Influence of managers’ mindset on leadership behavior

2019 ◽  
Vol 40 (8) ◽  
pp. 829-844
Author(s):  
Tae Kyung Kouzes ◽  
Barry Z. Posner
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Organizational Factors ◽  
Leadership Competencies ◽  
Practical Significance ◽  
Content Type ◽  
Fixed Mindset ◽  
Frequent Use ◽  
Management Positions ◽  
Online Leadership

Purpose The purpose of this paper is to focus on exploring the link between managers’ mindset (fixed vs growth) and their choice of leadership behaviors. Design/methodology/approach The sample was drawn from a proprietary database provided by a global organization that offers 360-degree online leadership surveys. Individuals in management positions provided an assessment of their mindset orientation as well as how often they engaged in various leadership behaviors. Findings Growth-minded managers consistently displayed more frequent use of leadership behaviors than did their fixed mindset counterparts; and this relationship was independent of demographic or organizational factors. Research limitations/implications The findings are consistent with previous mindset research but prominently extend those results to managers in corporate settings; and supports previous research regarding the limited influence of demographic and organizational factors on both mindset and leadership. Practical implications Managers’ mindsets influence how much they engage in various leadership behaviors, and improving leadership competencies is more likely to occur when managers hold a growth mindset that abilities can be developed through effort as compared to fixed mindset managers who believe that abilities are inherent and unchangeable. The mindset of managers is predictive of the behavioral choices they make about exercising leadership, and has practical significance since studies have shown that managers are generally more effective in direct relationship to how often they are seen as engaging in leadership. Originality/value This study extends the significance of mindset from the educational to the corporate environment, using a robust sample of managers, and finding that the relationship between mindset and leadership is independent of various demographic and organizational characteristics.

scholarly journals Workplace exercise programmes – how organizational factors influence employee participation

2019 ◽  
Vol 34 (6) ◽  
pp. 37-39
Author(s):  
Anna Little ◽  
Russell Wordsworth ◽  
Sanna Malinen
Keyword(s):  
Online Survey ◽  
Organizational Factors ◽  
Employee Participation ◽  
Past Research ◽  
Well Being ◽  
Practical Significance ◽  
Structured Interviews ◽  
Content Type ◽  
Individual Level ◽  
Leadership Support

Purpose Past research identifies many positive outcomes associated with workplace exercise initiatives. Realizing these outcomes is, however, dependent on securing sustained employee participation in the initiative. This study examines how organizational factors influence employee participation in workplace exercise initiatives. Design/methodology/approach The study utilizes data from 98 employees who were provided with the opportunity to participate in a workplace exercise initiative. Data were collected via an online survey as well as semi-structured interviews. Findings The paper shows that organizational, rather than individual-level, factors had the greatest impact on employee participation in workplace exercise initiatives. Leadership support for well-being was particularly important and had a significant effect on participation frequency. This relationship was moderated by employee perceptions of employer intentions, such that the more genuine and caring an employer’s intentions were perceived to be, the more likely employees were to participate. Our findings also show that perceived employer intentions have a significant direct effect on employee participation. Research implications We extend research on employee participation in well-being initiatives by considering the influence of organizational, rather than individual-level, factors. Practical implications This research is of practical significance as it highlights the importance of positive leadership in fostering physical well-being in the workplace. It reinforces that sustained participation in workplace exercise initiatives requires deliberate planning, promotion and support from organizational leaders. Originality/value Most studies of workplace exercise and well-being initiatives focus on individual barriers to participation. Our study highlights the important role of leadership support and perceived intentions as organizational influences on employee participation.

The role of online leadership in open collaborative innovation

2019 ◽  
Vol 119 (9) ◽  
pp. 1969-1987 ◽  
Author(s):  
Wen Mu ◽  
Yiyang Bian ◽  
J. Leon Zhao
Keyword(s):  
Social Capital ◽  
Open Source ◽  
Negative Binomial ◽  
Leadership Behaviors ◽  
Negative Binomial Regression ◽  
Content Type ◽  
Joint Effects ◽  
Collaborative Innovation ◽  
Online Leadership ◽  
Task Oriented

