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.

Feminine? Masculine? Androgynous leadership as a necessity in COVID-19

2020 ◽  
Vol 35 (7/8) ◽  
pp. 607-617
Author(s):  
Stacy Blake-Beard ◽  
Mary Shapiro ◽  
Cynthia Ingols
Keyword(s):  
Leadership Style ◽  
Health Care Systems ◽  
Leadership Skills ◽  
Leadership Traits ◽  
Political Leaders ◽  
Content Type ◽  
Care Systems ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to explore the relationship between leaders’ expressed traits and their impact on their country’s COVID-19 outcomes. Some leaders are over relying on masculine traits and dismissing feminine traits. An alternative – androgynous leadership – supports leaders in drawing from the full portfolio of behaviors. Design/methodology/approach This paper has a theoretical approach using an extensive review of the literature. Findings Leaders can take a number of actions to fully embrace androgynous leadership. These actions include building a diverse “tempered” team, communicating with respect, recognizing the impact of framing and moving from autopilot to realizing their best androgynous self. Research limitations/implications Research limitations include a critique of Bem’s framework as outdated and dichotomous; a categorization of feminine, masculine and neutral behaviors that is determined by the authors; and a focus on leadership style that does not take other dimensions, such as health-care systems, into account. Practical implications The authors propose that an “androgynous” leadership style has been used effectively by some political leaders around the globe in the COVID-19 crisis. The COVID-19 context has provided a laboratory for developing and building competence as androgynous leaders. Social implications The mental capacity to look at a situation, pause and explicitly select effective behavior is necessary, but oftentimes, it is not put into practice. By not drawing from a larger portfolio of androgynous behaviors, the opportunity for leaders to their best work is missed. Originality/value There is an acknowledgement of the benefits of the combination of masculine and feminine leadership traits. There are also clear recommendations supporting leaders in developing their androgynous leadership skills.

Visionary leadership and employee creativity in China

2018 ◽  
Vol 39 (1) ◽  
pp. 93-105 ◽  
Author(s):  
Lulu Zhou ◽  
Shuming Zhao ◽  
Feng Tian ◽  
Xufan Zhang ◽  
Stephen Chen
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Leadership Style ◽  
Employee Performance ◽  
Goal Orientations ◽  
Visionary Leadership ◽  
High Tech ◽  
Employee Creativity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation. Design/methodology/approach A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity. Findings The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing. Originality/value This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.

scholarly journals Leadership Behavior and Employees Job Satisfaction: Working for Organizational Success

2021 ◽  
Vol 58 (2) ◽  
pp. 1092-1103
Author(s):  
Shoukat Ali Mahar Et al.
Keyword(s):  
Job Satisfaction ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Pearson Correlation ◽  
Work Productivity ◽  
Organizational Success ◽  
Supportive Leadership ◽  
The Relationship ◽  
Positive Effect

Purpose: This study was designed to understand the relationship between leadership behaviors and employees job satisfaction at microfinance banks. It also shows how and to what extent these leadership styles affect job satisfaction. Design: The questionnaire was used to collect data from 290 employees of the Microfinance Bank. The convenient sampling was used to gather data. The literature indicates that there is a correlation among all proposed variables. Researcher applied regression and Pearson correlation to get the results. Findings: The results show that participative behavior and supportive leadership behaviors have significant and positive effect on employees’ job satisfaction in Micro Finance Institutions of Khairpur.  Value: no doubt this study found that participative behavior has significant relationship with employees’ job satisfaction and in increase the work productivity, it develops the sense of equivalence in work, it also encourages the essence of employees’ role in decision making, in this regard employees like to help organisation in organizational success Practical implications: Results of this Research mean that participatory leaders can participate in role modeling by providing employees with interesting workplace activities to increase job satisfaction. Recommendation: The population used for the survey was limited to 14 branches of MFBs in the Khairpur area.. Therefore, this study can be extended to a variety of other commercial and noncommercial organizations. This helps researchers to fully understand leadership style and its impact on job satisfaction. Limitation: This study is limited to certain MFBs of Khairpur district.

Exploring leadership styles in government hospitals in Kuwait

2019 ◽  
Vol 32 (3) ◽  
pp. 458-476
Author(s):  
Talal ALFadhalah ◽  
Hossam Elamir
Keyword(s):  
Health Care ◽  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Organizational Outcomes ◽  
Cross Sectional Study ◽  
Transformational Leaders ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose This paper aims to determine and assess leadership styles in six government general hospitals. Design/methodology/approach This is a cross-sectional study that uses a self-administered questionnaire to determine the leadership styles by self or followers’ rating. The participants were 66 leaders and 1,626 followers. The data were analyzed using suitable statistical methods. Findings The prevailing leadership style of hospitals’ leaders is the transformational style, where self-rating as transformational is higher than followers’ rating. The demographic characteristics of leaders are statistically insignificant. Research limitations/implications Other health-care settings were not included in the study. In addition, the study is designed to determine the relationship between variables, not to identify cause and effect. However, effective leadership has a substantial value and impact in health care. The paper confirms the existence of a transformational style effect on all organizational outcomes and represents a baseline for future studies in determining leadership styles and organizational culture types to highlight improvement areas. Practical implications The paper recommends designing training programs to improve transformational leadership behavior. Moreover, investment in research is needed to understand how to build transformational leaders. In addition, leaders' recruitment must be conditioned by obtaining a leadership certification. Originality/value This topic is under-researched in Kuwait health-care system. The use of leadership style as an indicator for a health-care organization's performance is still not well known in Kuwait.

