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Sample records for culture leadership behavior

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

    Science.gov (United States)

    Bolton, David A.

    2011-01-01

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

  2. 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.

  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 Leadership Style Model That Builds Work Behavior Through Organizational Culture

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    Arasy Alimudin

    2017-09-01

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

  6. 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.

  7. 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.

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

    Science.gov (United States)

    Sagnak, Mesut

    2017-01-01

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

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

    Science.gov (United States)

    O'Connor, Shawn; Carlson, Elizabeth

    2016-04-01

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

  10. 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…

  11. 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

  12. Conceptualizing leadership across cultures

    NARCIS (Netherlands)

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

    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

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

    Science.gov (United States)

    Valley, Amina B.

    2009-01-01

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

  14. 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…

  15. 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.

  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. 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. (PsycINFO Database Record (c) 2010 APA, all rights reserved).

  18. 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.

  19. Madrasah Culture Based Transformational Leadership Model

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    Nur Khoiri

    2016-10-01

    Full Text Available Leadership is the ability to influence, direct behavior, and have a particular expertise in the field of the group who want to achieve the goals. A dynamic organization requires transformational leadership model. A school principal as a leader at school aims to actualize good learning leadership. Leadership learning focuses on learning which components include curriculum, teaching and learning process, assessment, teacher assessment and development, good service in learning, and developing a learning community in schools based on organizational culture as value, assumption, belief evolved from the roots of member thought of the organization and believed by all members of the organization and implemented in everyday life that could give meaning Keywords: leadership, transformational leadership, headmaster, instructional leadership, organizational culture.

  20. Cross-cultural leadership: leading around the world.

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    Hanges, Paul J; Aiken, Juliet R; Park, Joo; Su, Junjie

    2016-04-01

    Situational models of leadership have been discussed since the mid-1960s. In this paper, we review the evidence concerning one such contextual variable, societal culture. The traditional cross-cultural literature shows how culture affects the kind of leadership characteristics, attributes, and behaviors desired and believed to be important in a society. The research also shows that culture moderates the outcomes resulting from different styles of leadership. The newly emerging global leadership literature focuses on leadership when followers are culturally diverse. We review the current state of these literatures and provide research suggestions. Copyright © 2015 Elsevier Ltd. All rights reserved.

  1. Culture-Based Leadership

    Science.gov (United States)

    Quantz, Richard; Cambron-McCabe, Nelda; Dantley, Michael; Hachem, Ali H.

    2017-01-01

    The field of educational leadership is beset with a barrage of different "leadership theories". There are so many differently named theories and models of leadership that the student and practitioner have difficulty understanding them as anything other than an automat of alternatives. To confuse matters even more, nearly all of these…

  2. Leadership and safety culture. Leadership for safety

    International Nuclear Information System (INIS)

    Fischer, Erwin; Nithack, Eckhard

    2016-01-01

    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.

  3. 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.

  4. 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.

  5. 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.

  6. The Influence of Spiritual Intelligence,Leadership, and Organizational Culture on Organizational Citizenship Behavior: a Study to Islamic Bank in Makassar City

    OpenAIRE

    HM, Muhdar; Rahma, St

    2015-01-01

    The aims of this study are to find out and to analys: (1) the influence of spiritual intelligence on organizational  citizenship  behavior; (2) the influence of leadership on organizational  citizenship  behavior; (3) the influence of organizationan culture on organizational  citizenship  behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula.  The samples were selected in two...

  7. 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

  8. Linking transformational leadership and organizational culture

    NARCIS (Netherlands)

    den Hartog, D.N.; van Meijen, J.J.; Koopman, P.L.

    1996-01-01

    Many authors assume a strong relationship between culture and leadership in organizations. Leaders create, transform and manage organizational cultures. Although this linkage between organizational culture and leadership is often referred to, hypotheses and propositions are often not specific and

  9. 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),…

  10. Feminine leadership and organisational culture

    OpenAIRE

    Paul Marinescu; Sorin George Toma; Andreea Seseanu

    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...

  11. The Cultural in Leadership

    NARCIS (Netherlands)

    Kolsteeg, Johan

    2018-01-01

    This contribution discusses how the political and the artistic fields share the desire to realise a common meeting place where politicians and artists can address societal issues. This common space is approached in top-down EU discourses; and in bottom-up artistic critical leadership. These

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

    OpenAIRE

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

    1987-01-01

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

  13. Leadership and Safety Culture: An INPO Perspective

    International Nuclear Information System (INIS)

    Williams, D.J.

    2016-01-01

    The mission of INPO is to foster a culture of safety and reliability in the nuclear industry and it has been supporting nuclear power plants for over 30 years. Although our industry is characterised by long-term success, plants sometime exhibit performance decline, often slowly, but in some cases, quickly. The link between the presence of effective leadership teams and high levels of sustainable performance is supported by numerous examples throughout our industry’s history. Unfortunately, at times, site and corporate leaders are either unaware of the declines or are slow to react to them. INPO has identified that weak leadership teams and weak organization cultures have continued to challenge industry performance and have been identified as key drivers of plant declines. After reviewing industry strengths and areas for improvement, interactions with high-performing organizations, and applicable research, nine leadership attributes and five team attributes were commonly associated with high performance. INPO has captured these attributes in the document “INPO 15-005, Leadership and Team Effectiveness Attributes” to help the industry more quickly identify weak leadership behaviors to help prevent plant performance declines. This presentation covers the rationale behind the development of INPO 15-005 and the contents of the model. It identifies the standards of effective leadership and teams within the framework of the commercial nuclear industry and describes observable attributes seen in effective organization. (author)

  14. 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.

  15. Cultural Issues in Psychiatric Administration and Leadership

    Science.gov (United States)

    Aggarwal, Neil Krishan

    2016-01-01

    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. PMID:26071640

  16. Leadership and Safety Culture: Leadership for Safety

    International Nuclear Information System (INIS)

    Fischer, E.

    2016-01-01

    Following the challenge to operate Nuclear Power Plants towards operational excellence, a highly skilled and motivated organization is needed. Therefore, leadership is a valuable success factor. On the other hand a well-engineered safety orientated design of NPP’s is necessary. Once built, an NPP constantly requires maintenance, ageing management and lifetime modifications. E.ON tries to keep the nuclear units as close as possible to the state of the art of science and technology. Not at least a requirement followed by our German regulation. As a consequence of this we are continuously challenged to improve our units and the working processes using national and international operational experiences too. A lot of modifications are driven by our self and by regulators. That why these institutions — authorities and independent examiners—contribute significantly to the safety success. Not that it is easy all the day. The relationship between the regulatory body, examiners and the utilities should be challenging but also cooperative and trustful within a permanent dialog. To reach the common goal of highest standards regarding nuclear safety all parties have to secure a living safety culture. Without this attitude there is a higher risk that safety relevant aspects may stay undetected and room for improvement is not used. Nuclear operators should always be sensitized and follow each single deviation. Leaders in an NPP-organization are challenged to create a safety-, working-, and performance culture based on clear common values and behaviours, repeated and lived along all of our days to create a least a strong identity in the staffs mind to the value of safety, common culture and overall performance. (author)

  17. Feminine leadership and organisational culture

    Directory of Open Access Journals (Sweden)

    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

  18. Culturally Responsive Leadership for Community Empowerment

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    Johnson, Lauri

    2014-01-01

    Culturally responsive leadership, derived from the concept of culturally responsive pedagogy, incorporates those leadership philosophies, practices, and policies that create inclusive schooling environments for students and families from ethnically and culturally diverse backgrounds. In this essay I extend the tenets of culturally responsive…

  19. Cross-cultural Leadership

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    Oana Simona Hudea

    2014-05-01

    Full Text Available The present paper is meant to outline the positive effects that diversity may have on any organisation, subject to the condition that the said diversity be appropriately managed. As the leader is a person who, by power of example, makes other people adopting a similar attitude, the actions of the same oriented towards the fructification of the advantages of a cross-cultural environment, which are depicted in this study, are not only directly, but also indirectly, by synergy, impacting, in a positive way, on the organisation.Innovation, performance, competitive advantage and reputation are just some of the outcomes of finding unity in diversity.

  20. Leadership for Learning: Tasks of Learning Culture

    Science.gov (United States)

    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,…

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

    Science.gov (United States)

    Aiken, Debra L.

    2010-01-01

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

  2. Madrasah Culture Based Transformational Leadership Model

    OpenAIRE

    Nur Khoiri

    2016-01-01

    Leadership is the ability to influence, direct behavior, and have a particular expertise in the field of the group who want to achieve the goals. A dynamic organization requires transformational leadership model. A school principal as a leader at school aims to actualize good learning leadership. Leadership learning focuses on learning which components include curriculum, teaching and learning process, assessment, teacher assessment and development, good service in learning, and developing a ...

  3. Leadership styles: The role of cultural intelligence

    Directory of Open Access Journals (Sweden)

    Anthony Solomon

    2017-07-01

    Full Text Available Orientation: Within both the South African context and abroad, leaders are increasingly being required to engage with staff members whose cultures differ from their own. As the attractiveness of different leadership styles varies in line with staff member cultural preferences, the challenge leaders face is that their behaviours may no longer be apposite. 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: The purpose of this study was to explore the relationship between leader cultural intelligence and the empowering and directive styles of leadership, as perceived by subordinates. Motivation for the study: To operate successfully, leaders need to adopt and display those leadership styles that best match the cultural expectations of their staff members. Cultural intelligence may assist in this respect. Most of the studies on leader cultural intelligence and leadership styles have concentrated on the transformational leadership style. There is, thus, a requirement to examine how leader cultural intelligence relates to other leadership styles. Research design, approach and method: The study was quantitative in nature and made use of a cross-sectional survey design. Data were collected from 1140 staff members spread across 19 diverse organisations carrying on business activities in South Africa. Correlation and regression techniques were performed to identify relationships. Main findings: Leader cultural intelligence was found to have a stronger relationship with empowering leadership than it had with directive leadership. With empowering leadership, leader metacognitive and motivational cultural intelligence acted as important antecedents, whilst for directive leadership, leader’s motivational, cognitive and metacognitive cultural intelligence played a predictive part that carried a medium

  4. Leadership Behaviors In Project Design Offices

    OpenAIRE

    Kasapoğlu, Esin

    2011-01-01

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

  5. Leadership Challenges in a Culture of Entitlement

    Science.gov (United States)

    2013-04-18

    transparent is that such a culture, if it exists, may present a significant leadership challenge to overcome. During the research for this debate, a...subject matter and to improve leadership discussions. Supported conclusions have been provided with recommended courses of action to mitigate

  6. Beyond cultural values? Cultural leadership ideals and entrepreneurship

    OpenAIRE

    Stephan, Ute; Pathak, Saurav

    2016-01-01

    This paper offers a fresh perspective on national culture and entrepreneurship research. It explores the role of Culturally-endorsed implicit Leadership Theories (CLTs) – i.e., the cultural expectations about outstanding, ideal leadership – on individual entrepreneurship. Developing arguments based on culture-entrepreneurship fit, we predict that charismatic and self-protective CLTs positively affect entrepreneurship. They provide a context that enables entrepreneurs to be co-operative in ord...

  7. 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.

  8. The Effect of Authentic Leadership on School Culture: A Structural Equation Model

    Science.gov (United States)

    Karadag, Engin; Oztekin-Bayir, Ozge

    2018-01-01

    In the study, the effect of school principals' authentic leadership behaviors on teachers' perceptions of school culture was tested with the structural equation model. The study was carried out with the correlation research design. Authentic leadership behavior was taken as the independent variable, and school culture was taken as the dependent…

  9. 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

  10. Leadership Training for Cultural Diversity.

    Science.gov (United States)

    Smith, Searetha

    1996-01-01

    Addresses leadership in a diverse society, especially in schools and the workplace, and examines one school administrator's success at getting a resistant faculty and principal to incorporate multicultural education into the school environment and curriculum. A 10-day multicultural leadership training program is described. (GR)

  11. 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

  12. The Moderating Role of Cultural Similarity in Leadership Training Effectiveness

    Science.gov (United States)

    Xu, Qiumei Jane; Jiang, Jianfeng

    2010-01-01

    Purpose: This paper aims to examine the moderating role of cultural similarity between leaders and followers on leadership training effectiveness in terms of followers' fairness perception and organizational citizenship behavior. Design/methodology/approach: A quasi-experiment was conducted with 40 managers from international corporations as the…

  13. Culturally Responsive Leadership in School Libraries

    Science.gov (United States)

    Summers, Laura L.

    2010-01-01

    Students need culturally responsive teacher-librarians who focus on 21st century skills for all students. Basic principles for culturally responsive leadership in school libraries are articulated by multicultural educators who know that social equity is more important than ever, as the number of diverse and underserved students increase each year.…

  14. Leadership behaviors of frontline staff nurses.

    Science.gov (United States)

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

    2014-11-01

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

  15. 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.

  16. 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.

  17. Cultural Leadership: The Culture of Excellence in Education.

    Science.gov (United States)

    Cunningham, William G.; Gresso, Donn W.

    Changing the system of rules, roles, and relationships that determine how the components of school redesign are addressed is the challenge that confronts administrators who seek to create a culture of excellence in schools. This book examines the role of effective leadership in achieving significant educational improvement, arguing that culture,…

  18. Relationship between organizational culture, leadership style and ...

    African Journals Online (AJOL)

    This study investigated the relationship between organizational culture, leadership style and job satisfaction in a Nigerian private manufacturing organization. The study population consisted of employees of International Brewery Plc, Ilesha and the study sample consisted of 80% of the workforce at the Brewery comprising ...

  19. Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

    NARCIS (Netherlands)

    den Hartog, D.N.; House, R.J.; Ruiz-Quintanilla, S.A.; Dorfman, P.W.; Koopman, P.L.

    1999-01-01

    This study focuses on culturally endorsed implicit theories of leadership (CLTs). Although crosscultural research emphasizes that different cultural groups likely have different conceptions of what leadership should entail, a controversial position is argued here: namely that attributes associated

  20. An investigation on leadership styles in different cultures

    OpenAIRE

    Mostafa Emami; Mohammad Javad Esfahani; Mahmoud Malmir

    2013-01-01

    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 organizatio...

  1. Nurse practitioners: leadership behaviors and organizational climate.

    Science.gov (United States)

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

    1990-01-01

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

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

    Science.gov (United States)

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

    2015-08-01

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

  3. 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.

  4. Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

    Directory of Open Access Journals (Sweden)

    Junwei Zheng

    2017-12-01

    Full Text Available Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level

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

    Directory of Open Access Journals (Sweden)

    Anthony Solomon

    2017-06-01

    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.

  6. Impacts of organizational leadership and culture on organizational ...

    African Journals Online (AJOL)

    Impacts of organizational leadership and culture on organizational trust: Role of job cadre. ... Open Access DOWNLOAD FULL TEXT ... Data analysis via two separate 2X2X2 ANOVA revealed significant main influences of leadership quality ...

  7. 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.

  8. 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. PsycINFO Database Record (c) 2010 APA, all rights reserved.

  9. 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.

