this study was to examine similarities and differences in students' capacities for socially responsible leadership as well as significant predictors of its development at a higher education institution in Mexico as compared with US schools. Results revealed that Mexican students both entered and left college with significantly…

  3. Urban District Anchors Culture Shift in Standards-Based Leadership Strategy

    Science.gov (United States)

    Anthony, Douglas W.; Shetley, Pamela R.

    2017-01-01

    With its 208 schools, 130,000 students, and 19,000 employees, Prince George's County Public Schools (PGCPS) in Maryland is one of the country's largest school districts. Serving a high-poverty student population from urban, suburban, and rural communities, the district requires leadership that can enable its learners to combat the conditions of…

  4. Creating a culture of innovation in nursing education through shared vision, leadership, interdisciplinary partnerships, and positive deviance.

    Science.gov (United States)

    Melnyk, Bernadette Mazurek; Davidson, Sandra

    2009-01-01

    Although innovation is typically viewed by healthcare and academic institutions, business leaders, entrepreneurs, and private corporations as necessary for continuous improvement, high-quality care, and scientific advancement, barriers in creating and sustaining innovative academic environments abound and require effective leadership to overcome them. Therefore, the purpose of this article is to describe the major barriers and facilitators to innovation in colleges of nursing and healthcare professions along with recommendations for creating a culture of innovation in these academic environments. In addition, key strategies for educational innovation are discussed. Innovations launched by the Arizona State University College of Nursing & Healthcare Innovation are highlighted to provide examples of how a college that established innovation as a top priority in 2005 in its strategic plan created an innovative culture that has led to several successful outcomes.

  5. Wisdom of Chinese Culture and leadership Cultivation%国学智慧与领导修养

    Institute of Scientific and Technical Information of China (English)

    倪敏

    2015-01-01

    Chinese culture is the Chinese nation's identity card and symbol of the Chinese nation. It can provide useful inspiration for the management of the country, also can provide useful inspiration for the moral construction, this article analyzes the important significance of leading cadres to learn Chinese culture, and then from the two aspects of life and the use of people to learn how to learn from the essence, improve leadership training.%国学是中华民族成为中华民族的身份证和象征,可以为治国理政提供有益启示,也可以为道德建设提供有益启发.分析了领导干部学习国学的重要意义,然后从做人和用人两方面探究了如何汲取国学精华,提升领导修养.

  6. Ethics: the evidence of leadership.

    Science.gov (United States)

    Piper, Llewellyn E

    2007-01-01

    Today's leaders in health care are being challenged by many demands and issues. To confront these many demands, health care leaders must have the ability to make decisions based on ethics. To ensure the survivability of an organization, the leadership must have values grounded on ethical principles. The problem in today's health care organizations is that not enough emphasis is being placed on a culture of ethics within the organization and within the behavior of the leadership. This article addresses the ethical issues facing today's health care leaders. In this article, an overview of the history and philosophy of ethics is provided along with definitions, guidelines, and a model to assist the leadership in health care organization to pursue and to adhere to a more ethical course.

  7. Globalisation and Societal Culture: Redefining Schooling and School Leadership in the Twenty-First Century.

    Science.gov (United States)

    Dimmock, Clive; Walker, Allan

    2000-01-01

    Discusses the concept of globalization and explores the relationship between globalization and societal culture. States the transfer between systems must be more culturally sensitive. Offers a list of cultural dimensions to gauge the influence of cultures. Argues that greater cultural sensitivity is necessary when raising issues on school reform…

  8. How inconsistency between attitude and behavior persists through cultural transmission.

    Science.gov (United States)

