Coaching

2020 ◽  
pp. 156-176
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Psychological Safety ◽  
Team Leadership ◽  
Leadership Theories ◽  
Team Members ◽  
Learning And Adaptation ◽  
Practical Implications

This chapter is about coaching or, more specifically, team leadership. We specify seven essential team leadership functions: (a) ensuring clarity and alignment; (b) holding teammates accountable; (c) removing obstacles and garnering support; (d) managing team emotions and attitudes; (e) fostering psychological safety; (f) encouraging participation and empowerment; and (g) promoting learning and adaptation. Each function has a key set of behaviors associated with it. Team members other than the leader can at times demonstrate some of those leadership behaviors. The functions and behaviors specify the “what” of effective team leadership. The authors also consider the “how” of leadership by highlighting the practical implications of four leadership theories: transformational leadership, shared leadership, servant leadership, and civil leadership.

scholarly journals The Emergence of Shared Leadership in Newly Formed Teams With an Initial Structure of Vertical Leadership: A Longitudinal Analysis

2018 ◽  
Vol 54 (2) ◽  
pp. 140-170 ◽  
Author(s):  
Katrien Fransen ◽  
Ellen Delvaux ◽  
Batja Mesquita ◽  
Stef Van Puyenbroeck
Keyword(s):  
Team Performance ◽  
Shared Leadership ◽  
Team Leadership ◽  
Initial Structure ◽  
Leadership Perceptions ◽  
Powerful Predictor ◽  
Team Members ◽  
Leadership Structure ◽  
Vertical Leadership ◽  
Over Time

The importance of high-quality leadership for team effectiveness is widely recognized, with recent viewpoints arguing shared leadership to be a more powerful predictor than vertical leadership. To identify changes in leadership structures over time, we longitudinally tracked the leadership structure of 27 newly formed teams ( N = 195), all having an initial structure of vertical leadership. Our findings demonstrated that the average team leadership strengthened over the course of the 24-week project and leadership tended to become more distributed among team members. Regarding the antecedents of these changes, we found evidence that the more team members are perceived as warm or competent, the higher their perceived influence. Finally, examining the consequences of these changes, the leadership structure was found to be related with team performance in that teams with higher average leadership perceptions performed better. These findings underpin the importance of shared leadership, thereby suggesting leaders to empower their team members.

Effects of servant leadership on the leader's innovative behavior

2021 ◽  
Vol 49 (10) ◽  
pp. 1-13
Author(s):  
Yuanyuan Lan ◽  
Yuhuan Xia ◽  
Lin Yang
Keyword(s):  
Servant Leadership ◽  
Organizational Behavior ◽  
Leadership Behaviors ◽  
Northern China ◽  
Self Determination Theory ◽  
Innovative Behavior ◽  
Broaden And Build Theory ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Servant leadership has become an increasingly popular construct in organizational behavior research because of its effectiveness in organizations. Using self-determination theory and broaden-and-build theory, we proposed a moderated mediation framework in which the leader's sense of accomplishment would mediate the relationship between servant leadership behaviors and the leader's innovative behavior. The leader's extraversion was used as the boundary condition of the relationship. Participants comprised 232 leaders and their immediate supervisors, working in firms based in northern China. Results show that servant leadership behaviors indirectly influenced leaders' innovative behavior via their sense of accomplishment. In addition, leaders' extraversion strengthened the impact of sense of accomplishment on their innovative behavior, as well as the indirect effect of servant leadership behaviors on their innovative behavior. Theoretical and practical implications are discussed.

Cooperation with friends or new encounters: Tie strength and shared leadership behaviors

2017 ◽  
Vol 45 (4) ◽  
pp. 573-582
Author(s):  
Na Chen ◽  
Pei-Luen Patrick Rau
Keyword(s):  
Social Media ◽  
Interpersonal Relationships ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Close Friend ◽  
Tie Strength ◽  
Team Management ◽  
Team Members ◽  
Positive Correlation

We combined the topics of shared leadership, which is a relatively new form of leadership adopted in virtual team management, and tie strength, which affects members' behaviors in online communities, to investigate how they are correlated in a social media context. We conducted 2 experiments involving 64 participants; the first involved close friends and the second, new encounters. The 2 relationship contexts were compared to explore the effects of interpersonal relationships on shared leadership behaviors. Results indicated that in the high-tie-strength (close friend) context, there was a positive correlation between tie strength and directive leadership, whereas in the low-tie-strength (new encounter) context, there was a positive correlation between tie strength and both positive feedback and social leadership. Thus, in the context of team management on social media websites, we suggest that people adjust their leadership behavior according to the interpersonal relationships exhibited among team members.