  10. From Post-Colonial to Neoliberal Schooling in Somalia: The Need for Culturally Relevant School Leadership among Somaliland Principals

    Science.gov (United States)

    Khalifa, Muhammad A.; Bashir-Ali, Khadar; Abdi, Nimo; Witherspoon Arnold, Noelle

    2014-01-01

    This article examines school leadership behaviors and understandings of Somaliland school principals. By using postcolonial theory and critical phenomenology, we explore culturally responsive leadership in Northern Somalia; we expound on the unique ways that school leaders enact school leadership, and interact with the students, families, and…

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

    Science.gov (United States)

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

    2016-01-01

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

  12. Social Organization and Leadership in Cross-Cultural Psychology.

    Science.gov (United States)

    Chemers, Martin M.

    There is little research by social psychologists in the areas of leadership and social organization, especially from a cross-cultural perspective, though such research offers an understanding of both leadership and culture. Existing cross-cultural management studies suffer from a lack of understanding of important social and cross-cultural…

  13. Transformational Leadership VS : Transactional Leadership. The Influence of Gender and Culture on Leadership Styles of SMEs in China and Sweden

    OpenAIRE

    Xiaoxia, Pan; Xiaoxia, Pan; Jing, Wu

    2006-01-01

    Transformational and transactional leadership, which focus on the relationship between leaders and employees, are the most recent development of leadership theories. Yet studies on the impact of gender and culture on transformational and transactional leadership styles are limited. This Master Dissertation therefore aims to shed new light on that issue. First, it attempts to compare leadership styles adopted by managers of SMEs in China and Sweden. Second, it tries to evaluate which element -...

  14. 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.

  15. Promoting Transformational Leadership Through Air Force Culture

    Science.gov (United States)

    2013-03-01

    transformational leadership styles . Transformational leaders lead through social exchange, help followers grow, and empower their organization by aligning goals...Transformational leadership will truly allow the USAF to do more with less, as it improves productivity. This paper examines leadership styles and...analyzing and evaluating the effectiveness of various leadership styles , the transformational leadership theory is quickly becoming a choice approach.10

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

    Science.gov (United States)

    Kutz, Matthew R.

    2012-01-01

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

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

    Science.gov (United States)

    Dóci, Edina; Stouten, Jeroen; Hofmans, Joeri

    2015-01-01

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

  18. Impact of organisational culture and leadership style on quality of ...

    African Journals Online (AJOL)

    Impact of organisational culture and leadership style on quality of work-life among employees in Nigera. ... African Journal for the Psychological Study of Social Issues ... As hypothesized, the study reveals that organizational culture and leadership style independently and jointly significantly influence quality of work life ...

  19. A Comparison of Leadership Styles and Organizational Cultures.

    Science.gov (United States)

    Ortiz, Flora Ida

    Three separate studies of three different school superintendents are reported on in terms of the effect of leadership styles on organizational cultures. The analysis used nine descriptors derived from Schein's comprehensive description of leadership in the conduct of organizational culture creation. The report is based on historical and…

  20. 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…

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

    Science.gov (United States)

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

    2016-01-01

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

  2. Culturally Sustaining Leadership: A Pacific Islander’s Perspective

    Directory of Open Access Journals (Sweden)

    Mary Therese Perez Hattori

    2016-02-01

    Full Text Available Social justice in educational settings can be advanced through culturally sustaining leadership development programs for indigenous students, faculty, and administrators. The state of Hawai‘i has been a fertile ground for culture-based development experiences for emerging leaders from islands throughout the Pacific. These opportunities arise from the recognition of dissonance created by customary leadership programs which often give little or no attention to native cultures of the Pacific islands and prioritize other models. This essay highlights elements of my Chamoru culture that form the foundation of a culturally responsive leadership praxis within the context of American educational institutions. I offer this as an example that may help others develop their own culturally sustaining practices and inspire creation of leadership development programs which honor native cultures while facilitating effective professional practices in mainstream settings.

  3. The Role of Leadership in Fostering Employee Safety Behaviors

    International Nuclear Information System (INIS)

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

    2016-01-01

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

  4. Nuclear Safety Culture & Leadership in Slovenske Elektrarne

    International Nuclear Information System (INIS)

    Janko, P.

    2016-01-01

    This presentation shows practically how nuclear safety culture is maintained and assessed in Slovenske elektrarne, supported by human performance program and leadership model. Safety is the highest priority and it must be driven by the Leaders in the field. Human Performance is key to safety and therefore key to our success. Safety Policy of our operating organization—licence holder, is in line with international best practices and nuclear technology is recognised as special and unique. All nuclear facilities adopt a clear safety policy and are operated with overriding priority to nuclear safety, the protection of nuclear workers, the general public and the environment from risk of harm. The focus is on nuclear safety, although the same principles apply to radiological safety, industrial safety and environmental safety. Safety culture is assessed regularly based (every two years) on eight principles for strong safety culture in nuclear utilities. Encourage excellence in all plant activities and to go beyond compliance with applicable laws and regulations. Adopt management approaches embodying the principles of Continuous Improvement and risk Management is never ending activity for us. (author)

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

    Science.gov (United States)

    Bagheri, Afsaneh; Akbari, Morteza

    2018-01-01

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

  6. Leadership style in Swiss evangelical churches in the light of their historically shaped leadership culture

    Directory of Open Access Journals (Sweden)

    M. Russenberger

    2010-07-01

    Full Text Available This article is a sociological-historical study of the inter-relation between the historically developed leadership culture of democracy and leadership practice in the evangelical churches of Switzerland. Contemporary Swiss leadership style is based on the cultural inheritance of the Celts, the Romans and the Germanic tribes, the foundation of the Confederation, as well as the history of Christianity. The core values that shaped Swiss leadership culture are the idea that not too much power should vest in the individual, that there should be a democratic right of co-determination, that there should be federal freedom, and that work and achievement are very important. These same basic values still affect leadership in Swiss evangelical congregations today.

  7. Cultural variation of leadership prototypes across 22 European countries

    NARCIS (Netherlands)

    Brodbeck, Felix C.; Frese, Michael; Akerblom, Steffan; Audia, Guiseppe; Bakacsi, Gyula; Wilderom, Celeste P.M.

    2000-01-01

    This study sets out to test the assumption that concepts of leadership differ as a function of cultural differences in Europe and to identify dimensions which describe differences in leadership concepts across European countries. Middle-level managers (N = 6052) from 22 European countries rated 112

  8. Creating a Culture of Candor in the Leadership Classroom

    Science.gov (United States)

    Galpin, Timothy; Whittington, J. Lee

    2009-01-01

    A culture of candor can bring numerous benefits to any organization. Yet, candor is rare in most organizations. Despite the scarcity of its practice there is a need to develop leaders who value and use candor by demonstrating and practicing candor in the leadership classroom. A description of seven key actions that enable leadership instructors to…

  9. 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.

  10. The Traditional Chinese Philosophies in Inter-cultural Leadership

    DEFF Research Database (Denmark)

    Lin, Li; Li, Peter Ping; Roelfsema, Hein

    2018-01-01

    cultural distance. To fill the gap in the literature concerning the leadership challenges for expatriate managers in an inter-cultural context, the purpose of this paper is to elucidate the leadership styles of Chinese expatriate managers from the perspectives of three traditional Chinese philosophies (i...... that the leadership style of Chinese expatriate managers is deeply rooted in the three traditional Chinese philosophies of Confucianism, Taoism, and Legalism, even in an inter-cultural context. Specifically, the study reveals two salient aspects of how Chinese expatriate managers frame and interact with a foreign...... managers also reported that their interactions with the Dutch culture are best described as a balance between partial conflict and partial complementarity (thus, a duality). In this sense, the leadership style of Chinese expatriate managers is influenced jointly by the three traditional Chinese...

  11. Leadership Behaviors of Management for Complex Adaptive Systems

    Science.gov (United States)

    2010-04-01

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

  12. "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…

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

    Science.gov (United States)

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

    1999-11-01

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

  14. Culturally Responsive Pedagogy: Reflections on Mentoring by Educational Leadership Candidates

    Science.gov (United States)

    Genao, Soribel

    2016-01-01

    Authentic field experience is an important component in educational leadership programs. This article revisits the literature examining the cultural gap that exists in public education, while taking a closer look at what it means to be a culturally responsive leader and teacher. The need to integrate culturally responsive practices to connect and…

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

    OpenAIRE

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

    2013-01-01

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

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

    Science.gov (United States)

    Masood, Mariam; Afsar, Bilal

    2017-10-01

    The importance of innovation within organizations has been demonstrated on numerous occasions, which has subsequently led to the identification of effective leadership as a potential catalyst. Most of us would acknowledge that effective leadership plays a pivotal role to engender innovativeness among nursing staff. Although research has identified some leadership styles to foster a nurse's innovative work behavior, a comprehensive model explaining the effect of transformational leadership on nurses' innovative work behavior is still unclear. This research built and tested a theoretical model linking transformational leadership and innovative work behavior via several intervening variables. Data were collected from 587 nurses and 164 doctors (nursing supervisors) through structured questionnaires from public sector hospitals in Pakistan. Results of the study indicated that, as anticipated, transformational leadership positively affected psychological empowerment of nurses, which in turn influenced both intrinsic motivation and knowledge sharing behavior. These latter two variables then had a positive influence on innovative work behavior. Empowerment role identity moderated the link between transformational leadership and psychological empowerment, whereas willingness to rely on leader (reliance-based trust) and willingness to share sensitive information with leader (disclosure-based trust) moderated the connection between knowledge sharing behavior and innovative work behavior. These results imply that transformational leadership through psychological empowerment, knowledge sharing, and intrinsic motivation fosters nurse's innovative work behavior. The results also show that the relationship between transformational leadership and innovative work behavior is stronger among nurses who frequently share their knowledge about best practices and mistakes with co-workers. © 2017 John Wiley & Sons Ltd.

  17. Transformational and Transactional Leadership Styles as They Predict Constructive Culture and Defensive Culture

    OpenAIRE

    Eppard, Randy G.

    2004-01-01

    The purpose of this study was to test a predictive model of several components of organizational and leadership Culture in a large sample of municipal employees using three sets of predictors: demographic/employment status of employees, measures of employeesâ judgments of their supervisorâ s transactional leadership styles, and measures of employeesâ judgments of their supervisorâ s transformational leadership style. To what extent does transformational and transactional leadership (bot...

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

    Science.gov (United States)

    Rosenberg, Linda

    2008-04-01

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

  19. 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…

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

    OpenAIRE

    Tummers, Lars; Knies, Eva

    2014-01-01

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

  1. Empowering Leadership: Developing Behaviors for Success

    Science.gov (United States)

    Martin, Ann M.

    2013-01-01

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

  2. 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…

  3. Development of a Behaviorally Anchored Rating Scale for Leadership

    Science.gov (United States)

    2018-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Vali Mehdinezhad

    2016-01-01

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

  5. Leadership styles in the management of Igbo cultural heritage in pre ...

    African Journals Online (AJOL)

    Leadership in most Igbo communities during the pre-colonial era was based ... Therefore, this study focuses on leadership style most appropriate for the successful management ... cultural heritage, leadership styles, socio-political organisation ...

  6. Interpretation of Leadership and Organizational Culture in PostNord

    OpenAIRE

    Hansen, Viktor Satterup Morell; Nissen, Peter Ravnborg; Pak, Kyeong Hwoa

    2016-01-01

    In this paper, there will be an interpretivist analysis of the organizational structure and leadership in PostNord, for the period of 2009 to 2016. The research attempts to disclose the espoused values and underlying assumption in the internal structure of the organization, and also the leadership of Lars G. Nordström, Lars Idermark and Håkan Ericsson. The theory will utilize Edgar H. Schein’s definition of organizational culture and leadership by Partington 3 schools of thought from project ...

  7. The role of leadership in determining of the organizational culture

    OpenAIRE

    Miceski, Trajko

    2010-01-01

    In paper are present some aspects to new approaches to the leadership as one of the basic factor for determining the organization culture in organizations. Also some results of empirical researches on cca. 400 tested persons in 34 organizations in Republic of Macedonia are presented. The real leadership means that the ability of an individual to infl uence, motivate and enable others to contribute toward the effectiveness and success of the organization of which they are membres. Special a...

  8. The importance of cultural leadership during post-acquisition integration

    OpenAIRE

    Mcconnon, Tom

    2013-01-01

    Mergers and acquisitions (M&A) are not only financial decisions but can also be understood as social processes. Due to the myriad of changes generated by an acquisition, the integration period is characterised by multiple adjustment difficulties. A substantive body of research blames post-acquisition ‘cultural clash’ caused by cultural differences between the two merging organisations as a major cause of disappointing integration outcomes. Yet research into the process of cultural leadership ...

  9. Transformational leadership and organisational culture as predictors ...

    African Journals Online (AJOL)

    Data were collected from 414 (270 males and 144 females) randomly selected employees of four oil and gas service companies in Lagos aged between 19 and 61 years (x=33.4). Employees completed questionnaires consisting of validated scales of employee creativity and innovation, transformational leadership and ...

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

    DEFF Research Database (Denmark)

    Sørensen, Peter

    2018-01-01

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

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

    DEFF Research Database (Denmark)

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

    2016-01-01

    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...... in the Safety Attitudes Questionnaire. To broaden knowledge and strengthen leadership skills, a multicomponent programme consisting of academic input, exercises, reflections and discussions, networking, and action learning was implemented among the clinical area level leaders. RESULTS: In total, 358 and 325...

  12. 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.

  13. 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

  14. 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…

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

    OpenAIRE

    ARIKAN, Semra

    2001-01-01

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

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

    NARCIS (Netherlands)

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

    2018-01-01

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

  17. Moving Beyond Conventional Wisdom: Advancements in Cross-Cultural Theories of Leadership, Conflict, and Teams.

    Science.gov (United States)

    Gibson, Cristina B; McDaniel, Dana M

    2010-07-01

    In this article, we discuss the importance of a cross-cultural approach to organizational behavior. To do so, we illustrate how cross-cultural research in the past two decades has enabled us to reconceptualize constructs, revise models, and extend boundary conditions in traditional organizational behavior theories. We focus on three domains-teams, leadership, and conflict-and review cross-cultural empirical evidence that has extended several theories in each of these domains. We support the claim that even well-established organizational behavior theories vary in the extent to which they may be applied unilaterally across cultures, thus identifying the critical need to advance these theories via a cross-cultural research agenda. © The Author(s) 2010.

  18. Relationships between Emotional Intelligence, Leadership Style, and School Culture

    Science.gov (United States)

    Segredo, Mirta R.; Cistone, Peter J.; Reio, Thomas G.

    2017-01-01

    Research regarding the association between emotional intelligence, leadership style and organizational culture has been inconclusive. The purpose of this study was to explore these relationships in elementary school settings. A non-experimental ex post facto research design was utilized to investigate four research hypotheses. Fifty-seven…

  19. 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

  20. The traditional Chinese philosophies in inter-cultural leadership

    NARCIS (Netherlands)

    Lin, Li; Li, Peter Ping; Roelfsema, Hein

    2018-01-01

    Purpose: As the global presence of Chinese firms grows, increasing numbers of Chinese managers are working abroad as expatriates. However, little attention has been paid to such Chinese expatriate managers and their leadership challenges in an inter-cultural context, especially across a large

  1. 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…

  2. Mechanisms Linking Ethical Leadership to Ethical Sales Behavior.

    Science.gov (United States)

    Wu, Yu-Chi

    2017-06-01

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

  3. Determining Effective Leadership Behaviors for USAF Company Grade Officers

    National Research Council Canada - National Science Library

    Berry, Warren

    1998-01-01

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

  4. 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.