    Sekiguchi, Takuya; Nakamaru, Mayuko

    2011-02-21

    Individuals tend to conform their behavior to that of the majority. Consequently, an individual's behavior is not always consistent with his or her attitude, and such inconsistency sometimes causes mental distress. Understanding the mechanism of sustaining inconsistency between attitude and behavior is a challenging problem from the viewpoint of evolutionary theory. We constructed an evolutionary game theory model in which each player has an attitude and behavior toward a single social norm, and the players' attitudes and behaviors are affected by three types of cultural transmission: vertical, oblique, and horizontal. We assumed that strategy is a combination of attitude and behavior and that the process of learning or transmitting the social norm depends on the life stage of each player. Adults play a coordination game in which players whose behaviors match those of the majority obtain a high payoff, which is diminished by any inconsistency between attitude and behavior. The adults' strategies are passed to newborns via vertical transmission, and the frequency of a newborn's replication of strategy is proportional to the corresponding adult's payoff. Newborns imitate behaviors of unrelated adults via oblique transmission. Juveniles change their attitudes or behaviors by observing other juveniles' behaviors or inferring other juveniles' attitudes (horizontal transmission). We conclude that the key factor for sustaining inconsistency between attitude and behavior is the ability of players to infer and imitate others' attitudes, and that oblique transmission promotes inconsistency.

  9. Behavior analysts and cultural analysis: Troubles and issues

    Science.gov (United States)

    Malagodi, E. F.; Jackson, Kevin

    1989-01-01

    Three strategic suggestions are offered to behavior analysts who are concerned with extending the interests of our discipline into domains traditionally assigned to the social sciences: (1) to expand our world-view perspectives beyond the boundaries commonly accepted by psychologists in general; (2) to build a cultural analytic framework upon the foundations we have developed for the study of individuals; and (3) to study the works of those social scientists whose views are generally compatible with, and complementary to, our own. Sociologist C. Wright Mills' distinction between troubles and issues and anthropologist Marvin Harris's principles of cultural materialism are related to topics raised by these three strategies. The pervasiveness of the “psychocentric” world view within psychology and the social sciences, and throughout our culture at large, is discussed from the points of view of Skinner, Mills, and Harris. It is suggested that a thorough commitment to radical behaviorism, and continuation of interaction between radical behaviorism and cultural materialism, are necessary for maintaining and extending an issues orientation within the discipline of behavior analysis and for guarding against dilutions and subversions of that orientation by “deviation-dampening” contingencies that exist in our profession and in our culture at large. PMID:22478014

  10. Identifying Differences in Cultural Behavior in Online Groups

    Energy Technology Data Exchange (ETDEWEB)

    Gregory, Michelle L.; Engel, David W.; Bell, Eric B.; Mcgrath, Liam R.

    2012-07-23

    We have developed methods to identify online communities, or groups, using a combination of structural information variables and content information variables from weblog posts and their comments to build a characteristic footprint for groups. We have worked with both explicitly connected groups and 'abstract' groups, in which the connection between individuals is in interest (as determined by content based features) and behavior (metadata based features) as opposed to explicit links. We find that these variables do a good job at identifying groups, placing members within a group, and helping determine the appropriate granularity for group boundaries. The group footprint can then be used to identify differences between the online groups. In the work described here we are interested in determining how an individual's online behavior is influenced by their membership in more than one group. For example, individuals belong to a certain culture; they may belong as well to a demographic group, and other 'chosen' groups such as churches or clubs. There is a plethora of evidence surrounding the culturally sensitive adoption, use, and behavior on the Internet. In this work we begin to investigate how culturally defined internet behaviors may influence behaviors of subgroups. We do this through a series of experiments in which we analyze the interaction between culturally defined behaviors and the behaviors of the subgroups. Our goal is to (a) identify if our features can capture cultural distinctions in internet use, and (b) determine what kinds of interaction there are between levels and types of groups.

  11. Challenging traditional leadership behaviors in a distributed and ambiguous knowledge-intensive work environment

    DEFF Research Database (Denmark)

    Børgesen, Kenneth

    2016-01-01

    the product is hard to measure, hard to count and hard fit into key performance indicator boxes. This calls for a fundamental expansion of the way leadership is framed and practiced in today’s organisations. By way of a case study, we explore the changing nature of how work is organised and different kinds......The aim of this study is to provide a piece to the complex puzzle of understanding leadership within a virtual community and the mother company with varying degrees of internal and external complexity. The study points to the clash between old and new ways of leadership in a virtual community where...