Purpose The purpose of this paper is to investigate the roles of online leadership in open collaborative innovation success by extending functional leadership theory in the context of open source projects. Design/methodology/approach This study uses negative binomial regression models to empirically test the proposed hypotheses with samples of blockchain open source projects on GitHub. Findings The results indicate that task-oriented leadership behaviors in forms of technical contributions have little influence on open collaborative innovation success; relation-oriented leadership behaviors embedded in internal social capital and external social capital contribute to open collaborative innovation success prominently. Furthermore, the joint effects of technical contributions, internal social capital and community commitment with openness orientation are positively significant on open collaborative innovation success, respectively. Practical implications For leaders and participants of open collaborative innovation projects, they should attach importance to both leadership behaviors and the joint effects with openness orientation so as to make informed decisions. Originality/value This study offers a new fine-grained framework of open collaborative innovation success by investigating specific dimensions of task-oriented and relation-orientated leadership behaviors, as well as their joint effects with openness orientation.

Relationship between transformational leadership behaviors and manufacturing strategy

2014 ◽  
Vol 22 (2) ◽  
pp. 205-223 ◽  
Author(s):  
M. Birasnav
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Transformational Leaders ◽  
Manufacturing Strategy ◽  
Manufacturing Environment ◽  
Content Type ◽  
Cost Strategy ◽  
Research Studies

Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.

Self-determined leader motivation and follower perceptions of leadership

2018 ◽  
Vol 39 (5) ◽  
pp. 608-619 ◽  
Author(s):  
Stephanie Gilbert ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Role ◽  
Cross Sectional ◽  
Content Type ◽  
Follower Perceptions ◽  
Cross Sectional Design ◽  
Perceptions Of Leaders ◽  
Perceptions Of Leadership

Purpose A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues. Design/methodology/approach The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations. Findings Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership. Research limitations/implications The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior. Originality/value This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

Ambidextrous leadership and team innovation

2015 ◽  
Vol 36 (1) ◽  
pp. 54-68 ◽  
Author(s):  
Hannes Zacher ◽  
Kathrin Rosing
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Well Being ◽  
Small Sample ◽  
Team Leaders ◽  
Content Type ◽  
Team Innovation ◽  
Opening And Closing ◽  
Ambidextrous Leadership

Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implications – Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/value – This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

Demographic challenges for the future business leader: evidence from a Greek survey

2017 ◽  
Vol 5 (3) ◽  
pp. 297-310 ◽  
Author(s):  
Eleanna Galanaki ◽  
Nancy Papalexandris
Keyword(s):  
Leadership Development ◽  
Organizational Behavior ◽  
Leadership Behavior ◽  
Practical Significance ◽  
Business Leader ◽  
Implicit Leadership ◽  
Content Type ◽  
Active Involvement ◽  
The Future ◽  
Future Business

Purpose The purpose of this paper is to identify the challenges posed to business leaders from major global demographic changes expected in the workforce composition, such as higher participation of women and more active involvement of elder and more experienced people in the future workforce. Design/methodology/approach The authors ran a survey among 733 middle managers, focusing on their ideal leadership behavior. The Global Leadership and Organizational Behavior project methodology was applied for data collection and analyses. Findings Several significant differences were established in leadership ideals according to gender, age and managerial experience. The differences based on gender had higher practical significance than the ones based on age and experience of the respondents. Research limitations/implications The paper adds up to the pertinent in the implicit leadership approach dialogue over the existence of stable, global and unchanging aspects of leadership. Practical implications Leader behaviors traditionally deemed as positive, such as the participative and charismatic/value-based leadership, are shown to be critical for the future business leader. Leadership development in organizations should focus on these two aspects. Social implications Leaders who can meet the expectations of diverse groups of people will be able to achieve inclusion of least privileged groups at the business level, leading to higher inclusion at the social, aggregate level. Originality/value The paper is the first to explore how documented demographic trends could affect the way that leadership will evolve in the near future.

The influence of altruistic leadership behavior and learning culture on work–family relationship in Chinese SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lei Xie ◽  
Shaoping Qiu ◽  
Mary Jo Garcia Biggs
Keyword(s):  
Structural Equation ◽  
Leadership Behavior ◽  
Organizational Factors ◽  
Work And Family ◽  
Mediation Effect ◽  
Equation Modeling ◽  
Research Approach ◽  
Cross Sectional Survey ◽  
Content Type ◽  
The Relationship