  5. 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".

  6. 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.

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

    Science.gov (United States)

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

    2017-02-01

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

  8. Leadership Actions to Improve Nuclear Safety Culture

    International Nuclear Information System (INIS)

    Clewett, L.K.

    2016-01-01

    The challenge many leaders face is how to effectively implement and then utilise the results of Safety Culture surveys. Bruce Power has recently successfully implemented changes to the Safety Culture survey process including how corrective actions were identified and implemented. The actions taken in response to the latest survey have proven effective with step change performance noted. Nuclear Safety is a core value for Bruce Power. Nuclear Safety at Bruce Power is based on the following four pillars: reactor safety, industrial safety, radiological safety and environmental safety. Processes and practices are in place to achieve a healthy Nuclear Safety Culture within Bruce Power such that nuclear safety is the overriding priority. This governance is based on industry leading practices which monitor, asses and take action to drive continual improvements in the Nuclear Safety Culture within Bruce Power.

  9. Influence of cross-cultural leadership on organizational culture: Arcelormittal, Newcastle, a South African perspective

    Directory of Open Access Journals (Sweden)

    A Feldman

    2014-01-01

    Full Text Available The aim of this research was to determine the influence of cross cultural leadership on organisational culture. This is assessed by using the GLOBE project’s dimensions of culture which are an extension to Hofstede model of culture. These are; power distance, uncertainty avoidance, human orientation, individuality vs. collectivism, egalitarianism, assertiveness, long term orientation and performance orientation. As more organisations in South Africa become more culturally diverse, it is important to determine where the organisational culture stems from? This is essential in addressing cross cultural conflicts and in efforts to create a winning culture in the workplace. The case study involves Arcelormittal South Africa (AMSA, and will hopefully contribute positively in identifying salient cultural implications in managerial positions such as for example, high employee turnover and cultural clashes which hinder individual performance. A qualitative research design was used in this study to determine participants’ perspectives on organisational culture and leadership. Two instruments were used for primary data collection in this research. The first one was designed by the researcher to capture the demographics data for this particular study. The second instrument used was the GLOBE survey questionnaire which captured 8 dimensions of culture and was specifically designed to encompass questions relevant to the business environment. A convenience sampling methodology was used with a target population of 115 managers classified as middle management of AMSA. The research revealed that there is a general shift from a Eurocentric approach to leadership which is congruent with high individualism and low human orientation. The influence of cross cultural leadership is thus indicated by the preference for higher degree of human orientation and collectivism amongst managers, which is associated with the Afrocentric leadership style and the black ethnic

  10. Cultural Behavior Generation

    National Research Council Canada - National Science Library

    Reece, Douglas A; Taylor, Glenn

    2008-01-01

    .... We considered different training applications and identified a "knock-and-talk" house visitation scenario as representative of scenarios that require cultural awareness on the part of a trainee, yet...

  11. 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...

  12. 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.

  13. 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.

  14. 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

  15. 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…

  16. Emergency Management Governance: Examining Leadership Styles across Cultures

    Directory of Open Access Journals (Sweden)

    Dean Karalekas

    2018-04-01

    Full Text Available While Taiwan is a modern culture, it is also a deeply traditional one, and Taiwan’s public administrators often struggle to implement new and innovative disaster response programs in the nation that accommodate these two disparate influences. This research examines leadership styles that are employed in Taiwan with those used in Japan, as well as in the West. Much of the research on leadership styles across cultures is being conducted in the field of business administration, which has value for public administrators as well. In order to understand the qualities required of effective emergency managers in East Asia, particularly Taiwan, and how these qualities differ from those of emergency managers in the West, it is essential to take a culturalist perspective on the issue.

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

    OpenAIRE

    Amedy, Lynn

    1999-01-01

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

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

    Science.gov (United States)

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

    2018-02-01

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

  19. 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.

  20. The effect of leadership, organizational culture, and competency on teachers' performance in Ibu Kartini vocational high school Semarang

    Science.gov (United States)

    Toha, Mohamad; Katoningsih, Sri

    2018-03-01

    The low performance of teachers in organization is influenced many factors. Organizational culture could be the key of organization success; hence many researches were done to identify the value and the attitude norm that gave big contribution for organization success. Competency is a part of employee they perform during work as kind of behavior. Competency depends on the aspects process of teachers' performance. The purpose of this research is to know the effect of leadership, organizational culture and competency on teachers' performance. The objects of this research are leadership, organizational culture, competency and teachers' performance in Ibu Kartini vocational high school. This research is quantitative. To collect the data, questionnaire was used. Then, the data were analyzed by using Path analysis in SPPS 16. The result of this research showed that leadership, organizational culture, competency and performance run well and had significant effect on teachers' performance.

  1. 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 (c) 2016 APA, all rights reserved).

  2. 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.

  3. Cross-Cultural Variation in Political Leadership Styles

    Science.gov (United States)

    Paramova, Petia; Blumberg, Herbert

    2017-01-01

    Guided by gaps in the literature with regard to the study of politicians the aim of the research is to explore cross-cultural differences in political leaders’ style. It compares the MLQ (Avolio & Bass, 2004) scores of elected political leaders (N = 140) in Bulgaria and the UK. The statistical exploration of the data relied on multivariate analyses of covariance. The findings of comparisons across the two groups reveal that compared to British political leaders, Bulgarian leaders were more likely to frequently use both transactional and passive/avoidant behaviours. The study tests Bass’s (1997) strong assertion about the universality of transformational leadership. It contributes to the leadership literature by providing directly measured data relating to the behaviours of political leaders. Such information on the characteristics of politicians could allow for more directional hypotheses in subsequent research, exploring the contextual influences within transformational leadership theory. The outcomes might also aid applied fields. Knowledge gained of culturally different leaders could be welcomed by multicultural political and economic unions, wherein understanding and allowances might aid communication. PMID:29358986

  4. Cross-Cultural Variation in Political Leadership Styles

    Directory of Open Access Journals (Sweden)

    Petia Paramova

    2017-11-01

    Full Text Available Guided by gaps in the literature with regard to the study of politicians the aim of the research is to explore cross-cultural differences in political leaders’ style. It compares the MLQ (Avolio & Bass, 2004 scores of elected political leaders (N = 140 in Bulgaria and the UK. The statistical exploration of the data relied on multivariate analyses of covariance. The findings of comparisons across the two groups reveal that compared to British political leaders, Bulgarian leaders were more likely to frequently use both transactional and passive/avoidant behaviours. The study tests Bass’s (1997 strong assertion about the universality of transformational leadership. It contributes to the leadership literature by providing directly measured data relating to the behaviours of political leaders. Such information on the characteristics of politicians could allow for more directional hypotheses in subsequent research, exploring the contextual influences within transformational leadership theory. The outcomes might also aid applied fields. Knowledge gained of culturally different leaders could be welcomed by multicultural political and economic unions, wherein understanding and allowances might aid communication.

  5. Cross-Cultural Variation in Political Leadership Styles.

    Science.gov (United States)

    Paramova, Petia; Blumberg, Herbert

    2017-11-01

    Guided by gaps in the literature with regard to the study of politicians the aim of the research is to explore cross-cultural differences in political leaders' style. It compares the MLQ (Avolio & Bass, 2004) scores of elected political leaders (N = 140) in Bulgaria and the UK. The statistical exploration of the data relied on multivariate analyses of covariance. The findings of comparisons across the two groups reveal that compared to British political leaders, Bulgarian leaders were more likely to frequently use both transactional and passive/avoidant behaviours. The study tests Bass's (1997) strong assertion about the universality of transformational leadership. It contributes to the leadership literature by providing directly measured data relating to the behaviours of political leaders. Such information on the characteristics of politicians could allow for more directional hypotheses in subsequent research, exploring the contextual influences within transformational leadership theory. The outcomes might also aid applied fields. Knowledge gained of culturally different leaders could be welcomed by multicultural political and economic unions, wherein understanding and allowances might aid communication.

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

    Science.gov (United States)

    Speranza, Carly

    2017-01-01

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

  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. The Relationship between Principals' Leadership Styles and School Culture, as Assessed by Teachers

    Science.gov (United States)

    Green, Lessie Marquita

    2016-01-01

    Leadership and school culture are two factors that have a great impact in schools today. Much research has focused on leaders, but more is needed on the culture of schools. Improving both elements of leadership and school culture may also increase other challenges that schools face such as student achievement. The purpose of this study was to…

  9. Culture, Structure and Leadership Impacts on Gender Inclusion in the Security Sector

    Science.gov (United States)

    2017-09-01

    Culture, structure and leadership impacts on gender inclusion in the security sector 1 DANIEL K. INOUYE ASIA PACIFIC CENTER FOR SECURITY...STUDIES OCCASIONAL PAPER, SEPTEMBER 2017 Culture, structure and leadership impacts on gender inclusion in the security sector Canyon DV Abstract...Depending on your perspective, the primary challenge to gender inclusion is either culture, structure or leadership . The good news is that they are all

  10. Levers supporting program evaluation culture and capacity in Romanian public administration: The role of leadership

    OpenAIRE

    Cristina Mora; Raluca Antonie

    2012-01-01

    Program evaluation culture and capacity is at the very beginning of its development in Romania. In this article we highlight one of the fundamental, but not always obvious, connections that support sustainable evaluation culture and capacity building and development: the link between leadership and program evaluation. If properly used, program evaluation results can be a strong instrument in leadership, just as leadership can fundamentally encourage the development of evaluation culture and c...

  11. Knowledge management driven leadership, culture and innovation success – an integrative model

    OpenAIRE

    Zieba, M.; Schivinski, Bruno

    2015-01-01

    Purpose - This article examines the relation between knowledge management (KM) driven leadership, culture and innovation success of knowledge-intensive small and medium sized companies. By building on the previously reported research on leadership, culture, innovation , and knowledge management, we synergistically integrate d KM-driven leadership and innovation success while exploring the meditational role of culture in that. Design/methodology/approach - A conceptual model comprising three c...

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

    OpenAIRE

    Andressa Gonçalves; Nicole Pasini Trevisol; Mauricio Capobianco Lopes; Joseane da Silva Soethe

    2015-01-01

    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 ...

  13. 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.

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

    Science.gov (United States)

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

    2014-08-01

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

  15. 76 FR 11837 - Bureau of Educational and Cultural Affairs (ECA) Request for Grant Proposals: Youth Leadership...

    Science.gov (United States)

    2011-03-03

    ... for Grant Proposals: Youth Leadership and Teacher Professional Development Program With Bosnia and... Cultural Affairs announces an open competition for the Youth Leadership and Teacher Professional....-based exchange activities on civic education, leadership, and community service for high school students...

  16. 76 FR 25734 - Bureau of Educational and Cultural Affairs (ECA) Request for Grant Proposals: Youth Leadership...

    Science.gov (United States)

    2011-05-05

    ... for Grant Proposals: Youth Leadership Program Announcement Type: New Cooperative Agreement. Funding... Bureau of Educational and Cultural Affairs (ECA) announces an open competition for the Youth Leadership... leadership development, and to support follow-on projects in their home communities. U.S. Embassies in the...

  17. 76 FR 14705 - Bureau of Educational and Cultural Affairs (ECA) Request for Grant Proposals: Youth Leadership...

    Science.gov (United States)

    2011-03-17

    ... for Grant Proposals: Youth Leadership Program With South Asia (Nepal, Sri Lanka, and the Maldives) and the Youth Leadership Program With Azerbaijan Announcement Type: New Cooperative Agreement. Funding... Bureau of Educational and Cultural Affairs announces an open competition for two Youth Leadership...

  18. 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

  19. 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…

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

    Science.gov (United States)

    Fleming, Richard K.

    1992-01-01

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

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

    Science.gov (United States)

    Winther, Dorothy; Green, Samuel, B.

    1987-01-01

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

  2. 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…

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

    Science.gov (United States)

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

    2017-01-01

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

  4. 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…

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

    Directory of Open Access Journals (Sweden)

    Dorothea Wahyu Ariani

    2014-08-01

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

  6. 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.

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

    Science.gov (United States)

    Murray, Melanie; Sundin, Deborah; Cope, Vicki

    2018-03-01

    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 programme 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 towards safer practices. The position of this article was to explore the need to form a nexus between safety culture and leadership for the provision of safe care. Safety is crucial in health care 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. Patient safety is the responsibility of all healthcare workers, from the highest executive to the bedside nurse, thus effective leadership throughout all levels is essential in engaging staff to provide high quality care for the best possible patient outcomes. © 2017 John Wiley & Sons Ltd.

  8. 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.

  9. 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...

  10. 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…

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

    Science.gov (United States)

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

    2016-01-01

    Leadership is particularly important in complex highly interprofessional health care contexts involving a number of staff, some from the same specialty (intraprofessional), and others from different specialties (interprofessional). The authors recently published the concept of "The Burns Suite" (TBS) as a novel simulation tool to deliver interprofessional and teamwork training. It is unclear which leadership behaviors are the most important in an interprofessional burns resuscitation scenario, and whether they can be modeled on to current leadership theory. The purpose of this study was to perform a comprehensive video analysis of leadership behaviors within TBS. A total of 3 burns resuscitation simulations within TBS were recorded. The video analysis was grounded-theory inspired. Using predefined criteria, actions/interactions deemed as leadership behaviors were identified. Using an inductive iterative process, 8 main leadership behaviors were identified. Cohen's κ coefficient was used to measure inter-rater agreement and calculated as κ = 0.7 (substantial agreement). Each video was watched 4 times, focusing on 1 of the 4 team members per viewing (senior surgeon, senior nurse, trainee surgeon, and trainee nurse). The frequency and types of leadership behavior of each of the 4 team members were recorded. Statistical significance to assess any differences was assessed using analysis of variance, whereby a p Leadership behaviors were triangulated with verbal cues and actions from the videos. All 3 scenarios were successfully completed. The mean scenario length was 22 minutes. A total of 362 leadership behaviors were recorded from the 12 participants. The most evident leadership behaviors of all team members were adhering to guidelines (which effectively equates to following Advanced Trauma and Life Support/Emergency Management of Severe Burns resuscitation guidelines and hence "maintaining standards"), followed by making decisions. Although in terms of total

  12. Leadership and Cultural Challenges in Operating the International Space Station

    Science.gov (United States)

    Clement, J. L.; Ritsher, J. B.; Saylor, S. A.; Kanas, N.