  12. Analyzing Behavioral and Cultural Selection Contingencies

    Directory of Open Access Journals (Sweden)

    Chad S. Hunter

    2012-01-01

    Full Text Available Se utilizó un paradigma de elección para evaluar la distribución del comportamiento entrelazado de dos grupos de dos participantes entre respuestas que tenían solo consecuencias operantes y respuestas con consecuencias culturales. En un diseño BABABAB de ensayo discreto, cada participante podría seleccionar una de tres opciones, que entregaba 3 o 5 puntos. En las condiciones B (consecuencia cultural, dos de las opciones tenían efectos adicionales: la opción de tres puntos también sumaba 3 puntos a las ganancias del otro participante, y una de las opciones de 5 puntos quitaba esa cantidad de las ganancias del otro participante. La tercera opción era igual en ambas condiciones y le entregaba 5 puntos al participante que la elegía. Los resultados indicaron que los participantes en ambos grupos inicialmente produjeron combinaciones de respuestas que ganaban 8 puntos para un individuo u otro frecuentemente (y 0 o 3 para el otro, pero la distribución de respuesta cambió hacia combinaciones de 6 puntos para cada individuo. Este paso de refuerzo máximo individual hacia máximo refuerzo grupal indica que las contingencias culturales no actuaron de acuerdo con las contingencias operantes, lo que sugiere la presencia de diferentes mecanismos de selección.

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

    OpenAIRE

    Milton eSousa; Dirk evan Dierendonck

    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 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 team...

  14. The influence of a global corporate culture on the leadership of virtual teams

    OpenAIRE

    Zenic, Christopher

    2016-01-01

    Companies from across the globe move from traditional towards virtual organisations to be able to respond effectively to developments and changes in the global economy. As a consequence, the leadership of virtual teams will evolve as one of the major challenges future leaders will have to face. Hence, this triggers a growing demand in knowledge and understanding of virtual teams from both science and practice. So far, there is only basic research available on key elements of virtual teaming a...

  15. 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)

  16. 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)

  17. The moderating role of safety-specific trust on the relation between safety-specific leadership and safety citizenship behaviors.

    Science.gov (United States)

    Conchie, Stacey M; Donald, Ian J

    2009-04-01

    The authors examined whether safety-specific trust moderates or mediates the relationship between safety-specific transformational leadership and subordinates' safety citizenship behavior. Data from 139 subordinate-supervisor dyads were collected from the United Kingdom construction industry and analyzed using hierarchical regression models. Results showed that safety-specific trust moderated rather than mediated the effects of safety-specific transformational leaders on subordinates' behavior. Specifically, in conditions of high and moderate safety-specific trust, leaders had a significant effect on subordinates' safety citizenship behavior. However, in conditions of low safety-specific trust, leaders did not significantly influence subordinates' safety citizenship behavior. The implications of these findings for general safety theory and practice are discussed.

  18. Patient safety in organizational culture as perceived by leaderships of hospital institutions with different types of administration

    Directory of Open Access Journals (Sweden)

    Natasha Dejigov Monteiro da Silva

    2016-06-01

    Full Text Available Abstract OBJECTIVE To identify the perceptions of leaderships toward patient safety culture dimensions in the routine of hospitals with different administrative profiles: government, social and private organizations, and make correlations among participating institutions regarding dimensions of patient safety culture used. METHOD A quantitative cross-sectional study that used the Self Assessment Questionnaire 30 translated into Portuguese. The data were processed by analysis of variance (ANOVA in addition to descriptive statistics, with statistical significance set at p-value ≤ 0.05. RESULTS According to the participants' perceptions, the significant dimensions of patient safety culture were 'patient safety climate' and 'organizational learning', with 81% explanatory power. Mean scores showed that among private organizations, higher values were attributed to statements; however, the correlation between dimensions was stronger among government hospitals. CONCLUSION Different hospital organizations present distinct values for each dimension of patient safety culture and their investigation enables professionals to identify which dimensions need to be introduced or improved to increase patient safety.

