scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

scholarly journals Schools’ Leadership and Employees’ Work-engagement: Evidences from Secondary Schools

2014 ◽  
Vol 31 (2) ◽  
Author(s):  
Iram Parveen
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Work Engagement ◽  
Positive Impact ◽  
Sampling Technique ◽  
Well Being ◽  
School Teachers ◽  
Contingent Reward ◽  
Statistical Correlations

heads as perceived by secondary school teachers with teachers’ work engagement. Leadership styles of school heads had been explored using The Multifactor Leadership Questionnaire, The MLQ (FORM5X) in terms of transformational, transactional and avoidant leadership whereas teachers’ work engagement had been explored by administering UWES-17. The universe of the study were school teachers comprising sample of 272 using convenience sampling technique. Data had been collected from 30 schools, 19 from urban and 11 from rural places where number of respondents from each school did not exceed than 10. Results of descriptive statistics reveal that out of 30 heads being rated by teachers, approximately 10% were found as transformational, within transactional leaders, 87% utilize Contingent Reward Management, 80% use Management by Exception- Active and 34% leaders exploit Management by Exception- Passive whereas 55 % of them were avoidant leaders. Results of statistical correlations using PPMC declared that leadership is related to work engagement (r=.233) where transformational leadership positively relates (r= .280) and within transactional leadership, contingent reward management (r= .288) and management by exception-Active (r= .150) positively relates to teachers’ work engagement. However, management by exception-Passive (of transactional leadership) (r= -.126) and avoidant leadership (r= -.210) negatively relates to teachers’ work engagement. The study confirms that leadership styles are correlated to teachers’ work engagement indicating that transformational leadership as the most effective form of leadership and also the active side of transactional leadership which is characterized by rewarding the right work, being proactive in accounting for mistakes is linked to increasing work engaged behaviours in teachers. Whereas punitive culture, dealing with mistakes after happenings and avoidant leadership is seen to decrease work engaged behaviours in teachers. Work engagement being positive work behaviour and having lasting positive impact on employees’ general well being, must be promoted.

How Managers Respond to Exhausted Employees

2016 ◽  
Vol 15 (3) ◽  
pp. 106-115 ◽  
Author(s):  
Caroline Kranabetter ◽  
Cornelia Niessen
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Information Collection ◽  
General Context ◽  
Feedback Processing ◽  
Regulation Theory ◽  
Initiating Structure ◽  
Context Specific ◽  
Insight Into

Abstract. The purpose of this study is (1) to investigate how managers act in situations when employees are exhausted and (2) to compare these leadership behaviors to more general, context-independent leadership styles (transformational leadership, consideration, initiating structure). Interviews with 48 managers of different industries were used to examine how managers respond to exhausted employees. Based on action regulation theory, interview protocols provided insight into managers’ information collection, planning, execution of actions, and feedback processing when responding to exhausted employees. In addition, context-specific leadership behaviors were identified and compared to prominent leadership styles. Managers highlighted redesigning the task and emotionally supporting the employee as particularly useful in situations when employees are exhausted.

Transformationeel leiderschap en carrière maken: sekseverschillen in consequenties van effectief leiderschap

2005 ◽  
Vol 18 (2) ◽  
Author(s):  
Marloes L. van Engen ◽  
Claartje J. Vinkenburg
Keyword(s):  
Transformational Leadership ◽  
Sex Differences ◽  
Leadership Styles ◽  
Effective Leadership ◽  
Leadership Behaviors ◽  
Top Management ◽  
Female Managers ◽  
Management Positions ◽  
Laissez Faire ◽  
Individualized Consideration

Transformational leadership and career making: sex differences in consequences of effective leadership Transformational leadership and career making: sex differences in consequences of effective leadership Marloes L. van Engen & Claartje J. Vinkenburg, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 103-121 Despite indications that women, when compared to men, make more use of the effective leadership styles (i.e. transformational leadership) and less use of ineffective leadership styles (transactional and laissez-faire leadership), women in top level leadership positions remain scarce. In this study the relationship between leadership styles and career making is examined. Respondents indicated the degree to which leadership behaviors, measured by 36 items of the Multifactor Leadership Questionnaire, were likely to lead to the promotion of male and female managers to middle, higher and top management positions. The results show that transformational leadership, especially 'inspirational motivation', contributes to a larger extent to getting promoted than transactional and laissez-faire leadership. 'Individualized consideration' was found to be more important for the promotion of female managers than for the promotion of male managers. Meanwhile, 'individualized consideration' and 'contingent reward' were seen as particularly important for promotions to middle and higher management levels, and less so for promotions to top management levels. Thus, female managers may be confronted with the paradox that the style that is seen as most suitable for them is not the style that helps them to get promoted to the top level of organizations.

scholarly journals Are Formal Leaders the Only Ones Benefitting From Leadership Training? A Shared Leadership Perspective