    2006-01-01

    Operating the International Space Station (ISS) involves an indefinite, continuous series of long-duration international missions, and this requires an unprecedented degree of cooperation across multiple sites, organizations, and nations. ISS flight controllers have had to find ways to maintain effective team performance in this challenging new context. The goal of this study was to systematically identify and evaluate the major leadership and cultural challenges faces by ISS flight controllers, and to highlight the approaches that they have found most effective to surmount these challenges. We conducted a qualitative survey using a semi-structured interview. Subjects included 14 senior NASA flight controllers who were chosen on the basis of having had substantial experience working with international partners. Data were content analyzed using an iterative process with multiple coders and consensus meetings to resolve discrepancies. To further explore the meaning of the interview findings, we also conducted some new analyses of data from a previous questionnaire study of Russian and American ISS mission control personnel. The interview data showed that respondents had substantial consensus on several leadership and cultural challenges and on key strategies for dealing with them, and they offered a wide range of specific tactics for implementing these strategies. Surprisingly few respondents offered strategies for addressing the challenge of working with team members whose native language is not American English. The questionnaire data showed that Americans think it is more important than Russians that mission control personnel speak the same dialect of one shared common language. Although specific to the ISS program, our results are consistent with recent management, cultural, and aerospace research. We aim to use our results to improve training for current and future ISS flight controllers.

  13. The Relationship of Leadership Styles and Organizational Culture Case Study of an Oil and Gas Company in Indonesia

    OpenAIRE

    Darwis, Tommy K; Djajadiningrat, Surna Tjahja

    2010-01-01

    This study explores relationship between leadership styles and organizational culture in an oil and Gas Company in Indonesia. The respondents are employees of an oil and Gas Company in Indonesia. This study use Multifactor leadership questionnaires to define leadership styles and Denison's Organizational Culture Model to measure Organizational Culture. These questionnaires were used to measure leadership styles of immediate or direct supervisor and organizational culture ...

  14. 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

  15. 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...... and employees representatives from both the company and the university within eight joint laboratories of Telecom Italia. We find that leadership theories help to shed light on the performance of university-industry collaboration. We specifically identify charismatic leadership at the individual level followed...... provide specific insights that advance the literature in management of university-industry collaborations as well as leadership theories....

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

    OpenAIRE

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

    2014-01-01

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

  17. Hofstede cultural indexes and their impact on leadership styles in foreign companies operating in Puerto Rico

    Directory of Open Access Journals (Sweden)

    Eileen Ortiz Rivera

    2010-09-01

    Full Text Available This paper examines the relationship between “national culture” (cultural dimensions and leadership styles displayed by managers in foreign companies operating in Puerto Rico. In this study, the independent variable was “national culture” and the national culture index (Geert Hofstede, 1980 served as indicator. In contrast, leadership styles were the dependent variable measured using the Multifactor Leadership Questionnaire (MLQ (Bass and Avolio, 2004. Findings indicate that, overall, “national culture” resulted as a significant variation in transactional and transformational leadership styles employed by managers working in foreign companies operating in Puerto Rico.

  18. [Role of self-leadership in the relationship between organizational culture and informatics competency].

    Science.gov (United States)

    Kim, Myoung Soo

    2009-10-01

    The purpose of this study was to identify the moderating and mediating effects of self-leadership in the relationship between organizational culture and nurses' informatics competency. Participants in this study were 297 nurses from the cities of Busan and Ulsan. The scales of organizational culture, self-leadership and informatics competency for nurses were used in this study. Descriptive statistics, Pearson correlation coefficient, stepwise multiple regression were used for data analysis. Nursing informatics competency of the participants was relatively low with a mean score 3.02. There were significant positive correlations between subcategories of perceived organizational culture, self-leadership and nursing informatics competency. Self-leadership was a moderator and a mediator between organizational culture and informatics competency. Based on the results of this study, self-leadership promotion strategies to improve nursing informatics competency are needed.

  19. Exploring the relationship between leadership and organisational culture / Kolisang L.O.

    OpenAIRE

    Kolisang, Lebamang Octavia

    2011-01-01

    This research explores the relationship between leadership and organisational culture in an organisation. Organisational culture is often an important factor influencing the competitive strength of an organisation. Leadership is also a critical component in the success of an organisation. It is important to understand how these two powerful determinants of organisational performance affect each other. Research determining that specific types of organisational culture favour particular styles ...

  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. 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.

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

    Directory of Open Access Journals (Sweden)

    Chul-Ho Bum

    2018-06-01

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

  3. 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

  4. An exploration of socio-cultural and organizational factors affecting women's access to educational leadership

    OpenAIRE

    Korkor Owusu, Patrick

    2014-01-01

    Recent global reports indicate that women have made tremendous improvements in educational enrolment and labour participation but are woefully underrepresented in top leadership positions. Moreover, studies have shown that feminine leadership strategies are embraced but leadership is still perceived as a prerogative of men in many societies. This study therefore sought to explore the socio-cultural and organizational factors influencing the underrepresentation of women in educational leadersh...

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

    Science.gov (United States)

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

    2014-01-01

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

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

    Science.gov (United States)

    Barling, Julian; Akers, Amy; Beiko, Darren

    2018-01-01

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

  7. Interpreting Authentic Leadership: A Cross Cultural Comparison of A New Zealand University and Ghanaian University

    Directory of Open Access Journals (Sweden)

    Justice Owusu-Bempah

    2013-05-01

    Full Text Available National culture theory proponents have argued that due to differences in national cultures, expectations and preferences differ and this affect prioritizations in value systems. However, the authentic leadership (AL theory presents an authentic leader as honest, transparent and behaves with integrity regardless of culture. By presenting AL this way, the proponents of the AL theory are discounting the effects of contexts/culture in the subjective interpretations and prioritizations of individuals in explaining constructs and concepts. This study, therefore, explored and compared the preferred authentic leadership attributes from leaders' and followers' perspectives using respondents from a Ghanaian university and a New Zealand university. The Q method was used to gather information from 60 respondents, 30 in each university. The findings show that the subjects, though in different cultural contexts, have some common shared preferences for certain authentic leadership attributes. However, there were some attributes that were country specific. This suggests that though certain authentic leadership attributes are universal whereas some are context specific and therefore in defining authenticity in leadership context specific preferences cannot be overlooked. The findings of study apart from being useful in the design of training programs to training practicing and upcoming leaders in universities, has also contributed a cross cultural dimension of authentic leadership attributes to the authentic leadership theory.

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

    Science.gov (United States)

    Combs, Christine; Martin, Barbara N.

    2011-01-01

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

  9. 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…

  10. 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...

  11. Relationship between ethical leadership and organisational commitment of nurses with perception of patient safety culture.

    Science.gov (United States)

    Lotfi, Zahra; Atashzadeh-Shoorideh, Foroozan; Mohtashami, Jamileh; Nasiri, Maliheh

    2018-03-12

    To determine the relationship between ethical leadership, organisational commitment of nurses and their perception of patient safety culture. Patient safety, organisational commitment and ethical leadership styles are very important for improving the quality of nursing care. In this descriptive-correlational study, 340 nurses were selected using random sampling from the hospitals in Tehran in 2016. Data were analysed using descriptive and inferential statistics in SPSS v.20. There was a significant positive relationship between the ethical leadership of nursing managers, perception of patient safety culture and organisational commitment. The regression analysis showed that nursing managers' ethical leadership and nurses' organisational commitment is a predictor of patient safety culture and confirms the relationship between the variables. Regarding the relationship between the nurses' safety performance, ethical leadership and organisational commitment, it seems that the optimisation of the organisational commitment and adherence to ethical leadership by administrators and managers in hospitals could improve the nurses' performance in terms of patient safety. Implementing ethical leadership seems to be one feasible strategy to improve nurses' organisational commitment and perception of patient safety culture. Efforts by nurse managers to develop ethical leadership reinforce organisational commitment to improve patient outcomes. Nurse managers' engagement and performance in this process is vital for a successful result. © 2018 John Wiley & Sons Ltd.

  12. 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…

  13. 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

  14. 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…

  15. 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...

  16. 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

  17. 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.

  18. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations.

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs.

  19. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs

  20. 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.

  1. Spatially quantifying the leadership effectiveness in collective behavior

    International Nuclear Information System (INIS)

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

    2010-01-01

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

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

    Science.gov (United States)

    AbuAlRub, R F; Nasrallah, M A

    2017-12-01

    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.

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

    DEFF Research Database (Denmark)

    Hansen, Morten Balle

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

  4. 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…

  5. 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 ...

  6. A Productive Clash of Cultures: Injecting Economics into Leadership Research

    OpenAIRE

    Zehnder, Christian; Herz, Holger; Bonardi, Jean-Philippe

    2016-01-01

    Research on leadership in economics has developed in parallel to the literature in management and psychology and links between the fields have been sparse. Whereas modern leadership scholars mostly focus on transformational and related leadership styles, economists have mainly emphasized the role of contracts, control rights, and incentives. We argue that both fields could profit from enriching their approach with insights from the other field. We review and synthesize the economics literatur...

  7. 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.

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

    Science.gov (United States)

    Mills, Edward E.

    2014-01-01

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

  9. Organizational structure and continuous improvement and learning: Moderating effects of cultural endorsement of participative leadership

    OpenAIRE

    Xiaowen Huang; Joseph C Rode; Roger G Schroeder

    2011-01-01

    Building upon the culturally endorsed implicit theory of leadership, we investigated the moderating effects of national culture on the relationship between organizational structure and continuous improvement and learning. We propose that the relationship between organic organizations (characterized by flat, decentralized structures with a wide use of multifunctional employees) and continuous improvement and learning will be stronger when national cultural endorsement for participative leaders...

  10. The Impact of Training and Culture on Leadership Values and Perceptions at the United States Army Engineer School

    National Research Council Canada - National Science Library

    Thomas, Ted

    1998-01-01

    .... The EOBC students are training to assume leadership positions which the EOAC students were in. A random sample of business leaders values were then compared to the Army engineers values to draw cultural leadership...

  11. 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…

  12. 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

    2015-10-25

    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. © 2016 by Kerman University of Medical Sciences.

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

    Science.gov (United States)

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

    2009-07-01

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

  14. 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.

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

    Science.gov (United States)

    Alexander, Catherine; Lopez, Ruth Palan

    2018-01-01

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

  16. To Understand the “Brazilian Way” of School Management: How National Culture Influences the Organizational Culture and School Leadership

    Directory of Open Access Journals (Sweden)

    Ana Maria de Albuquerque Moreira

    2018-06-01

    Full Text Available This study aims to identify characteristics of national culture in the culture of Brazilian school management and leadership. Considering the broad literature that deals with the peculiarities of Brazilian culture and its influence on Brazilian management, it is assumed that as an institution belonging to a particular society, the school offers internal dynamics that are organized under influences of historical and cultural determinants of this society. This work is an exploratory study that uses secondary data found in studies on the profiles of principals, leadership, climate, and organizational culture in schools and primary data from research applied in public secondary schools located in the Federal District, Brazil. The results demonstrate that the initial premise—national culture influences the organizational culture and school leadership—has been confirmed and aspects that merit further analysis are identified.

  17. The role of transformational leadership and organizational culture in service delivery within a public service organization

    Directory of Open Access Journals (Sweden)

    Ophillia Ledimo

    2014-08-01

    Full Text Available Continuous changes in the external environment deriving from legislative, economic and technological factors, puts pressure not only to corporate organizations, but also to public service organizations. These changes have increased pressure on service delivery and calls for accountability in public service organizations. With this increased pressure comes the need for public service organizations to discover how to most effectively enhance their organizational performance. Two of the most effective ways to improve performance are through the organizational leadership and culture. Although many studies were conducted on transformational leadership and organizational culture, there is still a need to investigate the link between these constructs in public service organizations. Hence the objective of this study was to explore the relationship between transformational leadership and organizational culture for service delivery practices. The Leadership Practice Inventory (LPI and Organizational Culture Inventory (OCI were administered to a random sample size of N=238, from a population of 4350 employees working within the public service organization. Descriptive statistics and Pearson’s correlation were conducted to analyse the data. The results of this study indicated a significant positive relationship between transformational leadership and the constructive dimension of organizational culture within a public service organization. In terms of contributions and practical implications, insight gained from the findings may be used in proposing leadership and organizational development interventions and future research

  18. 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…

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

    Science.gov (United States)

    Schindler, Kerry Andrew

    2012-01-01

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

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

    Science.gov (United States)

    Minus, Eric L.

    2010-01-01

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

  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. 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…

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

    Science.gov (United States)

    Adedokun, Aderemi D.

    2014-01-01

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

  4. 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.

  5. 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 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.

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

    Directory of Open Access Journals (Sweden)

    Mehrnoosh Jafari

    2017-09-01

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

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

    Directory of Open Access Journals (Sweden)

    Majeed Nauman

    2017-12-01

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

  8. 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.

  9. Cross-cultural invariance of NPI-13: Entitlement as culturally specific, leadership and grandiosity as culturally universal.

    Science.gov (United States)

    Żemojtel-Piotrowska, Magdalena; Piotrowski, Jarosław; Rogoza, Radosław; Baran, Tomasz; Hitokoto, Hidefumi; Maltby, John

    2018-04-15

    The current study explores the problem with the lack of measurement invariance for the Narcissistic Personality Inventory (NPI) by addressing two issues: conceptual heterogeneity of narcissism and methodological issues related to the binary character of data. We examine the measurement invariance of the 13-item version of the NPI in three populations in Japan, Poland and the UK. Analyses revealed that leadership/authority and grandiose exhibitionism dimensions of the NPI were cross-culturally invariant, while entitlement/exploitativeness was culturally specific. Therefore, we proposed NPI-9 as indicating scalar invariance, and we examined the pattern of correlations between NPI-9 and other variables across three countries. The results suggest that NPI-9 is valid brief scale measuring general levels of narcissism in cross-cultural studies, while the NPI-13 remains suitable for research within specific countries. © 2018 International Union of Psychological Science.

  10. 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.

  11. 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.

  12. Examining Perceptions of Culturally Responsive Pedagogy in Teacher Preparation and Teacher Leadership Candidates

    Science.gov (United States)

    Samuels, Amy J.; Samuels, Gregory L.; Cook, Tammy M.

    2017-01-01

    The study examined a multi-tiered approach for facilitating learning and examining perceptions about culturally responsive pedagogy in teacher preparation and teacher leadership programs. The study aligned with a learning unit we designed to (1) increase understanding of culturally responsive pedagogy and (2) investigate perceptions of cultural…

  13. The Influence of Socio-Cultural Factors on Leadership Practices for Instructional Improvement in Indonesian Schools

    Science.gov (United States)

    Jawas, Umiati

    2017-01-01

    Empirical studies have shown that although leadership shares similar practices across East and West, some practices have inherently distinguished socio cultural characteristics. Understanding these characteristics is important in Asian contexts since socio-cultures are a major power in determining the success or failure of a change process. This…

  14. The 2010 euro crisis stand-off between France and Germany: leadership styles and political culture

    NARCIS (Netherlands)

    Bohn, F.; Jong, E. de

    2011-01-01

    In this paper, we argue that the severity of the 2010 euro crisis was caused by and reveals differences in leadership styles and political culture between European countries, especially between France and Germany. We trace these differences to differences in underlying values: culture. There is a

  15. Effect of Spiritual Leadership to Organizational Culture and Employee’s Loyalty

    Directory of Open Access Journals (Sweden)

    Arasy Alimudin

    2017-10-01

    Full Text Available Although the leader of the Society’s Eye Hospital, East Java has the characteristics of spiritual leadership as in the dimensions of spiritual leadership developed by Fry (2003 including vision, hope / faith, and altruistic love, however the level of employee turn over is still high. To address this problem, the research is using a quantitative causality approach and SEM PLS model as the data analysis technique used. The result of the research shows that there is a significant positive influence on spiritual leadership towards the organizational culture. A significant positive influence of organizational culture also seen on employee’s loyalty, and there is a positive but insignificant influence of spiritual leadership on employee’s loyalty.

