Kerr and Jermier's substitutes for leadership model: Background, empirical assessment, and suggestions for future research

1997 ◽  
Vol 8 (2) ◽  
pp. 117-132 ◽  
Author(s):  
Philip M. Podsakoff ◽  
Scott B. MacKenzie
Keyword(s):  
Future Research ◽  
Leadership Model ◽  
Empirical Assessment ◽  
Model Background ◽  
Substitutes For Leadership

Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality

2015 ◽  
Vol 3 (1) ◽  
pp. 93
Author(s):  
Nik Maheran Nik Muhammad
Keyword(s):  
Decision Making ◽  
Social Network ◽  
A Priori ◽  
Complex Function ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Leadership Model ◽  
Leadership Behaviour ◽  
Current Leadership

This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.

Prophetic Leadership Model: Conceptualizing a Prophet’s Leadership Behaviour, Leader-Follower Mutuality and Altruism to Decision Making Quality

2015 ◽  
Vol 1 (3) ◽  
pp. 93
Author(s):  
Nik Maheran Nik Muhammad
Keyword(s):  
Decision Making ◽  
Social Network ◽  
A Priori ◽  
Complex Function ◽  
Spiritual Leadership ◽  
Leadership Theory ◽  
Future Research ◽  
Leadership Model ◽  
Leadership Behaviour ◽  
Current Leadership

This article advocates that research is lacking on the connection between leadership theory and social network theory. To date, little empirical research has been conducted on leadership and social networks. Thus, the proposition of this article goes beyond traditional leadership models to advocate for a fuller and more integrative focus that is multilevel, multi-component and interdisciplinary, while recognizing that leadership is a complex function of both the organisational leaders and the followers who perform tasks, all of which subsequently leads to decision making qualities. Indeed, the current leadership model focuses on leadership behaviour and the ability to gain followers mutuality, to achieve decision making quality involving the integration of leadership and social network theories. Given the apparent mutable palette of contemporary leadership theory, this emergent construct of the leadership paradigm can expand the poles of the leadership continuum and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers as they relate to decision making qualities. This new construct, which is termed prophetic leadership, explores the literature of the life experiences of the prophet in the ‘Abrahamic Faith’ religion. Drawing on a priori links between the personality trait and spiritual leadership that has recently garnered the interest of scholars, the present study asserts a normative leadership theory that links the personal quality of a leader, posture and principal (based on the Prophet’s leadership behaviour) to synergy and decision making quality. Altruism is proposed to enhance relationships between leadership behaviour and decision making quality. For future research, much work needs to be done specifically aiming to (a) achieve greater clarity of construct definitions, (b) address measurement issues, and (c) avoid construct redundancy.

Linking Leader Skills, Follower Attitudes, and Contextual Variables via an Integrated Model of Charismatic Leadership

2005 ◽  
Vol 31 (2) ◽  
pp. 255-277 ◽  
Author(s):  
Kevin S. Groves
Keyword(s):  
Organizational Change ◽  
Leadership Effectiveness ◽  
Charismatic Leadership ◽  
Future Research ◽  
Emotional Expressivity ◽  
Leadership Model ◽  
Social And Emotional ◽  
Social And Emotional Skills ◽  
Using Data ◽  
The Relationship

A charismatic leadership model consisting of leader social and emotional skills, follower openness to organizational change, and organizational-change magnitude was tested using data from 108 leaders and 325 direct followers in 64 organizations. Leader social control and emotional expressivity skills predicted charismatic leadership whereas follower openness to change mediated the relationship between charismatic leadership and leadership effectiveness. Surprisingly, organizational-change magnitude did not moderate the relationship between charismatic leadership and leadership effectiveness. Implications for leadership theory, practice, and future research are discussed.

scholarly journals An empirical assessment of employee cyberslacking in the public sector: The social engineering threat

