Globalisation and the UK Competition State: No room for transformational leadership in education?

2001 ◽  
Vol 21 (2) ◽  
pp. 199-218 ◽  
Author(s):  
Mike Bottery
Author(s):  
Emily M. Potter ◽  
Temitope Egbelakin ◽  
Robyn Phipps ◽  
Behrooz Balaei

Purpose Existing research has highlighted the need for influential leaders to respond to the evolving social, economic and environmental constraints on the construction industry. Studies on leadership in other sectors have shown that influential leaders tend to demonstrate a high level of emotional intelligence. Little or no research examining relationships between leadership style and emotional intelligence has been conducted specific to construction project managers. This study aims to identify the prevalent leadership style adopted by construction project managers and investigate potential correlations between leadership style and emotional intelligence. Design/methodology/approach An online questionnaire including a mix of open and closed questions was adopted to address the research objectives. The group studied comprised project managers currently working in the construction industry in New Zealand and the UK. Findings The research found that transformational leadership style is prevalent among project managers examined in this study. Significant positive relationships were found between project managers’ emotional intelligence and their likelihood of adopting a transformational leadership style. Originality/value The research results provide the construction industry with a benchmark against which individuals with high emotional intelligence, and so most suited to the challenges of the project management role, can be identified and trained. Recommendations including suitable methods for identifying, recruiting and training project managers, as well as secondment and mentoring options, were suggested for improving leadership capabilities in the construction industry.


2017 ◽  
Vol 13 (4) ◽  
pp. 749-766 ◽  
Author(s):  
Petia Paramova ◽  
Herbert Blumberg

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.


2019 ◽  
Vol 31 (3) ◽  
pp. 1166-1182
Author(s):  
Ahmed Mohammed Sayed Mostafa

PurposeThis study aims to propose and test a sequential mediation model in which transformational leadership engenders organizational social capital (OSC), which, in turn, enhances customer-oriented behaviours through work engagement.Design methodology approachThe study’s model was tested using a sample of 229 floor staff from 23 casual dining restaurants in the UK. Multiple source data were used where transformational leadership, OSC and work engagement were rated by employees, while employees’ customer-oriented behaviours were rated by supervisors.FindingsThe results of generalized multilevel structural equation modeling provided support for the proposed model and revealed that OSC and work engagement sequentially mediate the link between transformational leadership and customer-oriented behaviours.Originality valueThe study addresses calls for research on the link between leadership and customer-oriented behaviours and the potential mechanisms through which this relationship may take place.


2021 ◽  
pp. 102452942199084
Author(s):  
Craig Berry

This article advances the notion of ‘the substitutive state’ to explore the changing character of state institutions and state action in the context of neoliberalization. This understanding is contrasted with alternative accounts of state neoliberalization such as ‘the regulatory state’ and ‘the competition state’. It focuses upon the UK, and three domains of economic statecraft in particular: industrial policy (primarily the May government’s 2017 industrial strategy), housing policy (primarily extensive support for mortgage lending and borrowing since the 2008 financial crisis) and private pensions policy (primarily the establishment of state-owned pension scheme providers in the context of ‘automatic enrolment’ regulations). The article argues that state action in the UK increasingly encompasses new mechanisms for intervention in the private economy. However, associated policy practices are rarely strategic or purposeful. Interventionist mechanisms are often populated by the private economic actors implicated in the problem intervention is designed to solve, or are used to relieve the private sector from serving unprofitable market segments. Substitutive statism is aligned with a wider accumulation regime which state actors perceive as immutable; they are therefore willing to intervene to sustain this regime, irrespective of market signals. In short, state institutions have a more expansive interventionist footprint, but are doing less with more. In contrast to accounts of ‘the neoliberal state’, we should not assume that these institutions add up to ‘ the state’, albeit a state with neoliberal characteristics. State action has always been a central, organizing element of neoliberalism, although its form has evolved as neoliberal ideas confront capitalist accumulation in practice.


Purpose – To examine connections between transformational leadership, motivation and work engagement. Design/methodology/approach – Conducts a self-report survey asking employees about their feelings toward their work and their evaluation of their supervisor’s leadership. Findings – How do you tackle an expensive problem that keeps getting worse? It seems that people are becoming less and less engaged with the work that they do; and this means lower productivity. To put things in perspective, industry reports reveal that only a fifth of employees are engaged in their work – even fewer in Australia; engagement levels are steadily declining; and resulting losses of productivity now exceed $300 billion in the USA and $100 billion in the UK. So organizations urgently need fresh ways to motivate and engage their workforce. Practical implications – Shows that both transformational leadership and meaningful work can affect employees’ engagement with their work. Social implications – Notes that meaning in work mediates the effects of transformational leadership. Originality/value – Recommends attention to the design of work to address employees’ needs and interests in addition to organizing transformational leadership training.


2016 ◽  
Vol 12 (2) ◽  
pp. 121-139 ◽  
Author(s):  
Inju Yang

Purpose This conceptual paper aims to explore the leadership of Korean middle managers in a cross-cultural context. Design/methodology/approach This paper presents three propositions in relation to perceived charisma, individualized consideration and inspirational communication of Korean transformational leadership at home and overseas, especially in comparison with Anglo-Saxon countries such as North America and the UK. Findings Following the notion of implicit theory of leadership, this paper argues that the effectiveness of Korean leadership may depend on cultural dimensions such as collectivism/individualism and power distance. Research limitations/implications In this paper, the perspective of transformational leadership with its universal appeal to various cultures in examining the effectiveness of Korean leadership at home and overseas has been adapted. Practical implications This illustration of the Korean leadership in a cross-cultural context sheds light on the challenges facing the Korean management in global contexts. Originality/value Despite significant ongoing investment abroad by Korean conglomerates, relatively little has been written on Korean leadership in cross-cultural contexts. This paper could stimulate further studies in this area.


2000 ◽  
Vol 111 (1) ◽  
pp. 78-90 ◽  
Author(s):  
C. R. M. Hay ◽  
T. P. Baglin ◽  
P. W. Collins ◽  
F. G. H. Hill ◽  
D. M. Keeling

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