  19. Values and the Scientific Culture of Behavior Analysis

    Science.gov (United States)

    Ruiz, Maria R.; Roche, Bryan

    2007-01-01

    As scientists and practitioners, behavior analysts must make frequent decisions that affect many lives. Scientific principles have been our guide as we work to promote effective action across a broad spectrum of cultural practices. Yet scientific principles alone may not be sufficient to guide our decision making in cases with potentially…

  20. A Study of School Culture, Leadership, Teacher Quality and Student Outcomes via a Performance Framework in Elementary Schools Participating in a School Reform Initiative

    Science.gov (United States)

    Ohlson, Matthew

    2009-01-01

    The purpose of this study was to examine the relationships among teacher quality characteristics and school culture components and their influence upon student attendance and suspension rates. In addition, the research also examined the educational leadership practices of exemplary school principals in relation to the components of a collaborative…

  1. 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

  2. IMPACT OF SUPPORTIVE LEADERSHIP AND ORGANIZATIONAL LEARNING CULTURE AS A MODERATOR ON THE RELATIONSHIP OF PSYCHOLOGICAL EMPOWERMENT AND ORGANIZATIONAL COMMITMENT

    Directory of Open Access Journals (Sweden)

    Syed Abir Hassan Naqvi

    2011-10-01

    Full Text Available Due to forces of globalization organization are going to multinational. Severity of competition is forcing organizations to psychological empower their employees for maximum performance. In the presence of organizational learning culture and supportive leadership psychological empowerment of employee will lead to organizational commitment. This paper attempt to analyze the relationship among these variables in the context of existing literature. Present days managers face the challenges of motivating employees. Psychological empowerment is the one of the best tool to provide them felling of autonomy and self drive this conceptual development is presented here with the hope that future researchers will analysis these relationships more deeply for the performance optimization of the organization.

  3. 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.

  4. Leadership in Sport: The Situational Leadership Theory.

    Science.gov (United States)

    Case, Robert W.

    1984-01-01

    Situational leadership theory suggests that to reach maximum leadership effectiveness, the leader must adapt his/her behavior to different situations. For athletic coaches, this means that the amount of direction provided for students should increase or decrease according to the students' maturity levels. Applications of the theory are discussed.…

  5. Leadership in Sport: The Situational Leadership Theory.

    Science.gov (United States)

    Case, Robert W.

    1984-01-01

    Situational leadership theory suggests that to reach maximum leadership effectiveness, the leader must adapt his/her behavior to different situations. For athletic coaches, this means that the amount of direction provided for students should increase or decrease according to the students' maturity levels. Applications of the theory are discussed.…

  6. African American Women Executives' Leadership Communication within Dominant-Culture Organizations: (Re)Conceptualizing Notions of Collaboration and Instrumentality.

    Science.gov (United States)

    Parker, Patricia S.

    2001-01-01

    Examines African American women executives' leadership communication within majority White, male-dominated organizations in the United States. Reveals five themes related to the executives' leadership communication that challenge views of women as master collaborators who shun control-oriented leadership. Offers implications of this study for…

  7. Neural correlates of behavioral preference for culturally familiar drinks.

    Science.gov (United States)

    McClure, Samuel M; Li, Jian; Tomlin, Damon; Cypert, Kim S; Montague, Latané M; Montague, P Read

    2004-10-14

    Coca-Cola (Coke) and Pepsi are nearly identical in chemical composition, yet humans routinely display strong subjective preferences for one or the other. This simple observation raises the important question of how cultural messages combine with content to shape our perceptions; even to the point of modifying behavioral preferences for a primary reward like a sugared drink. We delivered Coke and Pepsi to human subjects in behavioral taste tests and also in passive experiments carried out during functional magnetic resonance imaging (fMRI). Two conditions were examined: (1) anonymous delivery of Coke and Pepsi and (2) brand-cued delivery of Coke and Pepsi. For the anonymous task, we report a consistent neural response in the ventromedial prefrontal cortex that correlated with subjects' behavioral preferences for these beverages. In the brand-cued experiment, brand knowledge for one of the drinks had a dramatic influence on expressed behavioral preferences and on the measured brain responses.