Driving employee engagement: how personality trait and leadership style impact the process

2020 ◽  
Vol 35 (10) ◽  
pp. 1457-1473
Author(s):  
Simone Meskelis ◽  
J. Lee Whittington
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Content Type ◽  
Positive Leadership ◽  
Big Five Model ◽  
Individual Traits ◽  
The Relationship

Purpose The purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement. Design/methodology/approach A field study involving a total of 100 participants was conducted to investigate the relationship between honesty–humility, authentic leadership and employee engagement. Hypotheses were tested using correlation and regression analyses. Findings The results show that honesty–humility impacts employee engagement and that authentic leadership functions as a substitute for honesty–humility. Research limitations/implications Further studies are necessary to examine how honesty–humility interacts with other leadership styles. Further studies can also expand the understanding of this relationship across different cultures. Practical implications Employees bring engagement to work through their individual traits but organizations can help create an environment that fosters engagement through positive leadership behavior such as authentic leadership. Originality/value This study extends the understanding of the role of individual differences beyond the established Big Five model, by adding the honesty–humility dimension. In addition, the authors examine the moderating effects of authentic leadership on the relationship between honesty–humility and engagement.

Globalization/Liberalization and Poverty Level in Africa

2021 ◽  
pp. 138-156
Author(s):  
Okechukwu Ethelbert Amah
Keyword(s):  
Leadership Style ◽  
Direct Investment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Poverty Level ◽  
Underlying Causes ◽  
Bright Side ◽  
African Leadership ◽  
High Level ◽  
The Relationship

Despite the flow of foreign direct investment into Africa, there was low human development. Leadership was established as the missing link between high level of globalization in Africa and low economic development. The chapter established the role played by leadership in the relationship between globalization and poverty level in Africa. The chapter postulates that it was time the question of African leadership was directed to the hidden causes of poor leadership behavior instead of the ineffective means of seeking a surface change of leadership style without changing the underlying causes. African leadership mindset was positioned into four quadrants, which accounted for the dark and the bright side of leadership in Africa. Also, it was argued that by changing the African leadership mindset to growth/external mindset, leadership behaviors could be transformed to drive change in structure and management to obtain the gains of globalization.

Healthcare managers’ leadership profiles in relation to perceptions of work stressors and stress

2016 ◽  
Vol 29 (2) ◽  
pp. 185-200 ◽  
Author(s):  
Caroline Lornudd ◽  
David Bergman ◽  
Christer Sandahl ◽  
Ulrica von Thiele Schwarz
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Hierarchical Cluster ◽  
Three Dimensions ◽  
Work Stressors ◽  
Individual Factor ◽  
Cross Sectional ◽  
Content Type ◽  
Health Promoting ◽  
The Relationship

Purpose The purpose of this study is to investigate the relationship between leadership profiles and differences in managers’ own levels of work stress symptoms and perceptions of work stressors causing stress. Design/methodology/approach Cross-sectional data were used. Healthcare managers (n = 188) rated three dimensions of their leadership behavior and levels of work stressors and stress. Hierarchical cluster analysis was performed to identify leadership profiles based on leadership behaviors. Differences in stress-related outcomes between profiles were assessed using one-way analysis of variance. Findings Four distinct clusters of leadership profiles were found. They discriminated in perception of work stressors and stress: the profile distinguished by the lowest mean in all behavior dimensions, exhibited a pattern with significantly more negative ratings compared to the other profiles. Practical implications This paper proposes that leadership profile is an individual factor involved in the stress process, including work stressors and stress, which may inform targeted health promoting interventions for healthcare managers. Originality/value This is the first study to investigate the relationship between leadership profiles and work stressors and stress in healthcare managers.

