Trust as a mediator of the relationship between character and perceptions of leader effectiveness during the COVID-19 crisis.

2021 ◽  
Author(s):  
Gerard H. Seijts ◽  
Cristine de Clercy ◽  
Gouri Mohan
Keyword(s):  
Leader Effectiveness ◽  
The Relationship

scholarly journals Is “Individual Focused” Leadership More Effective And Satisfying Than “Group Focused” Leadership! An Empirical Research

2019 ◽  
Vol 8 (3) ◽  
pp. 6612-6621
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Leader Effectiveness ◽  
Intellectual Stimulation ◽  
Empirical Survey ◽  
Extra Effort ◽  
Idealized Influence ◽  
The Individual ◽  
The Relationship ◽  
Bass And Avolio

Purpose- The purpose of this paper is to explore the relationship between individual focused and group focused Transformational Leadership and outcomes measured in terms of extra effort, effectiveness and satisfaction through an empirical survey in three Indian industry segments. Transformational leadership is a leadership form which is fully evolved. Leadership is essentially motivating others but not coercing them. The focus of transformational leadership is to change the thought process of the followers to enable them to contribute their might for the organization instead of seeking rewards from the organization. Transformational leadership was explained in detail by James M Burns and was further elaborated by Bass and Avolio as consisting of five leadership constructs ie idealized influence related to the leader’s behaviors, idealized influence related to the leader’s attributes, inspirational motivation, intellectual stimulation, and individualized consideration. Process- Correlation between Transformational leadership and its impact in motivating people has been an interesting subject to evaluate. Bass and Avolio developed MLQ ( Multi factor leadership questionnaire ) to carry out such a study. This survey was carried out in a large Indian Paper and Paperboard manufacturing division, a tobacco division and an agri division of an enterprise of repute in which about 326 managers participated and the survey findings were subjected to statistical analysis. Findings-Transformational leadership is reputed to enhance employee satisfaction, motivation, technological innovation, and leader effectiveness ratings. While all of these have been proved by the survey quoted above, it was interesting to note the relationship between Individual focused leadership and Group focused leadership and the outcomes measured in terms of extra effort, effectiveness and satisfaction. Research limitations-In the empirical survey carried out, participants were males which is a limitation caused by non availability of lady managers. Originality/value-The current research compared the individual constructs of the Leadership style in terms of Individual focused leadership and Group focused leadership and each of the outcomes in detail and established their relationship.

scholarly journals Leader effectiveness – the missing link in the relationship between employee voice and engagement

2019 ◽  
Vol 6 (1) ◽  
pp. 1634910 ◽  
Author(s):  
Michael Gyensare ◽  
Reginald Arthur ◽  
Evelyn Twumasi ◽  
Joan-Ark Agyapong
Keyword(s):  
Leader Effectiveness ◽  
Employee Voice ◽  
Missing Link ◽  
The Relationship

scholarly journals The effect of organisational leadership on value congruence and effectiveness: An integrated model

2002 ◽  
Vol 5 (3) ◽  
pp. 589-606
Author(s):  
A. S. Engelbrecht
Keyword(s):  
Transformational Leadership ◽  
Value Congruence ◽  
Integrated Model ◽  
Leader Effectiveness ◽  
Review Of Literature ◽  
Research Propositions ◽  
Congruence Model ◽  
The Relationship ◽  
Efficacy Expectancies ◽  
Transactional And Transformational Leadership

The study explores the influence of transactional and transformational leadership on value congruence and leader effectiveness. Despite the relevance of a leadership-value congruence relationship, a good theoretical framework is lacking. After a review of literature on each of these areas, an integrated model of the relationships between leadership, value congruence and outcomes, is presented. Drawing on previous research, it is proposed that the relationship between leadership and effectiveness be mediated by the efficacy expectancies of followers. It is argued that leader-follower altruistic value congruence would moderate the relationship between transformational leadership and effectiveness. By contrast, leader-follower trading value congruence would moderate the relationship between transactional leadership and effectiveness. Based on the leadership-value congruence model, several research propositions are presented for future empirical verification.

scholarly journals Leader Integrity and Organizational Citizenship Behaviour in China

2014 ◽  
Vol 10 (02) ◽  
pp. 299-319 ◽  
Author(s):  
◽  
Arran Caza ◽  
◽  
Keyword(s):  
Organizational Citizenship ◽  
Leadership Theory ◽  
Leader Effectiveness ◽  
Implicit Leadership ◽  
Implicit Leadership Theory ◽  
Chinese Context ◽  
Leader Integrity ◽  
Managerial Implications ◽  
The Relationship

Abstract In this study, we use implicit leadership theory to investigate how leader integrity, one of the most important traditional Chinese virtues, influences subordinates’ organizational citizenship behaviour (OCB) in the Chinese context. The results of our survey reveal that leader integrity is associated with subordinates’ OCB, and that this relationship is fully mediated by leader effectiveness. In addition, traditionality moderated the relationship between leader integrity and leader effectiveness; the relationship was significant among less traditional subordinates, but insignificant among more traditional subordinates. We conclude with a discussion of the theoretical and managerial implications for leaders in China.

The relationship between leader self-deprecating humor and perceived effectiveness

2016 ◽  
Vol 37 (7) ◽  
pp. 882-898 ◽  
Author(s):  
Panagiotis Gkorezis ◽  
Victoria Bellou
Keyword(s):  
Leader Effectiveness ◽  
Hierarchical Regression ◽  
Perceived Effectiveness ◽  
Cross Sectional ◽  
Content Type ◽  
Common Method Bias ◽  
Cross Sectional Design ◽  
The Impact ◽  
The Relationship ◽  
Trust In Leader

Purpose Recent years have seen an increasing interest in leader’s use of humor among organizational scholars. In this regard, leader positive humor has been shown to be related to leader effectiveness. However, to date there is limited theoretical and empirical attention regarding the relationship between self-deprecating humor in particular and leadership effectiveness. As such, the purpose of this paper is to examine the impact of leader’s self-deprecating humor on follower’s perceptions of leader effectiveness. In doing so, the authors also encompassed trust in leader as a mediator. Design/methodology/approach Data were collected from three different samples. The authors examined the hypotheses using hierarchical regression, bootstrapping analysis and Sobel test. Findings Results produced consistent evidence that the use of self-deprecating humor by the leader positively affects his/her perceived effectiveness and that this relationship is partially mediated by trust in leader. Research limitations/implications A main limitation of the present research relates to its cross-sectional design that cannot infer causality. In addition, data were gathered from a single source. As such, this may raise the possibility of common method bias. Originality/value The present paper contributes to the limited theoretical and empirical organizational research regarding the role of leader self-deprecating humor. More specifically, this is the first study, to the best of authors’ knowledge that links this type of humor to his/her effectiveness.

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