Purpose This study aims to examine the relationship between supervisor’s altruistic leadership behavior (ALB) and family-to-work development (FWD) in the context of Chinese small and medium-sized enterprises (SMEs); and test the mediation effect of learning organization culture (LOC) between ALB and FWD. Design/methodology/approach A non-experimental, quantitative, cross-sectional survey research approach was applied. A structural equation modeling technique was used to test all hypotheses. Findings Results indicated that ALB is positively and significantly correlated with FWD. Additionally, the relationship between ALB and FWD is mediated by LOC. Practical implications This study suggests that building and maintaining an effective LOC requires leaders to champion, human resource (HR) professionals to strengthen and employees to support learning as a system. Thus, HR professionals should implement altruistic leadership mentoring and coaching programs. In the case of Chinese SMEs, altruistic leaders are especially instrumental in generating followers’ positive outcomes in both work and family domains. Originality/value This study looks into the influence of organizational factors on the direction of FWD. In particular, this study seeks to examine organizational factors that relate to spillover from family to work.

Visionary leadership and its relationship to organizational effectiveness

2014 ◽  
Vol 35 (6) ◽  
pp. 566-583 ◽  
Author(s):  
Colette M. Taylor ◽  
Casey J. Cornelius ◽  
Kate Colvin
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Skills ◽  
Visionary Leadership ◽  
Content Type ◽  
Factors Affecting ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

Lean production and leadership attributes – the case of Hungarian production managers

2015 ◽  
Vol 26 (4) ◽  
pp. 477-500 ◽  
Author(s):  
Andrea Gelei ◽  
Dávid Losonci ◽  
Zsolt Matyusz
Keyword(s):  
Organizational Behavior ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Lean Production ◽  
Content Type ◽  
Leadership Attributes ◽  
Successful Adaptation ◽  
Production Manager ◽  
Inhibitor Type ◽  
Direct Guidance

Purpose – The purpose of this paper is to investigate leadership attributes that contribute to or inhibit the successful adaptation of lean techniques. Design/methodology/approach – Using leadership attributes of the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project, this paper develops an ideal leadership profile of a production manager who aims to develop a lean production system (based on Liker’s seminal work in 2004). Five hypotheses related to contributor and inhibitor leadership behaviors and their associated leadership attributes are analyzed using survey data based on a PLS model. Findings – According to the results, the proposed conceptual leadership profile, in which leadership attributes are divided into two sets (contributors and inhibitors), required modification. The authors identified five distinct leadership behaviors (specific interrelated sets of leadership attributes). Two of the five leadership behaviors (communicative and micromanager) for production managers contributed to lean implementation. None of the leadership behaviors were inhibitors. Surprisingly, a theoretical inhibitor type of leadership behavior, namely micromanager, proved to be a contributor. Practical implications – The results provide direct guidance for Hungarian managers with leadership behaviors that can contribute to the successful adaptation of lean techniques. However, managers must also consider that although these leadership behaviors may result in short-term gains, the micromanager leadership behavior can undermine the long-term sustainability of lean success and can hinder the development of a lean culture. Originality/value – Leaders are frequently considered to be the key drivers of lean management. The empirical paper is unique because it analyzes the relationship among leadership behaviors, leadership attributes, and lean contexts.

Leading and managing: it takes two to tango

2005 ◽  
Vol 43 (7/8) ◽  
pp. 1010-1017 ◽  
Author(s):  
Thomas W. Kent
Keyword(s):  
Leadership Development ◽  
Leadership Behaviors ◽  
Leadership Competencies ◽  
Entrepreneurial Leadership ◽  
Development Programs ◽  
Practical Application ◽  
Leadership Selection ◽  
Leadership Development Programs ◽  
Content Type ◽  
Starting Point

PurposeTo create a starting point for defining the processes of leading and managing in a way that enables both the separation and distinction of the concepts for study as well as the integration of the concepts for practical application.Design/methodology/approachThe paper draws on research that describes specific behaviors involved in leading and in managing; and it proposed a model that might be used to think about the integration of the two processes – leading and managing. The paper further describes the specific competencies involved in both leading and in managing.FindingsThe paper suggests that the current literature is particularly confusing as a result of the lack of agreement and specificity regarding the nature of the processes of leading and managing. The literature suffers from a proliferation of “spin off” forms of leadership – such as strategic leadership, entrepreneurial leadership, etc. – as well as from using the two terms as replacements for each other.Originality/valueThis discussion should further the research on the study of leadership competencies and leadership behaviors. It should also prove useful to those wishing to develop leadership development programs, leadership selection criteria, and more.

Sign in / Sign up

Export Citation Format

Share Document