Transformational leadership and organisational commitment in manufacturing and service small to medium-sized enterprises

2015 ◽  
Vol 44 (6) ◽  
pp. 970-990 ◽  
Author(s):  
Jos Mesu ◽  
Karin Sanders ◽  
Maarten van Riemsdijk
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Service Industry ◽  
Visionary Leadership ◽  
Manufacturing Companies ◽  
Transformational Leader ◽  
Decision Style ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style. Design/methodology/approach – The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling. Findings – Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the relationship between transformational leadership and organizational commitment in manufacturing SMEs. Research limitations/implications – Leaders in the service industry SMEs should engage in transformational leadership, whereas leaders in manufacturing industry SMEs should engage in other types of leadership. Future research should examine effective leadership in manufacturing. Practical implications – As the results of this study suggest, a distinction should be made between manufacturing and service industry. The advice therefore needs to be twofold. Supervisors in manufacturing SMEs can best improve employees’ organizational commitment by intensifying transformational leader behaviour combined with a directive decision style. Supervisors in service SMEs do not have to combine transformational leader behaviour with a particular leader decision style, if they wish to be more effective. Social implications – Demonstrating transformational leader behaviour can be successful in both manufacturing and service SMEs. However, in manufacturing companies this will only be effective when combined with a directive leader decision style. Originality/value – Although SMEs most of the time are considered as one similar group in comparison to large organizations, the authors follow Hughes and Wood (1999; see also Stonehouse and Pemberton, 2002) who argue that because of their different products, customers, and labour it is important to disaggregate research on SMEs and differentiate between manufacturing and service SMEs.

İNSAN KAYNAKLARI YÖNETİCİLERİNİN LİDERLİK TARZI, YARATICI PROBLEM ÇÖZME KAPASİTESİ VE KARİYER TATMİNİ ARASINDAKİ İLİŞKİLERİN ARAŞTIRILMASI: AMPİRİK BİR ÇALIŞMA

2016 ◽  
Vol 4 (3) ◽  
Author(s):  
Hüseyin YILMAZ
Keyword(s):  
Problem Solving ◽  
Human Resources ◽  
Leadership Style ◽  
Career Satisfaction ◽  
Leadership Behavior ◽  
Future Research ◽  
Creative Problem Solving ◽  
Democratic Leadership ◽  
Creative Problem ◽  
The Relationship

The aim of this study is the creative problem-solving capacity of the organization with leadership behaviors of human resources managers and employees to examine the relationship between career satisfaction and is tested empirically. Research within the scope of the required data structured questionnaire method, operating in the province of Aydin was obtained from 130 employees working in five star hotels. Democratic leadership style according to the factor analysis, easygoing, participants converter, and releasing autocratic leadership dimensions were determined. According to the analysis, the dependent variable with a significant level of research and positive leadership style has been determined that no relationships. Regression analysis revealed that the leadership of the relationship with the creative problem-solving capacity of democratic leadership in style when found to be stronger than other leadership styles, while the variable describing the career of the employee satisfaction level of the maximum it was concluded that the creative problem-solving capacity of the organization. Research in the context of human resources on the very important for organizations, leadership behavior, creative problem-solving capacity and career satisfaction studies analyzing the relationships between variables it seems to be quite limited. The discovery by analyzing the relationship between the aforementioned variables, can make significant contributions to knowledge in the literature and are expected to form the basis for future research.

School leadership, teacher’s psychological empowerment and work-related outcomes

2019 ◽  
Vol 33 (7) ◽  
pp. 1501-1514
Author(s):  
Kersti Kõiv ◽  
Kadi Liik ◽  
Mati Heidmets
Keyword(s):  
Job Satisfaction ◽  
School Leadership ◽  
Leadership Style ◽  
Indirect Effect ◽  
School Principals ◽  
Psychological Empowerment ◽  
Content Type ◽  
Work Related ◽  
Perceived Leadership ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating effect of teacher’s psychological empowerment between school leadership style and teachers’ work-related outcomes. Design/methodology/approach A total of 711 teachers from 31 Estonian schools were surveyed with a questionnaire measuring four dimensions of psychological empowerment (competence, meaning, self-determination and impact), school leadership characteristics (leadership style, leader’s empowering behavior and trust in leader) and teacher’s work-related outcomes (job satisfaction and workplace attachment). AMOS path analysis was used to investigate the direct and indirect relations between the teachers’ perceptions of school leadership, their psychological empowerment and their workplace attachment and job satisfaction. Findings This study found that psychological empowerment (subscales meaning and impact) mediates the relationship between perceived leadership empowerment behavior and teachers’ work-related outcomes. Also, the psychological empowerment (meaning and impact) mediates the relationship between perceived leadership style and teachers’ work-related outcomes. Trust in the principal has direct and indirect effect (through psychological empowerment) on job satisfaction, whereas there only seems to be indirect effect on workplace attachment through two components of psychological empowerment. Practical implications The mediating role of psychological empowerment includes an important message for school principals – in order to empower employees it is not sufficient to merely delegate formal power and decision-making rights. To facilitate the development of psychological empowerment, it is important to provide employees with an opportunity to experience agency, to experience that their voice and opinions are taken into account (perceived impact) and the purpose and targets of the whole organization are discussed with the employees and formulated in collaboration with them (perceived meaning). Originality/value Psychological empowerment as a mediating variable has not been widely researched, especially in school environment. The results will provide important signals for school principals, where and how to find leverage to improve teachers’ job satisfaction and workplace attachment.

Sign in / Sign up

Export Citation Format

Share Document