  16. 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…

  17. 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.

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

    Science.gov (United States)

    Sousa, Milton; Van Dierendonck, Dirk

    2016-01-01

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

  19. 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.

  20. Mapping the Conceptual Terrain of Leadership: A Critical Point of Departure for Cross-Cultural Studies.

    Science.gov (United States)

    Leithwood, Kenneth; Duke, Daniel L.

    1998-01-01

    Provides a classification and description of school leadership models found in contemporary, Western, English-language research literature, focusing on instructional leadership, transformational leadership, moral leadership, participative leadership, managerial leadership, and contingent leadership. For each category, the paper clarifies…

  1. 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.

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

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2017-01-01

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

  3. 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.

  4. Leadership

    OpenAIRE

    Eagly, A. H.; Antonakis, J.

    2015-01-01

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

  5. Leadership

    Science.gov (United States)

    2003-04-07

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

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

    Science.gov (United States)

    Laurent, Timothy G; Bradney, Debbie A

    2007-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Cem GÜÇEL

    2012-01-01

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

  8. Understanding Global / Local Cultural Leadership : Issues and Methods

    NARCIS (Netherlands)

    Kolsteeg, Johan

    2017-01-01

    Cultural leaders sail between the Scylla and Charibdis of aggregated trans- and supranational cultural-political discourses and the cultural needs of local communities. How do these dynamics influence the work of cultural leaders? How can we understand the work of cultural leaders to connect

  9. A Cross-Cultural Test of Implicit Leadership Theory

    OpenAIRE

    McKie, David S.

    2003-01-01

    This research builds on Implicit Leadership Theory, which suggests that a leader’s performance is likely to be higher when there is congruence between a follower’s prototype of what a leader should be and his or her perception of the leader’s behaviour. The essence of effective leadership, according to this theory, is being seen as a leader by others. Data were collected from 196 leaders and 1,738 followers from 23 countries within Cargill Incorporated, a US food and agricul...

  10. 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.

  11. 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

  12. 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

  13. 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.

  14. 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…

  15. 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…

  16. 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

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

    NARCIS (Netherlands)

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

    2009-01-01

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

  18. 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.

  19. 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…

  20. 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…

  1. Cultural Collectivism and Distributive Behavior.

    Science.gov (United States)

    Leung, Kwok; Iwawaki, Saburo

    1988-01-01

    The degree to which 484 Japanese, Korean, and American subjects sacrificed their self-gain to benefit in-group members in allocating a group reward was tested. Results indicated that although the effects involving culture were not significant, students in general were more individualistic than adults. (Author/BJV)

  2. 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…

  3. 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.

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

    OpenAIRE

    Lei Qi; Bing Liu

    2017-01-01

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

  5. Toward Culturally Sustaining Leadership: Innovation beyond ‘School Improvement’ Promoting Equity in Diverse Contexts

    Directory of Open Access Journals (Sweden)

    Lorri J. Santamaría

    2016-09-01

    Full Text Available Whilst school principals and educational leaders are increasingly constrained by standardized assessment results and student achievement, persistent achievement gaps continue to separate poor and historically underserved students from their wealthier mainstream peers in the United States (US and similar countries. Unprecedented levels of cultural, linguistic, ethnic, racial, and gender school diversity underscore these phenomena. As a result, leadership for ‘school improvement’ has become the norm and as evidenced by chronic academic disparities, ineffective. This review article considers culturally sustaining leadership as an innovative practice to promote and advance equity in schools.

  6. The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

    OpenAIRE

    Mouhamadou Sow; Jeanie Murphy; Rosa Osuoha

    2017-01-01

    The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction l...

  7. The Impact of Authentic Leadership on Ethical Behavior

    Science.gov (United States)

    2016-05-25

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

  8. The Relationship of Cultural Intelligence, Transformational Leadership Style, and Team Performance in Culturally Diverse Student Leaders in Christian Higher Education

    Science.gov (United States)

    Menna, Tamene Yoseph

    2017-01-01

    The purpose of this study was to examine the relationship between cultural intelligence, transformational leadership, and team performance in one private Christian higher education institution in Southern California. The study further conducted initial exploration of how student leaders' Christian worldview (humility) influences their cultural…

  9. The Influence of Supervisor's Transformational Leadership on Learning Culture and Learning Transfer of Nuclear R and D Personnel

    International Nuclear Information System (INIS)

    Min, Sang-Ki; Hwang, Hye-Seon; Jin, You-Rim; Lee, Eui-Jin; Lee, Soo-Jin

    2017-01-01

    Transformational leadership means that supervisors try to support the members individually, and encourage them to find new methods and approaches. In this study, it was identified empirically that a supervisor's transformational leadership has a strong influence on the learning culture and learning transfer of nuclear R and D personnel. To develop the competency of R and D personnel, not only formal education programs but also informal learning such as workplace learning have been carried out in the nuclear R and D organization. In this situation, transformational leadership has an effect on willingness and behavior of nuclear R and D personnel on the formal and informal learning. Therefore, transformational leadership is crucial factor in the human resource development system. The leadership required by them is not a one-sided order, but rather individual consideration, charisma, and intellectual stimulation for their nuclear R and D members. As a point of nuclear training and education, it is necessary to consider the operation of leadership programs that strengthen the transformational leadership of the project managers.

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

    Science.gov (United States)

    Sasson, Devorah Grosser

    2016-01-01

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

  11. 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…

  12. 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…

  13. Leadership Epistemology

    Science.gov (United States)

    Bogenschneider, Bret N.

    2016-01-01

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

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

    NARCIS (Netherlands)

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

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

    NARCIS (Netherlands)

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

  16. 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.

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

    Science.gov (United States)

    2017-06-09

    emotional intelligence, moral maturity and conation, prosocial identity, core self-evaluation, and low narcissism.67 These attributes form the way...only themselves, but care for their follower’s emotional pain.35 Servant leaders have a sense of awareness, commonly known as emotional intelligence...Handbook of Leadership and Organizations (2014): 362. 19 different in “moral development, emotional intelligence, and self-determinedness, and

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

    Science.gov (United States)

    2016-01-31

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

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

    Science.gov (United States)

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

    2016-01-01

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

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

    NARCIS (Netherlands)

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

    2013-01-01

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

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

    OpenAIRE

    YILMAZ, Kürşad; ALTINKURT, Yahya

    2014-01-01

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

  2. 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.

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

    Science.gov (United States)

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

    2002-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Weiping Jiang

    2017-09-01

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

  5. Cultural Intelligence and Leadership Style in the Education Sector

    Science.gov (United States)

    Aldhaheri, Ali

    2017-01-01

    Purpose: Schools in UAE are multicultural in nature. In this context, cultural intelligence (CQ) is a tool, which can increase an individual's ability to interact with people outside his/her culture. The purpose of this paper is to explore the perceptions of the school leaders regarding the key influences of cultural intelligence on their ability…

  6. A Framework for Understanding Chinese Leadership: A Cultural Approach

    Science.gov (United States)

    Liu, Peng

    2017-01-01

    Chinese culture is widely regarded as being dominated by Confucian thought, which is characterized as focusing on morality, relationalism and collectivism. Also, Chinese culture has been deemed to be very hierarchical and lacking in a sense of autonomy. However, there has been little attention paid to other diverse elements in Chinese culture and…

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

    Science.gov (United States)

    Lakomski, Gabriele

    2001-01-01

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

  8. THE EFFECT OF COMPENSATION, LEADERSHIP AND ORGANIZATIONAL CULTURE THROUGH WORK MOTIVATION ON EMPLOYEE PERFORMANCE

    Directory of Open Access Journals (Sweden)

    Djoko Setyo Widodo

    2017-12-01

    Full Text Available This study aims to examine the effect of compensation, leadership and organizational culture through work motivation on employee performance. This study uses a quantitative method by distributing questionnaires to employees in the conventional banking environment in Bekasi. The research sample is determined by simple random sampling and the technique analysis is SEM analysis with AMOS ver. 21. This study shows positive and significant results partially from the effect of variable compensation, leadership, organizational culture and motivation on employee performance. On the other hand, the study also find that organizational culture has no effect on work motivation. Based on the results of this study conclude that all hypothesis are supported but one hypotheses that examine the influence of organizational culture has no effect on work motivation.

  9. 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…

  10. A Qualitative Analysis of Pesantren Educational Management: School Culture and Leadership of a Professional Learning Community

    Directory of Open Access Journals (Sweden)

    Nyimas Mu'azzomi

    2017-12-01

    Full Text Available The purpose of this paper is to explore supportive and shared leadership structures at one Indonesian Islamic boarding school (Pesantren as a function of school culture policies and procedures in a professional learning community in the disctrict. A qualitative study was conducted at one Pesantren located in Jambi, an Indonesian province in west part of Sumatra island. We interviewed three administrators and five teachers to get in-depth information about the purpose of this paper. The interview transcriptions were translated, coded, divided into themes, and elaborated in the findings of the paper. The findings of study conclude that Pesantren leaders in the perspective of the participants must provide supportive and shared leadership structures for teachers in order to create positive cultures and effective a professional learning community for the development of the Pesantren. Leaders of the Pesantren must directly cooperate with teaching staff to provide policies and procedures for teachers in the leadership structure to directly impact school improvement through professional learning community collaborative attempts. This study was conducted based on the school culture and professional learning communities literature by exploring existent policies and practices in schools as unique cases. This study is significant to the community as specific cases informing educational leaders especially in Islamic education on mechanisms that may be leveraged to ensure successful implementation of policies and procedures on the leadership and school culture of a professional learning community literature.

  11. 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…

  12. 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…

  13. 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…

  14. The Impact of a Positive Environment and Shared Leadership to Empower Collegial School Culture

    Science.gov (United States)

    Pretz, Benjamin

    2017-01-01

    The purpose of this study is to develop an empowered collegial school culture to systemically improve the function of the academic institution through the impact of a positive environment and shared leadership. When compared to the other middle schools in the district, Eagle Middle School had the lowest math achievement growth index during the…

  15. Straddling Cultures, Identities, and Inconsistencies: Voices of Pre-Tenure Faculty of Color in Educational Leadership

    Science.gov (United States)

    Martinez, Melissa A.; Welton, Anjalé D.

    2017-01-01

    Drawing on the notions of biculturalism, or double consciousness, and hybridity, this qualitative study explored how 12 pre-tenure faculty of color (FOC) in the field of educational leadership working at universities in the United States negotiated their self-identified cultural identities within their predominantly White departments. Results…

  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. 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…

  18. 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.

  19. "Venimos Para Que se Oiga la Voz": Activating Community Cultural Wealth as Parental Educational Leadership

    Science.gov (United States)

    Fernández, Erica; Paredes Scribner, Samantha M.

    2018-01-01

    This article expands a more inclusive parental engagement framework by broadening notions of educational leadership using an example of organizing actions of Latina parent leaders amid a hostile anti-immigrant climate within an urban elementary school. Researchers draw on Yosso's community cultural wealth framework to analyze how a Latinx parent…

  20. 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…

  1. 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,…

  2. 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.

  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

  4. 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

    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

  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. 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.

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

    International Nuclear Information System (INIS)

    Kim, J.H.; Kim, C.S.; Kim, J.M.

    2011-01-01

    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.

  8. 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.

  9. 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...

  10. Creating Opportunities for Organizational Leadership (COOL): Creating a culture and curriculum that fosters psychiatric leadership development and quality improvement.

    Science.gov (United States)

    Dickey, Chandlee; Dismukes, Rodney; Topor, David

    2014-06-01

    The authors describe the Harvard South Shore Psychiatry Residency Training Program curriculum "Creating Opportunities for Organizational Leadership," an innovative, multitiered, resident-driven, outcome-focused set of experiences designed to develop residents' leadership skills in personal leadership, organizational leadership, negotiation, strategic thinking, and systems redesign.

  11. 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.

  12. 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…

  13. Pengaruh Transformational Leadership Terhadap Organizational Performance Melalui Organizational Culture Dan Entrepreneurial Intensity Sebagai Intervening Variable Pada Perusahaan Publik Di Surabaya

    OpenAIRE

    Jessica, Helena

    2015-01-01

    The aimed of this study was to examine the relationship of transformational leadership to the firm performance. This research was conducted in order to find the affect of transformational leadership through organizational culture and entrepreneurial intensity as the intervening variables. This study used primary data obtained from questionnaires distributed to go-public companies' employees in Surabaya. The samples were companies that used transformational leadership. Based on the multiplicat...

  14. Perceptions of leadership across cultures: a study of French and German managers and their employees in both their domestic and host environments

    OpenAIRE

    Jennewein, Annegret

    2012-01-01

    The phenomenon of globalisation has contributed greatly to the increasing interest in investigating cross-cultural leadership in recent years (Avolio, Walumbwa and Weber, 2009). To date cross-cultural leadership research has mainly involved comparative studies between countries at manager level (e.g. House et al., 2004) and has focused on potential cultural effects on leadership styles. The aim of this crosscultural study is to address the gap of neglecting employees’ views on leadership by i...

  15. 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

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

    Science.gov (United States)

    Davidson, Jason

    2016-04-02

    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 care social work. However, it relates to much broader themes including the history, politics and culture of this profession and the requirements for leadership on the part of social work in the broader contexts of health and social care.

  17. 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

  18. Organisational culture and strategic leadership for success : a case study

    OpenAIRE

    2012-01-01

    M.Comm. Many aspects of the success, or lack of success, of a business can be accurately measured. Revenues, profit and loss, return on assets, share price, price equity ratios, market share, customer satisfaction and many more aspects can be measured and often managed. Apart from the measurable something else is needed: a successful organisational culture. The culture of an organisation is often easier to experience than to describe. The objectives of this study are find a workable defini...

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

    Science.gov (United States)

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

    2006-06-01

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

  20. 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

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

    OpenAIRE

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

    2015-01-01

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

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

    OpenAIRE

    Sousa, Milton; Van Dierendonck, Dirk

    2016-01-01

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

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

    OpenAIRE

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

    2016-01-01

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

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

    International Nuclear Information System (INIS)

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

    2010-01-01

    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.

  5. 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.

  6. 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…

  7. 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…

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

    Science.gov (United States)

    Breevaart, Kimberley; Bakker, Arnold B

    2018-07-01

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

  10. 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…

  11. 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…

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

    Science.gov (United States)

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

    2015-01-01

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

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

    Energy Technology Data Exchange (ETDEWEB)

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

    1994-05-01

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

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

    International Nuclear Information System (INIS)

    Misumi, Jyuji; Yamada, Akira; Shinohara, Shinobu

    1994-01-01

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

  15. 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…

  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. 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

  18. 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.