  8. 县级党政领导行为与绩效:304个样本%The Behaviors and Performance of the County Party and Government Leadership: 304 Samples

    Institute of Scientific and Technical Information of China (English)

    马佳铮

    2012-01-01

    This paper use the range leadership model as theoretical basis, MLQ-5X scale as tools, Gansu province's 304 civil servants as samples to investigate the leadership behavior composition of top leaders in the party and government agencies. The statistical results shows that a county-level party and government agency leaders leadership behavior is constituted by transformational leadership, transactional leadership behavior and laissez-faire leadership behavior three types of leadership behaviors. The paper analyzes the specific behavioral elements contained by the three kinds of leadership behavior by item. A comprehensive understanding of leadership behavior constitutes could guide leadership behavior choice, and thus enhance the positive leadership behavior.%以全距领导模型为理论基础,MLQ-5X量表为工具,对G省内304名县委、县政府公务员就县级党政机构“一把手”的领导行为构成情况展开调查和统计分析,发现:县级党政机构核心领导者的领导行为是一种由变革型领导行为、交易型领导行为和自由放任型领导行为三类领导行为共同构成的综合型领导行为。全面了解县级党政机构核心领导者领导行为的构成现状对于正向引导领导行为选择,进而提升领导效果具有积极的现实指导意义。

  9. Características del liderazgo en el sector de relaciones públicas. Resultados comparativos del Cross-Cultural Study of Leadership in Public Relations and Communication Management /Characteristics of Leadership in Public Relations. A comparison of results

    Directory of Open Access Journals (Sweden)

    Cristina Navarro Ruiz

    2013-05-01

    Full Text Available ResumenEste artículo ofrece un análisis comparativo de los factores de liderazgo en el sector de las relaciones públicas y la gestión de la comunicación entre España y el conjunto de los 23 países que han participado en el Cross-Cultural Cultural Study of Leadership in Public Relations and Communication Management, promovido por la Universidad de Alabama y financiado por IBM y Heyman Associates. Siguiendo el modelo conceptual de Meng y Berger (2011, se abordan los desafíos que afrontan las relaciones públicas en la actualidad, así como los requisitos y características de los ‘líderes excelentes’. Los resultados obtenidos suponen un avance en el conocimiento científico sobre el liderazgo en la gestión de comunicación, un tema aún de escaso desarrollo en la literatura académica internacional y especialmente poco explorado en España.AbstractThis paper offers a comparative analysis of leadership dimensions in public relations and communication management between Spain and a group of 23 countries which have participated in the Cross-Cultural Study of Leadership in Public relations and CommunicationManagement, conducted by the University of Alabama and financed by IBM and Heymann Associates. Following the conceptual model from Meng and Berger (2011, this paper investigates the challenges faced by public relations, as well as the prerequisites of excellent leaders. Achieved results make a breakthrough in scientific knowledge about leadership in communication management, a little developed subject in academic literature, especially in Spain.

  10. Leadership Change:a Perspective from China

    Institute of Scientific and Technical Information of China (English)

    王溪

    2016-01-01

    Leadership is not only about knowledge or skills, but also about emotional intelligence and ethical factors. It varies due to different cultures and development degree. Chinese traditional leadership emphasizes collectivism, leading to an ethic-oriented style of leadership, which is important in modern China. Studying comparison and contrast between traditional leadership and modern leadership (which will inevitably involve western leadership) in China will show us how to learn from the past and the west.

  11. 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 engage

  12. 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

  13. Measuring Behaviors of Air Force Officers as Indicators of Effective Performance and Leadership.

    Science.gov (United States)

    1995-09-01

    Lawrence Erlbaum Associates, Publishers, 1983. Conger , Jay A., Rabindra N. Kanungo , and Assoc. Charismatic Leadership. Oxford: Jossey-Bass Publishers...Motowidlo (1983), Air Command and Staff College (1988), Conger et al. (1989), Borman and Brush (1993), and Van Scotter and Shane (1995) each developed lists

  14. Organizational Behavior Research in Transition Time of China

    Institute of Scientific and Technical Information of China (English)

    SHI Kan

    2004-01-01

    The article is to introduce author's research results in recent years in the field of leadership behavior. The main researches conducted in this field include competency model of senior executives in communication industry and family firms; transformational leadership and its relationship with leadership effectiveness, the impact of supervisor's feedback on employees' behavior and the cross-culture study of supervisor's feedback. Theoretical and practical contributions of these researches are explained. Directions for future research are discussed.

