The Magellan effect – training future naval officers for mission command

2020 ◽  
Vol 26 (3/4) ◽  
pp. 169-182
Author(s):  
Endre Sjøvold ◽  
Odd Arne Nissestad
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Initial Structure ◽  
Full Time ◽  
Military Operations ◽  
Time Duration ◽  
Content Type ◽  
Chain Of Command ◽  
Maneuver Warfare ◽  
Positive Effect

Purpose Officers in post-cold war military operations frequently encounter situations that are not easily handled through central control and chain of command, but demand a more flexible leadership style and the ability to yield some control to subordinates. This study aims to investigate what it takes to train military leaders to master such Maneuver Warfare skills in a culture that still, unconsciously, fosters a chain of command structure. Design/methodology/approach Using a quasi-experimental pre-post design, the authors studied 30 teams of naval cadets (n = 228) in three separate Leadership Development Programs, each of 12 months full time duration. In the three otherwise identical programs, the authors varied one of the major exercises (sailing) both in duration and degree of structure and challenge. Parameters of team interaction were measured using the Systematizing the Person-Group Relation method and summarized in a construct labeled synergy. Findings One of the cohorts showed a significant positive effect. This cohort sailed a barque for ten weeks, crossing the Atlantic during winter storms. Apart from the clear mission of sailing the ship safely back to its home haven, they received no further instructions or training. Although the duration and the challenge likely count for part of the result, the authors argue that the lack of initial structure combined with a shared mission were more important. Research limitations/implications Because of the cost and time involved in each program, it was not possible to independently vary duration, structure and mission. As a result, conclusions as to the reason for the greater positive effect seen in one of the programs cannot be definitively determined. Originality/value The study contributes to the understanding of the effect of unstructured situations on building Maneuver Warfare skills.

Situational leadership theory: a test from a leader-follower congruence approach

2018 ◽  
Vol 39 (5) ◽  
pp. 574-591 ◽  
Author(s):  
Geir Thompson ◽  
Lars Glasø
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Information Source ◽  
Situational Leadership ◽  
Leadership Theory ◽  
Business Organizations ◽  
Leadership Development Programs ◽  
Content Type ◽  
Self Rating ◽  
Situational Leadership Theory

Purpose Empirical tests of Hersey and Blanchard’s situational leadership theory (SLT) have demonstrated that the assessment of follower competence and commitment, critical contextual features dictating optimal leadership style, poses several problems in testing the validity of this theory. As well, most previous studies have used leader rating as the only information source in making these assessments. The purpose of this paper is to use the degree of agreement between leader rating and follower self-rating to determine follower competence and commitment, and consequently an optimal leadership style. Design/methodology/approach Survey data collected from both supervisors and employees in business organizations in Norway were analyzed to test the predictions put forward in SLT. Findings The results show that SLT principles are supported when leader rating and follower self-rating are congruent. However, no support was obtained for Blanchard’s suggestion to apply followers’ self-ratings of competence and commitment in the case of discrepant ratings of follower development level. But data do support the contention that leader assessment would be a better basis for providing followers with appropriate direction and support. Originality/value So far SLT has been a very popular but as yet under-researched theory. An important contribution of the present study is by making SLT an evidence-based theory, as opposed to just being intuitively sound. As such, the authors think SLT in an updated “convergent” version should be applied in organizations and taught in leadership development programs.

Remapping the construct of paternalistic leadership

2019 ◽  
Vol 40 (7) ◽  
pp. 764-776 ◽  
Author(s):  
Wai Kwan Lau ◽  
Loan N.T. Pham ◽  
Lam Dang Nguyen
Keyword(s):  
Leadership Style ◽  
Employee Performance ◽  
Reliability And Validity ◽  
Three Dimensions ◽  
Full Time ◽  
Measurement Instruments ◽  
Paternalistic Leadership ◽  
Content Type ◽  
Benevolent Leadership ◽  
The Relationship