2016 ◽  
Vol 4 (2) ◽  
pp. 93-109 ◽  
Author(s):  
Wilnelia Hernández ◽  
Yair Levy ◽  
Michelle M. Ramim
Keyword(s):  
Public Sector ◽  
Research Study ◽  
Social Engineering ◽  
Work Hours ◽  
Future Research ◽  
The Public ◽  
Empirical Assessment ◽  
Work Related ◽  
The Social

Employees spend time during work hours on non-work related activities including visiting ecommerce Websites, managing personal email accounts, and engaging in e-banking. These types of actions in the workplace are known as cyberslacking. Cyberslacking affects employees’ productivity, presents legal concerns, and undermines the security of the employer’s network. This research study addressed the problem of cyberslacking in the public sector, by assessing the ethical severity of cyberslacking activities, as well as how employees perceived that the frequency of such activities occurred by their co-workers. Participants from public sector agencies were asked to report about their amount of time spent and frequency of cyberslacking, what they report about their co-workers’ amount of time spent and frequency of cyberslacking, as well as their perceived ethical severity of cyberslacking in the workplace. Comparisons of the measures were also conducted. Results from 183 participants indicate that employees report their co-workers to engage in cyberslacking significantly higher than what they reported about themselves, while ethical severity of cyberslacking was not considered to be high. Discussions and implications for future research are provided.

Cross cultural consensus: development of the universal leadership model

2014 ◽  
Vol 42 (4) ◽  
pp. 240-266 ◽  
Author(s):  
Robert Paul Jones ◽  
Jewon Lyu ◽  
Rodney Runyan ◽  
Ann Fairhurst ◽  
Youn-Kyung Kim ◽  
...  
Keyword(s):  
Data Gathering ◽  
Leadership Role ◽  
Primary Data ◽  
Future Research ◽  
Leadership Model ◽  
Content Type ◽  
Economic Climate ◽  
Leadership Success ◽  
Expatriate Management ◽  
Expatriate Managers

Purpose – Retailers have demonstrated mixed results during international expansions. However, home market saturation and the economic climate are forcing more and more retailers to look beyond their borders for revenue. A critical participant in the internationalizing effort is the expatriate manager. Unfortunately the literature is unclear and at times conflicted over how to select and prepare expatriate management for their leadership role. Therefore, this study was designed with the purpose of uncovering various factors which may lead to expatriate retail management success. Design/methodology/approach – Based on the lack of unanimity in the literature this study adopted a qualitative research methodology in order to develop some consensus regarding successful expatriate leadership attributes. Grounded theory was employed utilizing extensive in-depth interviews as the primary data gathering and analysis tools. Findings – A multi-dimensional construct emerged from the data requiring all dimensions to be utilized for a successful retail expatriate assignment. The construct of “Universal Leadership”, is proposed as formative, comprised of reflective sub-dimensions; Ability, Adaptability, Ambassadorship, and Awareness (Self), which we refer to as the Four A's, for successful expatriate management assignments. Several propositions are put forward as suggestions for future research in the use of the universal leadership model for both selection and training of retail expatriate managers. Originality/value – The study develops a theoretical platform for expatriate leadership success allowing for cultural and business variation. Awareness is introduced as a critical attribute in achieving success as an expatriate success. The universal leadership model proposes attributes beneficial for training and also selection which is critically under examined in the literature.

Kunja leadership: concept and nomological validity

2015 ◽  
Vol 36 (6) ◽  
pp. 744-764 ◽  
Author(s):  
Su Young Ryu
Keyword(s):  
Group Performance ◽  
Empirical Studies ◽  
Future Research ◽  
Asian Values ◽  
Confucian Culture ◽  
Leadership Model ◽  
Content Type ◽  
Leadership Models ◽  
And Behaviors ◽  
Nomological Validity