  15. How do culture media influence in vitro perivascular cell behavior?

    Science.gov (United States)

    Huber, Birgit; Volz, Ann-Cathrin; Kluger, Petra Juliane

    2015-12-01

    Perivascular cells are multilineage cells located around the vessel wall and important for wall stabilization. In this study, we evaluated a stem cell media and a perivascular cell-specific media for the culture of primary perivascular cells regarding their cell morphology, doubling time, stem cell properties, and expression of cell type-specific markers. When the two cell culture media were compared to each other, perivascular cells cultured in the stem cell medium had a more elongated morphology and a faster doubling rate and cells cultured in the pericyte medium had a more typical morphology, with several filopodia, and a slower doubling rate. To evaluate stem cell properties, perivascular cells, CD146(-) cells, and mesenchymal stem cells (MSCs) were differentiated into the adipogenic, osteogenic, and chondrogenic lineages. It was seen that perivascular cells, as well as CD146(-) cells and MSCs, cultured in stem cell medium showed greater differentiation than cells cultured in pericyte-specific medium. The expression of pericyte-specific markers CD146, neural/glial antigen 2 (NG2), platelet-derived growth factor receptor-β (PDGFR-β), myosin, and α-smooth muscle actin (α-SMA) could be found in both pericyte cultures, as well as to varying amounts in CD146(-) cells, MSCs, and endothelial cells. The here presented work shows that perivascular cells can adapt to their in vitro environment and cell culture conditions influence cell functionality, such as doubling rate or differentiation behavior. Pericyte-specific markers were shown to be expressed also from cells other than perivascular cells. We can further conclude that CD146(+) perivascular cells are inhomogeneous cell population probably containing stem cell subpopulations, which are located perivascular around capillaries.

  16. Examining Culture's Impact on the Learning Behaviors of International Students from Confucius Culture Studying in Western Online Learning Context

    Science.gov (United States)

    Kang, Haijun; Chang, Bo

    2016-01-01

    There is a lack of shared understanding of how culture impacts learning in online environment. Utilizing document analysis, the authors in this research study culture's impact on the learning behaviors of student sojourners from Confucius culture studying in Western online learning context. The shared understandings of Confucius culture and…

  17. Liderazgo para la cultura escolar (Leadership for School Culture). ERIC Digest.

    Science.gov (United States)

    Stolp, Stephen

    The concept of school culture offers principals and other leaders a broader framework for understanding problems and relationships within the school. School culture can be defined as the historically transmitted patterns of meaning that include the norms, values, beliefs, and myths understood by members of the school community. Researchers have…

  18. Histories of Leadership in the Copenhagen Phil

    DEFF Research Database (Denmark)

    Møller, Søren Friis

    2017-01-01

    The article offers a cultural view of narrativity in studies of leadership in addition to the mimetic, the structural and the communicative views to account for the role of culture in making sense of leadership. It proposes three interlinked aspects of narrativity: performativity, structure...... and cultural embeddedness as methodological considerations challenging the alleged innocence of narratives. It demonstrates the cultural propensity of certain understandings of leadership, and it suggests historical accounts of leadership constitute templates for future understandings of leadership....... This is unfolded in the case of a symphony orchestra, and exemplified by two narratives producing different understandings of leadership....

  19. Comparing Educational Leadership Research

    Science.gov (United States)

    Moos, Lejf

    2013-01-01

    Educational leadership practice is embedded and shaped in its own context. However, contemporary policy makers are keen to use research findings from multiple educational systems to produce overall, generic models of best leadership practice. Therefore, research needs to encompass analyses of the political, societal, cultural, and institutional…

  20. Impacts of Different Culture on Management Style

    Institute of Scientific and Technical Information of China (English)

    陈国君

    2015-01-01

    cultural differences affect the management behavior and management style.Participatory management style in the United States and instructional management style in China has a deep cultural roots.In terms of the type of management style,they are equal.As long as management style is consistent with its culture accordingly,the leadership will be effective.