Purpose The purpose of this paper is to lay the necessary conceptual and empirical groundwork that advances knowledge about paternalistic leadership (PL). PL is reinterpreted as a leadership style consisting of authoritative, moral and benevolent leadership. The mediating role of trust is examined, and a formal, unified construct model of PL is suggested through evidence of construct validity. Design/methodology/approach An on-site survey was used to collect data from 312 full-time employees in nine organizations in China. Factor analysis, reliability and validity test, and an analysis of bivariate correlations were conducted. Findings The new construct of PL achieved a positive alignment and coherence among the three dimensions. Subordinates’ trust was found to be critical for paternalistic leaders to be perceived as effective leaders. Research limitations/implications Leadership and its effectiveness were examined only at the dyadic level. The levels of the supervisors and their effectiveness differ because some were from middle management, whereas others were from first line managers. Practical implications Trust is an important explanatory mechanism for the relationship between PL and employee performance, especially in China. It is a key factor that creates loyalty and builds a good relationship between leaders and subordinates. Social implications Trust signals a strong sense of sharing within the relationship. It induces positive emotional feelings in their leader by the subordinates and, therefore, taps into positive evaluations about the effectiveness of their leader. Originality/value This study developed the theoretical underpinnings and provided measurement instruments for PL. It offered a formal, unified construct model of PL.

Authentic way to retain hospitality staff

2016 ◽  
Vol 24 (5) ◽  
pp. 13-15
Author(s):  
Brian Beal
Keyword(s):  
Leadership Style ◽  
Turnover Intention ◽  
Authentic Leadership ◽  
Leadership Behavior ◽  
Self Awareness ◽  
Content Type ◽  
The Usa ◽  
Critical Leadership ◽  
The Impact ◽  
Positive Effect

Purpose The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral), the impact of authentic leadership on employees’ organizational commitment (OC), the impact of employees’ OC on their turnover intention (TI), and the indirect effect of authentic leadership on employees’ TI via OC. Design/methodology/approach The authors tested a sample of 236 students working as employees in hospitality in the USA, with the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior. Findings Results provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI. Originality/value The results of the study suggest a variety of significant theoretical contributions and critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

The influence of the chief audit executive’s leadership style on factors related to internal audit effectiveness

2018 ◽  
Vol 33 (8/9) ◽  
pp. 807-835 ◽  
Author(s):  
Luciano Oreste Dal Mas ◽  
Karin Barac
Keyword(s):  
Leadership Development ◽  
Leadership Styles ◽  
Leadership Style ◽  
Internal Audit ◽  
Research Area ◽  
Content Type ◽  
Internal Auditors ◽  
Transactional Leaders ◽  
Laissez Faire ◽  
Training Programmes

Purpose The purpose of this paper is to investigate the relationship between the leadership style of a chief audit executive (CAE) and the perceived effectiveness of the internal auditing (IA) function that he/she leads. Perceived IA effectiveness is based on identified attributes in the literature influencing IA effectiveness. The aim of this paper is thus to expand the IA effectiveness debate by adding individual differences in CAEs’ leadership styles as a research focus. Design/methodology/approach A quantitative approach is followed. A survey was conducted on a sample of 58 IA students enrolled in a master’s degree programme at a South African university; all students hold senior positions in IA. Findings The study confirms that the CAE leadership style significantly influences the identified attributes of perceived IA effectiveness. It further shows that the traditional conceptualisation of leadership (as transformational, transactional and/or laissez-faire) might not be appropriate for or compatible with leaders of professional teams in a regulated environment. Practical implications Practically, the study identifies and explores attributes influencing IA effectiveness that are within the purview of the CAE’s leadership style and within his/her ability to influence. This information could (re)direct leadership development training programmes presented in industry and by the Institute of Internal Auditors (IIA), and at organisational level, it could inform appointment and retention and succession practices for heads of and senior management in IA. Social implications CAEs are cautioned about the limitations imposed by laissez-faire leadership on IA effectiveness. They should strive to become both transformative and transactional leaders as it has a significant influence on the effectiveness of their IA functions, and by being more effective, they can demonstrate the value proposition of IA. Organisations need to create the environment in which CAEs can act as transformational and transactional leaders. The IIA, as the pre-eminent professional body, could become involved in developing leadership skills of its members. The IIA could provide guidance on leadership styles for CAEs and could also offer formal training initiatives to internal auditors on skills needed to lead IA teams. Originality/value This paper may open a new research area in IA effectiveness by focussing on the role and leadership qualities of the CAE.