2018 ◽  
Vol 26 (1) ◽  
pp. 32-43 ◽  
Author(s):  
Susanne Tafvelin ◽  
Henna Hasson ◽  
Stefan Holmström ◽  
Ulrica von Thiele Schwarz
Keyword(s):  
Transformational Leadership ◽  
Survey Data ◽  
Leadership Training ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Well Being ◽  
Paper Pulp ◽  
Employee Survey ◽  
Informal Leaders ◽  
Potential Benefits

Leadership training most often involves training of formal leaders, and little is known about the potential benefits of leadership training for other members of an organization. Using theories of shared leadership, the current study examined outcomes of transformational leadership training that targets both formal and informal leaders (i.e., both vertical and shared leadership). The training was set in a Swedish paper pulp factory and involved formal and informal leaders participating in 20 days of training over a period of 16 months. Based on employee survey data collected both pre- and postintervention our analyses revealed that both formal and informal leaders significantly improved their transformational leadership behaviors. Interestingly, the improvement in transformational leadership behaviors of formal and informal leaders tended to predict employee efficiency and well-being in different ways. Improvements in formal leaders’ transformational leadership were related to employee well-being, while informal leaders’ increases in transformational leadership were associated with efficiency. The results point toward the benefit of a shared leadership perspective on leadership training and indicate that improvements in transformational leadership may affect employees differently depending on who in the organization displays them.

The relationship between transformational leadership behaviors, psychological, and training outcomes in elite military recruits

2010 ◽  
Vol 21 (1) ◽  
pp. 20-32 ◽  
Author(s):  
Lew Hardy ◽  
Calum A. Arthur ◽  
Graham Jones ◽  
Adie Shariff ◽  
Kathy Munnoch ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Training Outcomes ◽  
Military Recruits ◽  
The Relationship ◽  
And Training

Leaders and Followers

2016 ◽  
pp. 195-218
Author(s):  
Paula Figueiredo ◽  
Maria José Sousa
Keyword(s):  
Transformational Leadership ◽  
Linear Relationship ◽  
Leadership Styles ◽  
Relationship Management ◽  
Emotional Competencies ◽  
Leaders And Followers ◽  
Social Competences ◽  
The Relationship

This study aims to address the perspectives of leaders and followers regarding their perception of leadership styles adopted in various daily situations in organizations. Leaders and followers perceive that the predominant style is the Transformational Leadership. In order to understand the types of competences to be developed by leaders to enhance the different leadership styles, it appears that emotional competencies related to Relationship Management are those that have a linear relationship with transformational leadership. The Relationship Management is the ability to deal with the emotions of others and is composed of social competences, including Inspiration, Influence, Develop others and Change catalyst. According to both perspectives, these competences are also the least practiced by leaders in organizations.

Leaders’ commitment to change and their effectiveness in change – a multilevel investigation

2014 ◽  
Vol 27 (6) ◽  
pp. 900-921 ◽  
Author(s):  
Carolin Abrell-Vogel ◽  
Jens Rowold
Keyword(s):  
Transformational Leadership ◽  
Role Models ◽  
Affective Commitment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Commitment To Change ◽  
Content Type ◽  
Team Members ◽  
Individual Support ◽  
Leaders And Followers

Purpose – Followers’ affective commitment to change has been found to constitute a strong predictor of the success of change initiatives in organizations. Several studies have yet shown positive effects of transformational leadership on followers’ commitment to change. However, up to date there is no study examining the direct effects of different transformational leadership behaviors on followers’ commitment to change and the moderating impact of leaders’ commitment to change on these relationships. The paper aims to discuss these issues. Design/methodology/approach – This study uses a cross-sectional, multilevel design based on multisource date from 38 teams from different organizations with a total of 177 participating team members. Data of leaders’ and followers’ commitment to change as well as ratings of transformational leadership behavior were captured applying a quantitative approach. Findings – Results show a significant positive effect of the transformational leadership behavior “individual support” on followers’ affective commitment toward change. Moreover, the transformational leadership behavior “providing an appropriate model” was shown as only positively contributing to followers’ commitment to change when leaders’ own commitment toward change was high. Research limitations/implications – Due to the multilevel and multisource data, the sample is relatively small which limits the external validity of findings. Also, future studies should invest in longitudinal replication of relationships. Research on leaders’ and followers’ commitment to change should continue to develop more complete models of interacting influence factors. Practical implications – For team leaders and organizations, results underline the importance of individual support of team members. Thus, leaders need to be enabled to invest individual leadership in the long run. Also, leaders need to become aware of their own commitment toward the change and, going beyond, need to develop a positive bond to the change if they want to be able to act as successful role models. Originality/value – This paper contributes to existing literature by offering a more detailed insight for researchers and practitioners into the effectiveness of transformational leadership in change by exploring the impact of different transformational leadership behaviors effecting followers’ commitment to change. Moreover, it provides important knowledge about the relevance of leaders’ own commitment to change as a moderator of effective leadership in change.