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

    Science.gov (United States)

    Gover, Laura; Duxbury, Linda

    2013-01-01

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

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

    Science.gov (United States)

    Varnado, Roslyn Lea

    2013-01-01

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

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

    Science.gov (United States)

    Robinson, Jill L.; Lipman-Blumen, Jean

    2003-01-01

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

  2. 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 ...

  3. Culture diversity/a mobile workforce command creative leadership, new partnerships, and innovative approaches to integration.

    Science.gov (United States)

    Foley, Regina; Wurmser, Theresa A

    2004-01-01

    Today's healthcare environment requires that nursing leaders meet the needs of a growing multicultural workforce and patient population. Cultural factors may be overlooked as healthcare delivery becomes increasingly dominated by technological, economic, and social changes. Through creative leadership, the chief nurse executive (CNE) can encourage staff to pay closer attention to cultural factors that will impact on patient, staff, and hospital outcomes. The CNE can begin by enhancing his/her own multicultural competency, building these competencies in his/her staff, and then empowering staff to respect and accommodate cultural differences. An understanding to transcultural nursing theory can enhance the development and maintenance of a multicultural perspective. The use of Madeline Leininger's Culture Care modalities can assist staff in making culturally competent decisions and in implementing actions. This article will provide an overview of one community hospital's experiences in integrating a multicultural perspective to better meet the needs of specific patient populations.

  4. Achieving excellence in private intensive care units: The effect of transformational leadership and organisational culture on organisational change outcomes

    Directory of Open Access Journals (Sweden)

    Portia J. Jordan

    2015-12-01

    Full Text Available Orientation: Organisational change outcomes in private intensive care units are linked to higher patient satisfaction, improved quality of patient care, family support, cost-effective care practices and an increased level of excellence. Transformational leadership and fostering a positive organisational culture can contribute to these change outcomes. Research purpose: The study determined whether transformational leadership and a supportive organisational culture were evident in six private intensive care units in the Eastern Cape, South Africa. A conceptual framework to investigate the relationship between transformational leadership, organisational culture, and organisational change outcomes, was proposed and tested. Motivation for the study: The prevalence of transformational leadership, a positive organisational culture and their effect on organisational change outcomes in private healthcare industries require further research in order to generate appropriate recommendations. Research design, approach and method: A positivistic, quantitative design was used. A survey was conducted using a questionnaire which, in previous studies, produced scores with Cronbach’s alpha coefficients greater than 0.80, to collect data from a sample of 130 professional nurses in private intensive care units. Main findings: Transformational leadership and a positive organisational culture were evident in the private intensive care units sampled. A strong, positive correlation exists between transformational leadership, organisational culture, and organisational change outcomes. This correlation provides sufficient evidence to accept the postulated research hypotheses. Innovation and intellectual stimulation were identified as the factors in need of improvement. Practical or managerial implications: The findings of the study may be used by managers in intensive care units to promote organisational change outcomes, linked to transformational leadership and a

  5. Creating Spaces for Urban Youth: The Emergence of Culturally Responsive (Hip-Hop) School Leadership and Pedagogy

    Science.gov (United States)

    Khalifa, Muhammad

    2013-01-01

    Ladson-Billings, Gay and among others have demonstrated the strong need for educational curriculum and practice to respond to the specific academic, cultural, and social needs of culturally unique, minoritized students. This article focuses on culturally responsive leadership practices for students with Hip-Hop identity performatives. This…

  6. 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.

  7. 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.

  8. The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

    Directory of Open Access Journals (Sweden)

    Mouhamadou Sow

    2017-03-01

    Full Text Available The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction levels. The following research questions were posed: (1 Is there a statistically significant relationship between transformational leadership and job satisfaction in the U.S. healthcare industry? (2 Is there a statistically significant relationship between organizational culture and job satisfaction in the U.S. healthcare industry? (3 Is the relationship between transformational leadership and job satisfaction in the U.S. healthcare industry mediated by organizational culture? Data to answer the research questions were collected through simple random sampling processes that resulted in a sample of 111 American healthcare employees and analyzed with Stata software. The main finding of the study was that an apparent effect of transformational leadership on job satisfaction disappeared when organizational culture variables were taken into consideration. The results suggest that healthcare organizations should attempt to move away from externally focused cultures in order to increase job satisfaction. Such a move could improve social outcomes by improving the quality of work for millions of stressed American healthcare employees.

  9. Reconceptualizing Leadership in Migrant Communities: Latina/o Parent Leadership Retreats as Sites of Community Cultural Wealth

    Science.gov (United States)

    Nava, Pedro E.; Lara, Argelia

    2016-01-01

    This article examines how the Education Leadership Foundation (a leadership development community based organization) in partnership with the Migrant Education Program use parent retreats for building leadership, and skill development of migrant farm-working families. Utilizing cooperative and community responsive practices, these retreats build…

  10. 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,…

  11. 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.

  12. THE INFLUENCE OF THE CULTURE IN THE STYLE OF LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Madalina Gheta

    2017-03-01

    Full Text Available The level of development of a country is defined based on indicators such as population size, GDP and contry area. Although it’s easy to identify countries like the USA, France and Spain that are part of developed countries and countries such as Senegal, Gabon Greece or China ranked as emerging countries, there is no universally accepted definition of developing contries. The “emerging contries” are often listed in terms of their differentiation from the developed contries; A comun problem is that some organizations dont’t take into consideration all the variables, a country located on a higher position in terms of GDP is possible to not have the same position at the social development or quality of life.   For the last 25 years China has known continuous economic expansion, it’s forecasted that in the next 20 years it will become one of the world’s superpower. China encountered a relatively fast development after the deployment of the “cultural revolution”. In China, the long standing cultural tradition influences till today the economic area, more than other countries encounter from this category. The youth’s mentality is to learn and to work very well with the solely interest to serve the country completely. This desire of the Chinese people is positively influenced by the state - the Chinese Communist Party encourages the state of raising the development of education and the level of life.

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

    Directory of Open Access Journals (Sweden)

    Zaid Sardarzahi, Zaid

    2015-06-01

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

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

    Science.gov (United States)

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

    2012-04-30

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

  15. Understanding Leadership

    Science.gov (United States)

    2011-02-16

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

  16. Advancing theory development: exploring the leadership-climate relationship as a mechanism of the implementation of cultural competence.

    Science.gov (United States)

    Guerrero, Erick G; Fenwick, Karissa; Kong, Yinfei

    2017-11-14

    Leadership style and specific organizational climates have emerged as critical mechanisms to implement targeted practices in organizations. Drawing from relevant theories, we propose that climate for implementation of cultural competence reflects how transformational leadership may enhance the organizational implementation of culturally responsive practices in health care organizations. Using multilevel data from 427 employees embedded in 112 addiction treatment programs collected in 2013, confirmatory factor analysis showed adequate fit statistics for our measure of climate for implementation of cultural competence (Cronbach's alpha = .88) and three outcomes: knowledge (Cronbach's alpha = .88), services (Cronbach's alpha = .86), and personnel (Cronbach's alpha = .86) practices. Results from multilevel path analyses indicate a positive relationship between employee perceptions of transformational leadership and climate for implementation of cultural competence (standardized indirect effect = .057, bootstrap p climate in the implementation of cultural competence in addiction health service organizations.

  17. 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 < .70). Also, factor loadings, reliability and convergent validity were acceptable across samples. Furthermore, through measurement invariance analysis, we detected model equivalence in all three countries including structural residual invariance (ΔCFI = .001). Finally, cultural differences in some dimensions were found and discussed, opening the way for future cross-cultural studies.

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

    Science.gov (United States)

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

    2016-05-01

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

  19. Rising Company’s Performance through Leadership Role: Culture, Strategies, and Management System as a Marine State

    Science.gov (United States)

    Wardi, Jeni; Yandra, Alexsander

    2018-05-01

    This research aims to learn the direct influence of transformational and transactional leaderships on Indonesian company’s performance through company’s culture, strategy, management accounting and control system as a marine state. This research involves descriptive and inferential designs in solving the research problem. To test the model and the hypothesis, SEM analysis is used. The populations of this research are companies registered in Indonesian stock exchange in 2012. The sampling technique uses purposive sampling. The data of the research are obtained from questionnaires distributed to respondents. The respondents are companies’ managers represented by accounting and finance managers with the positions 1 and 2 levels below top management team who have direct communication with the top management. The results of the research show that transformational leadership influences company’s performance directly, but not the transactional leadership. The company’s culture is not the mediation variable in indirect influence on the company’s performance, either in transformational or transactional leadership. On the other hand, management control system proves to be the mediation in transactional leadership on the performance but not for transformational leadership. Meanwhile, management accounting system proves to be the mediation variable in the influence of transformational and transactional leaderships. Except the variables of company’s culture, strategy, management accounting system and management control system, each directly influences the performance.

  20. Leadership and profits in security

    International Nuclear Information System (INIS)

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

    2008-01-01

    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)

  1. 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.

  2. Non-native english speaking elementary ell teachers’ culturally responsive leadership profile in an ESL context

    Directory of Open Access Journals (Sweden)

    Valentin Ekiaka Nzai

    2012-12-01

    Full Text Available Culturally responsive instruction has been suggested as quality education (Edwards, 2003 for minority students in subtractive and additivebilingualism settings. However, analytical curriculum development of several official English programs revealed that the gender-centric (malecentricand Ethno-centric (Euro/Western-centric approaches were deeply embedded in most English textbooks of curriculum development.The intent of partial mixed methods paper consisted of exploring some non-native English speaking teachers English teachers’ culturallyresponsive leadership profile in order to further the discussion on not only how to promote English curriculum transformation in English assecond language (ESL and English as foreign language (EFL settings, but also to effectively train culturally responsive non-native Englishspeaking (NNES English pre-service teachers. Comparative data analysis suggested that there were no causal relationship between NNESEnglish teachers’ culturally responsive leadership styles and their abilities to perform multicultural transformation of English curriculums. To behighly effective in transforming English curriculum, NNES English teachers needed to be systematically trained on how to do so. Implicationsfor NNES English pre-service teacher education are framed from the culturally responsive and anti-oppressive education approaches.

  3. 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

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

    Science.gov (United States)

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

    2014-01-01

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

  5. 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.

  6. 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…

  7. 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…

  8. 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…

  9. 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…

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

    Science.gov (United States)

    Shapira-Lishchinsky, Orly; Raftar-Ozery, Tehila

    2018-01-01

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

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

    Science.gov (United States)

    Sabga, Natalya I.

    2017-01-01

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

  12. 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…

  13. 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…

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

    Science.gov (United States)

    Dean, Mark D.

    2009-01-01

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

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

    Science.gov (United States)

    Akdemir, Öznur Atas; Ayik, Ahmet

    2017-01-01

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

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

    Science.gov (United States)

    Tas, Said

    2017-01-01

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

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

    Science.gov (United States)

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

    2016-01-01

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

  18. 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…

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

    Science.gov (United States)

    Valencic-Miller, Olivia V.

    2017-01-01

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

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

    Science.gov (United States)

    Alkrdem, Mofareh

    2014-01-01

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

  1. 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…

  2. Planning Smalltalk Behavior with Cultural Influences for Multiagent Systems

    DEFF Research Database (Denmark)

    Endrass, Birgit; Rehm, Matthias; André, Elisabeth

    2011-01-01

    There are several factors that influence communicative behavior, such as gender, personality or culture. As virtual agents interact in a more and more human-like manner, their behavior should be dependent on social factors as well. Culture is a phenomenon that affects one’s behavior without one...... realizing it. Behavior is thus sometimes perceived as inappropriate because there is no awareness of the cultural gap. Thus, we think cultural background should also influence the communication behavior of virtual agents. Behavioral differences are sometimes easy to recognize by humans but still hard...

  3. 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.

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

    Directory of Open Access Journals (Sweden)

    Lei Qi

    2017-09-01

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

  5. 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.

  6. Neither Here nor There: Transformational Leadership and Cultural Intelligence in Presidents of U.S. Accredited Universities in Foreign Countries

    Science.gov (United States)

    Bourgeois, Jeff

    2017-01-01

    The role of a university president combines the symbolism of an institutional ambassador with the leadership responsibilities of a private-sector executive. When considering the cultural context of the university and the culture of the surrounding community, the demands of the presidential position become far more complex. The Council for Higher…

  7. A Cultural Approach to Understanding Professional Experiences of Foreign-Born Faculty in U.S. Educational Leadership Preparation Programs

    Science.gov (United States)

    Khrabrova, Iryna; Sanzo, Karen L.

    2013-01-01

    The purpose of this study was to investigate the professional experiences of foreign-born faculty members serving in U.S. educational leadership preparation programs, utilizing a cultural approach to discern their lived experiences related to professional life. Cultural values were explored as reflected in professional life experiences. The…

  8. Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries.

    NARCIS (Netherlands)

    Waldman, D.A.; Sully De Luque, M.; Washburn, N.; House, R.J.; de Hoogh, A.H.B.; Koopman, P.L.

    2007-01-01

    This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions

  9. Cultural and leadership predictors of corporate social responsibility values of top management: A GLOBE study of 15 countries

    NARCIS (Netherlands)

    Waldman, D.A.; Sully De Luque, M.; Washburn, N.; House, R.J.; GLOBE Country Co-investigators, incl. De Hoogh, A.H.B.

    2006-01-01

    This paper examines cultural and leadership variables associated with corporate social responsibility values that managers apply to their decision-making. In this longitudinal study, we analyze data from 561 firms located in 15 countries on five continents to illustrate how the cultural dimensions

  10. 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…

  11. 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,…

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

    OpenAIRE

    Jimmy Sadeli

    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...

  13. 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

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

    Science.gov (United States)

    1982-08-01

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

  15. Building a Climate of Change with a link through Transformational Leadership and Corporate Culture: A Management key to a Global Environment

    Directory of Open Access Journals (Sweden)

    Paul Llwellyn Flemming

    2017-03-01

    Full Text Available Leaders in the Caribbean Diaspora have argued that there is no documented evidence of the association between the three fundamental pillars of public sector organization: leadership, performance and culture. This cross-culture leadership concern has evoked a series of research which basic aim is to conceptualize the leadership culture phenomenon. The problem is that there is a high degree of dysfunctional leadership within the public sectors organizations in the Caribbean diaspora and there is limited empirical evidence that can be had to validate the reason for this inadequacy. The purpose of this study is to investigate the link between transformational leadership styles, corporate organizational culture types and performance in sixteen public sectors organizations. The methodology implemented in this research is the Multifactor Leadership Questionnaire (MLQ 5X, and the Organizational Culture Assessment Instrument (OCAI to collect data. Seventy-five executive directors completed measures of the MLQ 5x leadership traits and culture types. A total of 200 employees from   across sixteen public sector organizations completed the measures on leadership and culture. The responses were scaled and coded to enable the segmentation of the data into dependent and independent variables based on the leadership, performance and culture variables. The study utilized the multiple regression models and correlation statistical analyses to determine the degree of commonality among the components. The results indicate support for the hypotheses link between the traits of transformational leadership and organizational culture with performance being the mediating variable. Exploratory analysis showed that several executive leaders have leadership traits that support culture values. The study concluded that transformational leadership and corporate organizational culture have positive effects on facilitating performance and is best suited in managing change and

  16. Building a Physician Culture for Healthcare Transformation: A Hospital's Leadership Challenge.

    Science.gov (United States)

    Hemker, Robert A; Solomon, Leslie A

    2016-01-01

    Engaging and integrating physicians has become the veritable "brass ring" for many hospital systems: many attempts and few actual wins. This is especially true in California's managed care environment and for public entities such as Palomar Health in Escondido, California. Our commitment to engage and integrate physicians continues to be a vital element of a larger cultural shift toward delivery of care that puts the patients' needs first. A key determinant of success has been the ability to align a diverse medical staff culture with administrative priorities. This alignment involves a carefully executed strategy and a structure to build a collective identity among diverse players. Palomar Health is in the third year of the journey. Some of the critical milestones have been the implementation of a physician leadership development process, creation of a physician onboarding process to codify the desired physician culture, delineation of roles and expectations for physician leadership, and formalization of dyad and triad partnerships between physicians and their clinical and administrative partners.