Purpose – The objective of three combined empirical studies is to provide a leadership model that could be effective in Confucian culture and to suggest framework that effectively integrates the traits and behaviors employed by leaders in influencing others. The paper aims to discuss these issues. Design/methodology/approach – This paper presents results from three empirical studies. Study 1 explored the concept of kunja leadership (KL) and its theoretical structure and developed a scale to measure it. Study 2 examined the convergent and discriminant validity of KL compared with transformational leadership (TL) and authentic leadership (AL) at the team level. Study 3 tested the effectiveness of KL at the team level examining the effects of trust in the leader on perceived team performance and organizational citizenship behavior (OCB). Findings – The results of Study 1 supported the concept of KL consisting of humanity, righteousness, courtesy, wisdom, and trustworthiness. These five sub-concepts all have high, positive correlations and can be securely identified as a leader’s moral traits and managerial behaviors. The results of Study 2 supported the hypothesis that KL was a mutually independent leadership model reflecting Asian values. The results of Study 3 reported that trust in the leader completely mediated the relationships between KL, group performance, and OCB. Research limitations/implications – Two additional trials would be helpful in future research. The nomological validity of the KL model in this paper was only examined empirically, with data collected from Korea. Thus, additional research is needed to examine its explanatory power in other countries with a Confucian culture. Additionally, this study assesses the originality of KL by comparing it, theoretically and empirically, with TL and AL. However, some may question the representativeness of these two leadership models and some may consider that KL may be more similar to other leadership models. Thus, to address these potential questions, the author briefly refer to the similarities and differences between the KL model and paternal leadership and democratic leadership models in the literature review. However, this paper did not empirically provide differentiation between KL and these two other leadership models. Thus, efforts that empirically compare KL with conceptually similar leadership models will help in explaining the originality and validity of KL in future research. Originality/value – First, this paper has presented a modern leadership model centered on kunja, a virtuous leader considered desirable in Eastern Asian society. As House (1997) pointed out, 98 percent of leadership models reflect only Western values and do not consider different cultural values. This effort to include Asian values in leadership will contribute to the theoretical understanding of an ideal leader in Confucian societies. Second, this paper has suggested an integrative leadership model for leader traits and behaviors, based on the criteria of the five constant values. This contributes to the understanding of cause and effect relations of leadership traits and behaviors.

An empirical assessment of the loose-tight leadership model: quantitative and qualitative analyses

2002 ◽  
Vol 23 (3) ◽  
pp. 303-320 ◽  
Author(s):  
Abraham Sagie ◽  
Nurit Zaidman ◽  
Yair Amichai-Hamburger ◽  
Dov Te'eni ◽  
David G. Schwartz
Keyword(s):  
Leadership Model ◽  
Empirical Assessment ◽  
Qualitative Analyses

A curvilinear relationship between transformational leadership and employee creativity

2020 ◽  
Vol 58 (7) ◽  
pp. 1355-1373
Author(s):  
Xifang Ma ◽  
Wan Jiang ◽  
Linlin Wang ◽  
Jing Xiong
Keyword(s):  
Transformational Leadership ◽  
Power Distance ◽  
Empirical Support ◽  
Future Research ◽  
Curvilinear Relationship ◽  
Creative Performance ◽  
Employee Creativity ◽  
Content Type ◽  
Higher Power ◽  
Substitutes For Leadership

PurposeThis study examined a curvilinear and moderated relationship between transformational leadership and employee creative performance in a real-world setting by drawing from the too-much-of-a-good-thing effect and the substitutes for leadership perspectives.Design/methodology/approachWe used multisource data collected from 232 employees and their immediate supervisors to test all hypotheses.FindingsWe found empirical support for an inverted U-shaped relationship between transformational leadership and employee creative performance. Moreover, job factor (i.e. job formalization) and individual differences (i.e. power distance) moderated the curvilinear relationship, such that the curvilinear relationship was more pronounced with lower job formalization or higher power distance of employees.Originality/valueOur findings shed light on the inconsistent reports of transformational leadership's effects on employee creativity in previous studies. We extended substitutes for leadership perspective by providing a more systematic view for future research on how leadership and its substitutes jointly influence employee outcomes.

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