scholarly journals 104 Leadership styles of state extension specialists

2019 ◽  
Vol 97 (Supplement_3) ◽  
pp. 88-88
Author(s):  
Amy Lawyer
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Current Knowledge ◽  
Methodological Approach ◽  
Interpersonal Relationship ◽  
Educational Background ◽  
Leadership Characteristics ◽  
Relationship Skills ◽  
Current Knowledge Base

Abstract The focus of this study was the leadership styles of extension specialists. Many studies have been conducted on leadership characteristics of extension agents and administrators, however the current knowledge base concerning leadership behaviors of extension specialists is lacking. Traditionally, specialists were strictly used as a resource for subject matter information, however, changes to cooperative extension have seen specialists move into a position that involves leading agent groups and conducting programing that directly serves the clientele. Many specialists find themselves with newly acquired expectations, yet lack training or educational background to ensure these skills. Using a mixed methodological approach, this sequential explanatory study was conducted using transformational leadership theory, with the purpose of examining current leadership characteristics among extension specialists. The specialists were sent a survey which contained questions relating to educational background, make-up and tenure of their position, and included the Multifactor Leadership Questionnaire (MLQ) to analyze self-perceived transformational leadership characteristics. This survey was followed by a voluntary individual interview. The purpose of the interview was to gain a broader understanding of the group’s leadership perspectives. Although no significant connections could be made concerning demographic information and MLQ leadership scores, the group as a whole registered below average for displaying transformational leadership characteristics, ranking in the 40th percentile for composite MLQ scores compared to the general population. The interview data showed that the specialists agreed with the concepts of transformational leadership, however MLQ scores and anecdotal evidence show that practical application of transformational leadership was lacking. Most participants indicated they did not initially feel prepared for their job, and many indicated that interpersonal relationship skills were used more often than their degree specialization. The findings from this study may help to encourage leadership training focused towards extension specialists, and to emphasize the need for leadership skills within this position.

scholarly journals Transformational and Transactional Leadership Styles of the Nursing Student Leaders: Enhanced Leadership Training Program

2020 ◽  
Author(s):  
Mauro Allan Padua Amparado
Keyword(s):  
Transformational Leadership ◽  
Training Program ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Leadership Training ◽  
Nursing Student ◽  
Student Leaders ◽  
T Test ◽  
Transformational And Transactional Leadership

This study aimed to determine the transformational and transactional leadership of nursing student leaders enrolled at the University of Cebu Banilad, Cebu City, Cebu, Philippines, as well as to use the findings as basis for an enhanced leadership training program. Data was gathered through a survey of 105 nursing student leaders. Data was analyzed using simple percentage, grouped frequency distribution, weighted mean, t-test for independent samples, Pearson product-moment correlation coefficient, and t-test for significance of Pearson r.The findings of the study include the following: (1) the respondents scored above average in transformational leadership style as well as in transactional leadership style; (2) There was no significant difference in the transformational and transactional leadership styles according to profile; and (3) there is significant relationship between transformational and transactional leadership styles of the student leaders, the extent of which is a high positive correlation.In conclusion, transformational leadership complemented transactional leadership, and vice versa. Recommended citation: Amparado, M. A. P. (2007, March). Transformational and Transactional Leadership Styles of the Nursing Student Leaders: Enhanced Leadership Training Program. Paper presented at the 10th East Asian Forum of Nursing Scholars and the Asian Journal of Nursing, Silliman University, Dumaguete City, Negros Oriental, Philippines, 10(1), 68.

Transformational Leadership in the Local Police in Spain: a Leader-Follower Distance Approach

2014 ◽  
Vol 17 ◽  
Author(s):  
Octavio Álvarez ◽  
Marisol Lila ◽  
Inés Tomás ◽  
Isabel Castillo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Rank Distance ◽  
Extra Effort ◽  
Local Police ◽  
Perceived Leadership ◽  
Satisfaction With The Leader ◽  
Distance Approach ◽  
Practical Implications

AbstractBased on the transformational leadership theory (Bass, 1985), the aim of the present study was to analyze the differences in leadership styles according to the various leading ranks and the organizational follower-leader distance reported by a representative sample of 975 local police members (828 male and 147 female) from Valencian Community (Spain). Results showed differences by rank (p< .01), and by rank distance (p< .05). The general intendents showed the most optimal profile of leadership in all the variables examined (transformational-leadership behaviors, transactional-leadership behaviors,laissez-fairebehaviors, satisfaction with the leader, extra effort by follower, and perceived leadership effectiveness). By contrast, the least optimal profiles were presented by intendents. Finally, the maximum distance (five ranks) generally yielded the most optimal profiles, whereas the 3-rank distance generally produced the least optimal profiles for all variables examined. Outcomes and practical implications for the workforce dimensioning are also discussed.

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