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

    Science.gov (United States)

    Mattaini, Mark A; Aspholm, Roberto

    2016-05-01

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

  18. 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.

  19. 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.   

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

    NARCIS (Netherlands)

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

    2012-01-01

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

  1. Impact of culture on commitment, satisfaction, and extra-role behaviors among Canadian ER physicians.

    Science.gov (United States)

    Williams, E S; Rondeau, K V; Francescutti, L H

    2007-01-01

    The purpose of this paper is to explore the impact of hospital emergency department culture on the job satisfaction, patient commitment, and extra-role performance of Canadian emergency physicians. The conceptual model related four cultural archetypes from the competing valued model to the three outcome variables. In total, 428 Canadian emergency physicians responded to a national survey. The conceptual model was tested via structural equation modeling via LISREL 8. Culture had a relatively weak impact on the outcomes. Human resources culture related positively to job satisfaction while bureaucratic culture related positively to patient commitment. Patient commitment, but not job satisfaction strongly and positively related to extra-role behavior. A direct relationship between entrepreneurial culture and extra-role behavior emerged from an extended analysis. Organizational culture seems to have more distal relationships with outcome variables and its influence is likely to be mediated by more proximal workplace variables. Of value by showing that a key modern leadership challenge is to create the kind of work culture that can become a source of competitive advantage through generating particular organizational outcomes valued by stakeholders.

  2. [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.

  3. 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…

  4. 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…

  5. THE IMPACT OF LEADERSHIP STYLE TO THE TEACHERS' JOB SATICFACTION

    OpenAIRE

    Mirela Karabina

    2016-01-01

    Leadership style, transformational leadership has a positive impact on teachers' job satisfaction. The principal leads by organizing all work at school. Satisfaction from work is determined by internal and external factors. Leadership, the behavior that allows principals to create positive school cultures and increase teachers’ job satisfaction has often been the subject of much study. This review focuses on some of the theory and recent studies that are related to the impact of leadership st...

  6. Cultural differences in clinical leadership: a qualitative study comparing the attitudes of general dental practitioners from Greater Manchester and Tokyo.

    Science.gov (United States)

    Brocklehurst, P; Nomura, M; Ozaki, T; Ferguson, J; Matsuda, R

    2013-11-01

    Leadership has been argued to be a key component in the transformation of services in the United Kingdom and in Japan. In the UK, local professional networks have developed to provide clinician led care in dentistry; working to develop local plans to deliver improvements in the quality of care for patients. In Japan, the remuneration model for dental care has been revised with the aim to improve the service and tackle the current challenges of population health there. The aim of this study was to use semi-structured interviews and thematic analysis to explore general dental practitioners' (GDPs) understanding of the term 'leadership' and determine whether its meaning is culturally bound. Twelve participants were sampled purposively by the research team; identifying GDPs involved in leadership roles from across Greater Manchester and Tokyo. A set of open-ended questions was developed for semi-structured interviews a priori and the interviews continued until saturation. Interviews were recorded, transcribed verbatim and codes were developed into a coding frame for thematic analysis. Representative quotations are provided in the results. Fourteen codes were identified according to the aims of the study and organised into five overarching themes. 'Leadership as the relationship' was more pronounced among Japanese GDPs, while 'leadership as the individual' was common in GDPs from Greater Manchester. Differences were also found in respect of education and training in leadership. Training was also considered to be important by the GDPs from Japan, while UK GDPs felt leaders were more likely to be influenced by innate qualities. The interdependence of leadership and entrepreneurship was raised by both sets of GDPs. The concept of leadership was considered to be important by GDPs from both Greater Manchester and Tokyo; leadership was seen as providing strategy and direction for a clinical team. However, cultural influences were evident in how this was conceptualised.

  7. 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. Copyright © 2015 Elsevier Ltd. All rights reserved.

  8. 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.

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

    International Nuclear Information System (INIS)

    Misawa, Ryo; Sasou, Kunihide

    2011-01-01

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

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

    Science.gov (United States)

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

    2018-01-01

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

  11. 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.

  12. 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.

  13. 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

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

    OpenAIRE

    Avcı, Ahmet

    2016-01-01

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

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

    OpenAIRE

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

    2014-01-01

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

  16. Recognizing Deep Culture's Influence on Communicative Behavior

    OpenAIRE

    Ryan, Stephen B.

    2008-01-01

    The goal of this paper is to highlight and discuss the importance of culture and how it can affect our communication in intercultural contexts. We shall discuss the affect culture can have on communication in cross-cultural contexts using specific examples from Japanese and English speakers. Two culture models are presented for understanding and making sense of these cross-cultural events. The final purpose of this paper is to offer a way for readers and intercultural students to think about ...

  17. Behavioral, Attitudinal, and Cultural Factors Influencing Interagency Information Sharing

    Science.gov (United States)

    2011-05-01

    Conflict ( Prosocial Behavior ) Cognitive Processes - Shared Team Mental Models, Transactive Memory Action Processes - Team Coordination...information sharing behaviors after the experiment unfolded. To explore this further, an independent sample t -test was conducted, where the difference in...U.S. Army Research Institute for the Behavioral and Social Sciences Research Report 1944 Behavioral , Attitudinal, and Cultural Factors

  18. Strengthening leadership as a catalyst for enhanced patient safety culture: a repeated cross-sectional experimental study.

    Science.gov (United States)

    Kristensen, Solvejg; Christensen, Karl Bang; Jaquet, Annette; Møller Beck, Carsten; Sabroe, Svend; Bartels, Paul; Mainz, Jan

    2016-05-13

    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. 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 in the Safety Attitudes Questionnaire. To broaden knowledge and strengthen leadership skills, a multicomponent programme consisting of academic input, exercises, reflections and discussions, networking, and action learning was implemented among the clinical area level leaders. In total, 358 and 325 staff members participated before and after the intervention, respectively. 19 of the staff members were clinical area level leaders. In both surveys, the response rate was >75%. The proportion of frontline staff with positive attitudes improved by ≥5% for 5 of the 7 patient safety culture dimensions over time. 6 patient safety culture dimensions became more positive (increase in mean) (pculture are remarkable, and imply that strengthening the leadership can act as a significant catalyst for patient safety culture improvement. Further studies using a longitudinal study design are recommended to investigate the mechanism behind leadership's influence on patient safety culture, sustainability of improvements over time, and the association of change in the patient safety culture measures with change in psychiatric patient safety outcomes. Published by the BMJ Publishing Group Limited. For permission to use (where not already granted under a licence) please go to http://www.bmj.com/company/products-services/rights-and-licensing/

  19. An Exploration of Cultural Factors and Their Influence on Saudi Arabian University Deans’ Leadership Perceptions and Practices

    Directory of Open Access Journals (Sweden)

    Yousef Abu Alsuood

    2018-04-01

    Full Text Available This article reports an investigation into societal and organizational cultural influences on academic leadership in Saudi Arabian higher education, a previously underexplored area. In Saudi Arabia, it is currently unclear how university deans are negotiating the balance between organizational cultural values and contemporary influences, and how the values they embrace may influence their leadership practices and effectiveness. The study has been conducted in eight main governmental universities under the Ministry of Education. Qualitative data has been collected, involving interviews with fifteen university deans, with data scrutinized by an interpretive thematic analysis. The deans’ responses indicated dissatisfaction with the broad societal culture around them and the negative influence this had on leadership practices. Tensions were apparent between traditional values and change, and the influence of family and tribal backgrounds. Five organizational cultural themes were identified as influences on deans’ leadership—a centralized environment, strict regulations, the authority of top management, selection and promotion issues, and reputational factors. The study’s outcomes contribute to the understanding of leadership perceptions and practices within a particular cultural context.

  20. 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.

  1. 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.

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

    Energy Technology Data Exchange (ETDEWEB)

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

    1994-05-01

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

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

    Science.gov (United States)

    Xiao, Lily Dongxia

    2008-09-01

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

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

    International Nuclear Information System (INIS)

    Misumi, Jyuji; Yamada, Akira; Shinohara, Shinobu

    1994-01-01

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

  5. 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

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

    DEFF Research Database (Denmark)

    Endrass, Birgit; André, Elisabeth; Rehm, Matthias

    2013-01-01

    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...

  7. The Relationships between Culture and Behavioral Intentions towards Services

    NARCIS (Netherlands)

    Furrer, O.F.G.; Liu, B.S.; Sudharshan, D.

    2001-01-01

    Some recent studies have shown that culture influences how consumers perceive service quality. Others have shown the relationship between perceived service quality and behavioral intentions. In this article, the authors study how culture influences behavioral intentions toward services on the basis

  8. 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…

  9. Culturally Responsive Positive Behavior Supports: Considerations for Practice

    Science.gov (United States)

    Banks, Tachelle; Obiakor, Festus E.

    2015-01-01

    Classrooms are not culturally neutral terrains, but rather are constructed around sets of norms, values, and expected behaviors that are culturally bound. Low tolerance levels and expectations are an indication of the incongruence between the education strategies utilized by teachers and the cultural and linguistic differences of students that are…

  10. 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.

  11. 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…

  12. 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…

  13. 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.…

  14. The role of leadership for shaping organizational culture and building employee engagement in the Bulgarian gaming industry

    OpenAIRE

    Stanislavov, Ivaylo; Ivanov, Stanislav

    2014-01-01

    The purpose of this phenomenological study was to explore the impact of leadership styles on organizational culture and employee engagement, and gain understanding of how these conceptual variables influence organizational performance. Through in-depth interviews, the participants from three Bulgarian gaming enterprises revealed their perceptions of how their previous and current casino managers were able to form organizational culture and build employee engagement. The study revealed that th...

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

    Directory of Open Access Journals (Sweden)

    Federico R. León

    2018-03-01

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

  16. Diversity and leadership in a changing world.

    Science.gov (United States)

    Eagly, Alice H; Chin, Jean Lau

    2010-04-01

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

  17. Culture's influence on consumers : exploratory behavior and risk taking

    OpenAIRE

    Soares, Ana Maria; Farhangmehr, Minoo; Shoham, Aviv

    2003-01-01

    This theoretical paper addresses the influence of culture on risk taking and exploratory behavior. The cultural dimensions of long-term orientation, power distance, uncertainty avoidance, collectivism, and masculinity (Hofstede, 1984, 2001) are hypothesized to influence risk-taking behavior in general, and, through it, exploratory consumption behavior, risk taking, and risk attitudes and perception towards specific products. We also propose an empirical study to test the emergent model. Fu...

  18. 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.

  19. 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).

  20. Cultural Context and Modification of Behavior Change Theory

    Science.gov (United States)

    Sanders Thompson, Vetta L.

    2009-01-01

    Although social and cultural contexts act on each level of the multilevel ecologic model to affect cancer risk, health behavior, and cancer screening and promotion in health behavior research, people have yet to develop theories that sufficiently integrate the social and environmental context with group and individual behavior. The "Behavioral…

  1. 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.

  2. 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.

  3. 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…

  4. 75 FR 16544 - Bureau of Educational and Cultural Affairs (ECA) Request for Grant Proposals: Youth Leadership...

    Science.gov (United States)

    2010-04-01

    ... for Grant Proposals: Youth Leadership Program With Central Europe Announcement Type: New Grant... Leadership Program with Central Europe. Public and private non-profit organizations meeting the provisions... exchange activities will focus broadly on the themes of civic rights and responsibilities, leadership, and...

  5. 76 FR 10422 - Bureau of Educational and Cultural Affairs (ECA) Request for Grant Proposals: Youth Leadership...

    Science.gov (United States)

    2011-02-24

    ... for Grant Proposals: Youth Leadership Program With Sub-Saharan Africa Announcement Type: New... competition for the Youth Leadership Program with Sub-Saharan Africa. Public and private non-profit..., community service, and youth leadership development, and to support follow-on projects in their home...

  6. 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

  7. 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.

  8. 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.

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

    NARCIS (Netherlands)

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

    2015-01-01

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

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

    OpenAIRE

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

    2011-01-01

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

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

    Science.gov (United States)

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

    2010-05-01

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

  12. IAEA’s Approach to Leadership, Management and Culture for Safety

    International Nuclear Information System (INIS)

    Rzentkowski, G.

    2016-01-01

    In this session the director of the Division of Nuclear Installation Safety (NSNI) will describe the division’s approach to leadership, management and culture for safety and outline the strategy adopted for this work. The IAEA has developed a safety culture foundation framework which is used to support all installations’ and organisations’ work for continuous improvement to achieve excellence in nuclear safety performance. The framework has been developing since 1986 through the work of the IAEA and the nuclear community, and is based on nuclear organisations’ experiences (both in practices applied and events experienced) and the development of scientific knowledge on human and organisation factors that support nuclear safety performance. The main aim for the IAEA is to assist the Member States to translate the knowledge into practical and successful practise, and to further enhance the safety on nuclear installations. The Strategy of the division is to share the common foundation of the framework across the different nuclear sectors and ensure that application of improvement activities are firmly based on knowledge and appropriate context based solutions.

  13. 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

  14. Culture, cognition and e-commerce behavior

    OpenAIRE

    Alhammad, Muna; Gulliver, Stephen; Wiafe, Isaac; Nakata, Keiichi

    2013-01-01

    Existing research has given little attention to the relationship between culture characteristics and consumer’s internal beliefs particularly in the pre-purchase stage, and how this relationship affects consumer’s purchase decision. This paper considers the theory of cognitive dissonance and its extended model (the 3D-RAB), as a means to study the current distribution of consumer’s pre-purchase cognitive dissonance, which allows us to investigate the effects of culture characteristics on this...

  15. Behavioral Style, Culture, and Teaching and Learning.

    Science.gov (United States)

    Hilliard, Asa G., III

    1992-01-01

    Argues that unique behavioral styles can be identified among African-American populations and that behavioral style may help explain differences in test performance for white and African-American students. Implications for all students of providing stylistic diversity in the schools and student ability to use multiple learning styles are…

  16. 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.