scholarly journals Transformational leadership as a moderator of the relationship between psychological safety and learning behaviour in work teams in Ghana

2013 ◽  
Vol 39 (1) ◽  
Author(s):  
Stephen K. Kumako ◽  
Maxwell A. Asumeng
Keyword(s):  
Work Teams ◽  
Psychological Safety ◽  
Team Leadership ◽  
Important Variable ◽  
Team Leader ◽  
Learning Behaviour ◽  
Cross Sectional Survey ◽  
Managerial Implication ◽  
Team Members ◽  
The Relationship

Orientation: Transformational team leadership is an important variable that influences team members’ perception of the team as psychologically safe enough to engage in learning behaviours.Research purpose: The study was aimed at investigating the relationship between psychological safety and learning behaviour in teams, as well as the moderating role of transformational team leadership in this relationship.Motivation for the study: For a team to be effective, adaptive and innovative and engage in learning behaviours, the transformational team leader must set the right climate in the team, where he or she welcomes the team members’ opinions, questions and feedback at no risk to their image. An understanding of this will be important in team leader selection and training.Research design, approach and method: Using a cross-sectional survey design, 57 work teams comprising 456 respondents in teams of 7–9 members were purposively sampled from five financial institutions in Accra, Ghana. Hierarchical regression and moderation analyses were run on the data at the team level.Main findings: Results indicated a positive relationship between team psychological safety and team learning behaviour, with transformational team leadership moderating this relationship.Practical/managerial implication: Transformational team leadership is important in creating a climate of psychological safety that will enable team members to engage in learning behaviours.Contribution/value-add: The study provided theoretical and empirical evidence that, in organisational contexts, transformational team leadership is an important variable that can facilitate psychological safety and learning behaviour in teams.

The perceptions and practices of school leaders in Christian Education National

2018 ◽  
Vol 22 (2) ◽  
pp. 128-141 ◽  
Author(s):  
Christopher Michael Prior
Keyword(s):  
School Culture ◽  
Servant Leadership ◽  
Christian Education ◽  
Shared Leadership ◽  
School Leaders ◽  
Christian Schools ◽  
Christian Faith ◽  
School Life ◽  
Leadership Theories ◽  
Interpretive Study

In Christian schools, leaders’ roles include the integration of the particular beliefs of the community through all aspects of school life. This article describes an interpretive study into school leaders’ perceptions of the essential features of Christian Education National (CEN) schools, how they integrated these features into school culture, and their understandings of the leadership by which they achieved this. This research identified that school leaders were aware of the beliefs of CEN. Despite leaders noting that these beliefs ought to be embedded holistically into school culture, the CEN services and resources available to support such inculcation were underutilized. Although servant leadership, shared leadership and vision-based leadership were all described in relation to CEN schools, the leadership within these schools is better understood as informed by the Christian faith rather than widely supported leadership theories mentioned in this study.

scholarly journals Optimistic Leadership for the 21st Century and Beyond

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Vincent Techo
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
21St Century ◽  
Visionary Leadership ◽  
Leadership Theory ◽  
Distance Decay ◽  
Leadership Theories ◽  
Global Organizations ◽  
Differentiated Leadership ◽  
Leadership Approaches

This paper proposes a future-driven leadership theory — the optimistic leadership theory — suitable for leading global organizations in the 21st century and beyond. The author argues that a new leadership approach is needed for these organizations due to the complexities that come with globalization, including the high need for knowledge and experience, distance decay, and cultural amalgamation. Five leadership approaches (Visionary Leadership, Differentiated Leadership, Servant Leadership, Flexible Leadership, and Reflective Leadership) are identified as the components of optimistic leadership. Following a review of the rare literature on these five leadership approaches, they are found to constitute the best determinants of successful future-driven leadership. There is an overlap of some approaches and some are within other leadership theories such as transformational leadership. A model of optimistic leadership is suggested, and a test based on the variables is proposed.