  17. Does Culture Influence Asset Managers? Views and Behavior?

    OpenAIRE

    Beckmann, Daniela; Menkhoff, Lukas

    2007-01-01

    This research enters new ground by presenting comparative survey evidence on asset managers' views and behavior in the United States, Germany, Japan and Thailand. Relying on Hofstede's four cultural dimensions, we find that cultural differences are most helpful in understanding country differences which cannot be explained by pure economic reasoning. In short, controlling for various determinants, the dimension of more Individualism predicts less herding behavior, more Power Distance leads to...

  18. Culture and attention: evidence from brain and behavior.

    Science.gov (United States)

    Ketay, Sarah; Aron, Arthur; Hedden, Trey

    2009-01-01

    Research has demonstrated that our experiences, including the culture in which we are raised, shape how we attend to and perceive the world. Behavioral studies have found that individuals raised in Western cultures tend toward analytic processing and prefer tasks emphasizing independent contexts rather than tasks emphasizing interdependent contexts. The opposite is true for individuals raised in East Asian cultures, who tend toward holistic processing and prefer tasks emphasizing interdependent contexts. Recently, cognitive neuroscientists have extended these behavioral findings to examine the brain activity of individuals from different cultures during the performance of cognitive tasks. Results from these initial studies indicate that culture may shape how the brain processes even very abstract stimuli and may influence the features of the environment to which individuals attend. The present chapter reviews evidence that culture influences attention and related systems, which, in turn, impact other cognitive and social processes and their neural correlates.

  19. What Studying Leadership Can Teach Us About the Science of Behavior.

    Science.gov (United States)

    Malott, Maria E

    2016-05-01

    Throughout history, individuals have changed the world in significant ways, forging new paths; demonstrating remarkable capacity to inspire others to follow; and repeatedly showing independence, resilience, consistency, and commitment to principle. However, significant cultural change is rarely accomplished single-handedly; instead, it results from the complex and dynamic interaction of groups of individuals. To illustrate how leaders participate in cultural phenomena, I describe how a few individuals helped to establish the Cold War. In this analysis, I distinguish two types of cultural phenomena: metacontingencies, involving lineages of interlocking behavioral contingencies, and cultural cusps, involving complicated, unique, and nonreplicable interrelations between individuals and circumstances. I conclude that by analyzing leaders' actions and their results, we can appreciate that cultural and behavioral phenomena are different, and although cultural phenomena are inherently complex and in many cases do not lend themselves to replication, not only should the science of behavior account for them, cultural phenomena should also constitute a major area of behavior analysis study and application.

  20. 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…

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

    Science.gov (United States)

    Kör, Burcu

    2016-01-01

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

  2. Associations between health culture, health behaviors, and health-related outcomes: A cross-sectional study.

    Science.gov (United States)

    Jia, Yingnan; Gao, Junling; Dai, Junming; Zheng, Pinpin; Fu, Hua

    2017-01-01

    To examine the associations between demographic characteristics, health behaviors, workplace health culture, and health-related outcomes in Chinese workplaces. A total of 1508 employees from 10 administrative offices and 6 enterprises were recruited for a cross-sectional survey. Self-administered questionnaires mainly addressed demographic characteristics, health behaviors, workplace health culture, and health-related outcomes including self-rated health, mental health, and happiness. The proportion of participants who reported good health-related outcomes was significantly higher in those working in administrative offices than those working in enterprises. The result of the potential factors related to self-rated health (SRH), mental health, and happiness by logistic regression analyses showed that age and income were associated with SRH; type of workplace, age, smoking, and health culture at the workplace level were associated with mental health; and beneficial health effects of direct leadership was positively associated with happiness. Moreover, there were some similar results among 3 multivariate regression models. Firstly, good SRH (Odds Ratio (OR) = 1.744), mental health (OR = 1.891), and happiness (OR = 1.736) were more common among highly physically active participants compared with those physical inactive. Furthermore, passive smoking was negatively correlated with SRH (OR = 0.686), mental health (OR = 0.678), and happiness (OR = 0.616), while health culture at the individual level was positively correlated with SRH (OR = 1.478), mental health (OR = 1.654), and happiness (OR = 2.916). The present study indicated that workplace health culture, health behaviors, and demographic characteristics were associated with health-related outcomes. Furthermore, individual health culture, physical activity, and passive smoking might play a critical role in workplace health promotion.

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

    Directory of Open Access Journals (Sweden)

    Muhammad Anshar

    2017-12-01

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

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

    Science.gov (United States)

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

    2015-01-01

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

  5. Tourism Attraction Systems. Exploring cultural behavior

    NARCIS (Netherlands)

    Richards, G.W.

    2002-01-01

    Attractions are vital sub-elements in all whole tourism systems, and yet their study suffers from lack of theoretical depth and empirical foundation. This paper presents an empirical exploration of the attraction system model, based on a survey of over 6,000 tourists to cultural attractions. The

  6. 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

    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

  7. 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

  8. Cultural Materialism and Behavior Analysis: Common Problems and Radical Solutions

    Science.gov (United States)

    Harris, Marvin

    2007-01-01

    This article presents a transcribed audio recording of the invited address the author gave to Sigrid Glenn on the relations between cultural materialism and radical behaviorism at the 12th annual conference of the Association for Behavior Analysis in Milwaukee, Wisconsin on May 23rd, 1986. In his address, the author emphasizes that the necessity…

  9. 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…

  10. 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…

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

    OpenAIRE

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

    2015-01-01

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

  12. Changing the Culture of Academic Medicine to Eliminate the Gender Leadership Gap: 50/50 by 2020

    OpenAIRE

    Valantine, Hannah; Sandborg, Christy I.

    2013-01-01

    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 also 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 h...

  13. 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.

  14. Cross-Cultural Comparison of Effective Leadership in Schools for Children with Blindness or Low Vision in the United States and Nigeria

    Science.gov (United States)

    Ajuwon, Paul M.; Oyinlade, A. Olu

    2016-01-01

    In this project, the authors used the Essential Behavioral Leadership Qualities (EBLQ) method of measuring leadership effectiveness to assess and compare the effectiveness of principals (leaders) of residential schools for children with blindness or low vision in the United States (U.S.) and Nigeria. A total of 248 teachers (subordinates) in 25…

  15. 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

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

    Science.gov (United States)

    Collins, Karmen J.

    2015-01-01

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

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

    Directory of Open Access Journals (Sweden)

    Paul Jiménez

    2017-10-01

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

  18. Cross-Cultural Psychology as a Scholarly Discipline: On the Flowering of Culture in Behavioral Research.

    Science.gov (United States)

    Segall, Marshall H.; Lonner, Walter J.; Berry, John W.

    1998-01-01

    Examines interrelationship of culture and behavior. Perspectives include absolutism and relativism, each with methodological consequences for such research concerns as values gender differences, cognition, aggression, intergroup relations, and psychological acculturation. Describes societal concerns relating to these topics. Contains 88…

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

    Science.gov (United States)

    Brown, James D.

    2010-01-01

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

  20. AUTHENTIC LEADERSHIP IN EDUCATIONAL INSTITUTIONS

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    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.

  1. 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.

  2. 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…

  3. A New Approach to Strategic Leadership: Learning-Centredness, Connectivity and Cultural Context in School Design

    Science.gov (United States)

    Dimmock, Clive; Walker, Allan

    2004-01-01

    A traditional preoccupation with the immediate and short term on the part of school leaders has recently given way to recognition of the need for, and importance of, strategic leadership. However, this article expresses a number of concerns about recent thinking on strategic leadership, in particular, the view that vision and school improvement…

  4. Building a Leadership Culture for Environmental Health in a Nurse-Led Clinic

    Directory of Open Access Journals (Sweden)

    Shanda L Demorest

    2017-10-01

    Full Text Available Climate change is the biggest global health threat of the 21st century (Costello et al., 2009. Temperature shifts caused by greenhouse gases have negative health impacts such as worsening of chronic diseases and increases in vector-borne diseases (American Public Health Association, 2016, which nurses are ethically responsible to address (American Nurses Association, 2015. At an interdisciplinary nurse-led clinic, staff were not prepared to assist patients in building resiliency related to the health impacts of climate change or to implement environmental sustainability in their workplace. Based on principles of partnership-based healthcare (Eisler & Potter, 2014, this project included Climate Conversations - sharing stories, values, and knowledge about climate change – (Minnesota Interfaith Power & Light, 2010 and evidence-based transformational leadership. The Nurses’ Environmental Awareness Tool (Schenk et al., 2015 was used to survey staff before and after they participated in behavioral interventions to incorporate environmental sustainability at their workplace. Compared to baseline, staffs’ knowledge of environmental sustainability increased significantly (pp

  5. 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.

  6. 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

  7. 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.

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

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    Aris Cahyono

    2017-12-01

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

  9. The Impact of Quality Culture and Leadership on Customer Relationship in Organizations from the Romanian Metal Construction Industry

    Directory of Open Access Journals (Sweden)

    Liviu Ilieș

    2017-11-01

    Full Text Available The current paper is part of a wider research that has as general objective to develop an evaluation and analysis model for the total quality management (TQM system to identify best practices that determine its’ performance, in order to improve it. The research is focused on organizations from the metal construction industry. The sample consists of organizations from Romania operating in the before mentioned area, which have a consolidated position in the market and conducted efforts in implementing TQM systems. The data analysis was conducted through quantitative research methods, based on statistical processing. Regarding the research tools used for data collection, a survey based on a questionnaire was employed. The designed and pre-tested questionnaire contains items based on factors considered important in analysing and evaluating the TQM system, based on the evaluation criteria of the EFQM European Excellence Award (European Foundation for Quality Management, which provides credibility to the research. The objective of the present research is analysing the components of the TQM system, leadership and quality culture, in companies from the Romanian metal construction industry and their influence on customer relationship. The empirical research was conducted between September 2014 and August 2015, and the study is based on questioning 263 managers from 23 companies. The main research results show a very strong positive relation between the variables leadership, quality culture and customer relationship. It was also noticed that the management team of the analysed organizations is concerned with the continuous quality improvement process and that efforts are made for satisfying and exceeding customers’ expectations, thus existing the premises for creating customers’ dedicated organizations and achieving long term excellence. A surprising result concerning the leadership style favourable to quality culture’s development was obtained

  10. A Seven Nations Study of Leadership Attributes

    Directory of Open Access Journals (Sweden)

    Mączyński Jerzy

    2017-06-01

    Full Text Available The overall purpose of this paper was to compare a representative sample of Polish middle managers with a representative sample of chief executive officers (CEOs from six chosen countries, in regard to selected leadership traits and behaviors. We present a small portion of data collected under the GLOBE project, Phase 3, and longitudinal research findings concerning subordinates′ assessments of Polish middle managers in relation to their attributes from 2008 to 2012. The GLOBE, Phase 3 research is the first study to investigate several thousands of CEOs and senior management teams in 24 countries, to empirically and directly assess the relationship between culture and leadership traits and behaviors. We provide research evidence that the investigated CEOs from the United States, Austria, Germany, China, and Taiwan (with the exception of Russian CEOs and Polish middle managers were generally positively evaluated by their direct staff in regard to: inspirational, visionary, integrity, and performance-oriented leadership behaviors (constituents of charismatic leadership, team-oriented behavior, and participative leadership style. Empirical findings under the GLOBE project, Phase 3 revealed that the charismatic leadership behavior of CEOs has a huge influence on top management teams′ (TMTs dedication to organizational goals, and is the most predictive of all leadership behaviors for TMT commitment to organizations. The analyzed research findings indicate that CEOs in Russia and Polish middle managers display strong similarities. They tend to behave in less charismatic, team-oriented, and participative ways than CEOs in the remaining countries.

  11. 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.

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

    Science.gov (United States)

    Bormann, Lorraine; Abrahamson, Kathleen

    2014-04-01

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

  13. 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.

  14. 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

  15. 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.

  16. Developing nurses' intercultural/intraprofessional communication skills using the EXCELLence in Cultural Experiential Learning and Leadership Social Interaction Maps.

    Science.gov (United States)

    Henderson, Saras; Barker, Michelle

    2017-09-27

    To examine how the use of Social Interaction Maps, a tool in the EXCELLence in Cultural Experiential Learning and Leadership Program, can enhance the development of nurses' intercultural/intraprofessional communication skills. Nurses face communication challenges when interacting with others from similar background as well as those from a culturally and linguistically diverse background. We used the EXCELLence in Cultural Experiential Learning and Leadership Program's Social Interaction Maps tool to foster intercultural/intraprofessional communication skills in nurses. Social Interaction Maps describe verbal and nonverbal communication behaviours that model ways of communicating in a culturally appropriate manner. The maps include four stages of an interaction, namely Approach, Bridging, Communicating and Departing using the acronym ABCD. Qualitative approach was used with a purposeful sample of nurses enrolled in a postgraduate course. Fifteen participants were recruited. The Social Interaction Map tool was taught to participants in a workshop where they engaged in sociocultural communication activities using scenarios. Participants were asked to apply Social Interaction Maps in their workplaces. Six weeks later, participants completed a semistructured open-ended questionnaire and participated in a discussion forum on their experience of using Social Interaction Maps. Data were content-analysed. Four themes identified in the use of the Social Interaction Maps were (i) enhancing self-awareness of communication skills; (ii) promoting skills in being nonconfrontational during difficult interactions; (iii) highlighting the importance of A (Approach) and B (Bridging) in interaction with others; and (iv) awareness of how others interpret what is said C (Communicating) and discussing to resolve issues before closure D (Departing). Application of the EXCELLence in Cultural Experiential Learning and Leadership Social Interaction Mapping tool was shown to be useful in

  17. The Role of Leadership Support for Health Promotion in Employee Wellness Program Participation, Perceived Job Stress, and Health Behaviors.

    Science.gov (United States)

    Hoert, Jennifer; Herd, Ann M; Hambrick, Marion

    2018-05-01

    The purpose of the study was to explore the relationship between leadership support for health promotion and job stress, wellness program participation, and health behaviors. A cross-sectional survey design was used. Four worksites with a range of wellness programs were selected for this study. Participants in this study were employees (n = 618) at 4 organizations (bank, private university, wholesale supplier, and public university) in the southeastern United States, each offering an employee wellness program. Response rates in each organization ranged from 3% to 34%. Leadership support for health promotion was measured with the Leading by Example instrument. Employee participation in wellness activities, job stress, and health behaviors were measured with multi-item scales. Correlation/regression analysis and descriptive statistics were used to analyze the relationships among the scaled variables. Employees reporting higher levels of leadership support for health promotion also reported higher levels of wellness activity participation, lower job stress, and greater levels of health behavior ( P = .001). To ascertain the amount of variance in health behaviors accounted for by the other variables in the study, a hierarchical regression analysis revealed a statistically significant model (model F 7,523 = 27.28; P = .001), with leadership support for health promotion (β = .19, t = 4.39, P = .001), wellness activity participation (β = .28, t = 6.95, P stress (β = -.27, t = -6.75, P ≤ .001) found to be significant predictors of health behaviors in the model. Exploratory regression analyses by organization revealed the focal variables as significant model predictors for only the 2 larger organizations with well-established wellness programs. Results from the study suggest that employees' perceptions of organizational leadership support for health promotion are related to their participation in wellness activities, perceived job stress levels, and health behaviors.

  18. 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

  19. 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.

  20. 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.