Translating 6 key insights from research on leadership and management in times of crisis

BMJ Leader ◽  
2021 ◽  
pp. leader-2020-000349
Author(s):  
Denise Lucia Reyes ◽  
Tiffany Bisbey ◽  
David Day ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Team Leadership ◽  
Crisis Leadership ◽  
Evidence Based ◽  
Team Leaders ◽  
Leadership And Management ◽  
Team Members ◽  
Healthcare Teams ◽  
Practical Guidance ◽  
Relational Resources

BackgroundCertain leadership behaviours are particularly helpful for healthcare teams remain effective through crisis situations, such as the Covid-19 pandemic. This paper summarizes evidence-based insights based on their importance and prevalence in the crisis leadership literature to provide recommendations that apply to medical team leaders broadly construed. We recommend that leaders adopt these behaviours in conditions of intense difficulty, uncertainty, as well as physical and psychological peril.ResultsWe draw from research on workplace resilience, as well as leadership literature (ie, team leadership, transformational leadership, shared leadership, and crisis leadership) to provide six key insights along with evidence and practical guidance for healthcare leaders to help their teams in the midst of a crisis: (1) remain optimistic when communicating a vision, (2) adapt to the changing situation by deferring to team members’ expertise, (3) support organizational resilience by providing relational resources, (4) be present to signal commitment, (5) be empathetic to help prevent burnout, and (6) be transparent in order to remain trustworthy.

Transformational Leadership and Authentic Leadership as Practical Implications of Positive Organizational Psychology

2020 ◽  
pp. 122-139 ◽  
Author(s):  
Meltem Yavuz
Keyword(s):  
Transformational Leadership ◽  
Authentic Leadership ◽  
Large Body ◽  
Management Training ◽  
Leadership Theories ◽  
Learned Behavior ◽  
Health And Wellbeing ◽  
Positive Attitudes ◽  
Practical Implications

A large body of evidence suggests that leadership can be learned, and followers may respond to such learned behavior positively. Indeed, motivation, engagement, health, and wellbeing of employees in an organisation depend on the quality of the managers to a great extent. In this context, managers need to be equipped with the skills and behaviors both to engage and to protect the health and wellbeing of their teams. In this chapter, the theoretical backgrounds of transformational leadership and authentic leadership are explained, and these theories are compared and contrasted with each other. It also discusses how these leadership theories might help to enhance positive psychological abilities and positive attitudes of both leaders and their followers, and how these leadership theories contribute to the development of the management-training programs.

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.

Transformational leadership and employee efficiency: knowledge sharing as mediator

2020 ◽  
Vol 27 (4) ◽  
pp. 1571-1590
Author(s):  
Preeti Dwivedi ◽  
Vijit Chaturvedi ◽  
Jugal Kishore Vashist
Keyword(s):  
Factor Analysis ◽  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Design Methodology ◽  
Blue Collar ◽  
Content Type ◽  
Team Members ◽  
Confirmatory Factor ◽  
Practical Implications

PurposeThis research aims to examine the influence of transformational leadership on employee efficiency. The research also examines the role of knowledge sharing as a mediator between transformational leadership and employee efficiency.Design/methodology/approachThe research is based on the survey conducted among 200 employees of logistics firms. Exploratory Factor analysis (EFA) and Confirmatory Factor Analysis (CFA) approaches are used for the evaluation.FindingsThe study found that transformational leadership has positive and significant influence on employee efficiency. The research also demonstrates that after introducing knowledge sharing, it fully mediated the influence of transformational leadership on employee efficiency. The study suggests that, if leaders share their knowledge and expertise among the team, employees have a propensity to be highly effective and efficient than without knowledge sharing.Research limitations/implicationsBlue collar staff and unskilled labors of the firms are not included in the study. So, the study is limited to white collar staff only which can further be expanded by considering other ground staff. Also few or no such researches have been conducted in logistics firms, particularly in Indian logistics firms. So, the result of this study can be used as reference to explore the area. This study can be replicated in the logistics firms of other regions also.Practical implicationsThe finding of the study will help the top management of the organizations to formulate strategies to enhance its senior-subordinate relationship through knowledge sharing. The study also suggests that regular dissemination of knowledge among the team improves the efficiency of the team members and hence the performance of the organization.Originality/valueThis research examines the degree to which knowledge sharing acts as a mediator between transformational leadership and employee efficiency, which has not been found in previous studies.

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