How to become an inspirational leader, and what to avoid

2017 ◽  
Vol 36 (5) ◽  
pp. 614-625 ◽  
Author(s):  
Sarah Bonau
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Critical Role ◽  
Shared Vision ◽  
Practical Implementation ◽  
Self Awareness ◽  
Research Attention ◽  
Content Type ◽  
Management Actions ◽  
The Right

Purpose The leadership style of inspirational leadership has not gained substantial research attention. Studies have found inspirational leadership to be particularly relevant for practitioners. The purpose of this paper is to analyse the theoretical aspects of inspirational leadership and present practical steps for applying the theory. Design/methodology/approach First, inspirational leadership is defined in the context of other leadership theories, with particular emphasis on the vision that is central to inspirational leadership. Consequently, effective leadership behaviour is contrasted against management actions, to then define main areas leaders should focus on. Moreover, this paper outlines specific actions to be implemented in these focus areas. Findings Comparing the different perspectives on inspirational leadership theory, it becomes evident that self-awareness and authenticity are the main foundations for inspiring followers and implementing a shared vision. Practical implications A tool is presented for practical implementation that allows leaders to measure different characteristics of inspirational leadership and to assess their progress in these areas. In this context, this paper discusses the critical role of authentic behaviour and the challenge of showing the right level of authenticity as a leader. Special attention is given to authentic leadership development, and how organisations must work to avoid over-dependency on inspirational leaders. Originality/value The ideas outlined in this paper serve as a guide for leaders to practise inspirational leadership.

The role of wilderness experiences in leaders’ development toward authentic leadership

2017 ◽  
Vol 38 (8) ◽  
pp. 1144-1156 ◽  
Author(s):  
Boy van Droffelaar ◽  
Maarten Jacobs
Keyword(s):  
Leadership Development ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Leadership Behaviors ◽  
Sense Of Self ◽  
Peak Experiences ◽  
Content Type ◽  
Wide Range ◽  
The Impact ◽  
Wilderness Experiences

Purpose The purpose of this paper is to investigate the impact of leaders’ wilderness experiences on intentions to transform leadership behaviors toward authentic leadership. Design/methodology/approach Content analysis was used on trail reports made by participants of a wilderness-based leadership program. Participants (n=97) were leaders working in business and institutional settings, both males and females. Participants were asked to write personal reports within two weeks after the training program about their wilderness experiences, and related behavioral intentions. Findings The analyses revealed four categories of leaders’ peak experiences: heightened sense of self, awareness of one’s core values, deep connected attention, and being in full presence. These peak experiences triggered intentions to change future leadership behaviors: to be more aware of self, to live by the inner compass, to improve careful listening, and to become more transparent. These intentions closely resonate with the core components of authentic leadership. Research limitations/implications The authors’ sample is characterized by developmental readiness: people who are already willing to change. However, developmental ready leaders are the subset of leaders that is particularly relevant studying change toward authentic leadership. Another limitation is intentions are assessed, and hence knowledge about actual changes in leadership style requires additional research. Practical implications The attributes of the transformation program that foster change as revealed here – being in another world, facing unfamiliar challenges, peer-to-peer learning – can be flexibly adopted and implemented in a wide range of leadership transformation programs. Originality/value By demonstrating that being immersed in nature can act as a significant life event that has the potential to foster authentic leadership, this study provides an original contribution to the literature on strategies for intra-personal leadership development.

Technology and leadership styles: a review of trends between 2003 and 2021

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pavitra Dhamija ◽  
Andrea Chiarini ◽  
Shara Shapla
Keyword(s):  
Job Satisfaction ◽  
Leadership Development ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Gender Stereotypes ◽  
Future Research ◽  
Behavioural Pattern ◽  
Content Type ◽  
Transformational Leadership Style

PurposeLeadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The main objective of this article is to explore the association between leadership styles and technology, major themes in this area and what can be the future research directions of this work.Design/methodology/approachLeadership style denotes the behavioural pattern of leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The present article aims to review significant work by eminent researchers towards technology and leadership styles in the form trends, annual scientific production; popular affiliations and sources, a three-field plot of countries, scholars and themes, most cited references, trending keywords, thematic analysis of leadership styles and technology research by taking insights from situational leadership theory.FindingsThe findings indicate connections between various keywords and provide interesting themes like transformational leadership style is connected to knowledge management, transactional leadership, empowering leadership, psychological capital and e-leadership. Similarly, leadership is connected to leadership development, gender stereotypes, emotional exhaustion, innovative leadership and organizational performance.Originality/valueThis review analysis of leadership styles and technology is in itself a novice contribution and first of its nature. The identified themes are presenting good knowledge and food for thought for future researches.

The Effect of Leadership Style and Organizational Culture on Employee Performance Through Job Satisfaction as an Intervening Variable at Telkom Indonesia Regional VII Division

2019 ◽  
Vol 1 (3) ◽  
pp. 37-50
Author(s):  
Ilham Himawan ◽  
Idrus Taba ◽  
Andi Reni
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Leadership Style ◽  
Employee Performance ◽  
Primary Data ◽  
Full Time ◽  
Relationship Of ◽  
The Relationship ◽  
Intervening Variables ◽  
Positive Effect

This study aims to determine the relationship of leadership style and organizational culture on employee performance through job satisfaction as intervening variables in Telkom Indonesia Regional VII Division. The population of the study is based on managerial & staff job positions consisting of 62 respondences from 161 full-time employees of Indonesia state-owned telecommunication company, Telkom Indonesia Regional VII Division. This research used quantitive methods. The primary data were collected by the questionnaire as the instrument to prove the results of the study. By using Smart Partial Least Squares (PLS), the analysis of collected data revealed and to test the hypotheses. According to the findings of this research supported the positive effect of leadership style, organizational culture, and job satisfaction through employee performances. The hypotheses analysis in the study has no significant effect of leadership style on employee performance, whereas job satisfaction as partial mediating.

Motivate to innovate

2018 ◽  
Vol 30 (2) ◽  
pp. 776-796 ◽  
Author(s):  
Markus Schuckert ◽  
Taegoo Terry Kim ◽  
Soyon Paek ◽  
Gyehee Lee
Keyword(s):  
Leadership Development ◽  
Structural Equation ◽  
Time Lag ◽  
Equation Modeling ◽  
Full Time ◽  
Frontline Employees ◽  
Content Type ◽  
Performance Variables ◽  
And Performance ◽  
Using Data

Purpose This study aims to empirically test a research model investigating the effects of authentic leadership (AL) and transformational leadership (TL) on follower service innovation behavior (SIB) with follower psychological capital (PsyCap) as a partial mediator. Design/methodology/approach Using data from a sample of 336 full-time frontline employees across 15 five-star hotels in Seoul, South Korea, over a time lag of one month, hypothesized relationships were analyzed with structural equation modeling. Findings The results suggest that AL has a greater effect on follower PsyCap and SIB than TL. In examining the role of PsyCap as a partial mediator, the results support the hypotheses that AL and TL trigger follower SIB directly but at the same time boost follower PsyCap, thus enhancing follower SIB. Practical implications The greater impact of AL on follower PsyCap and SIB suggests that the practice of corporate human resource management should place an emphasis on AL traits in leadership development. This study offers a useful perspective on the development of follower PsyCap and SIB by linking leadership traits. Originality/value By discussing AL and TL together within a single research framework, the study extends organizational psychology research by linking TL and AL to two important organizational psychological and performance variables, and exploring their comparative effects.

Leadership development in health information management (HIM): literature review

2019 ◽  
Vol 32 (4) ◽  
pp. 569-583
Author(s):  
Sarah Low ◽  
Kerryn Butler-Henderson ◽  
Rosie Nash ◽  
Kelly Abrams
Keyword(s):  
Leadership Development ◽  
Literature Review ◽  
Leadership Styles ◽  
Health Information ◽  
Information Management ◽  
Leadership Style ◽  
Health Information Management ◽  
Content Type ◽  
Research Education ◽  
Education And Development

Purpose The health information management (HIM) profession lacks clarity around leadership and leadership development. To date, little empirical research exists on this topic, and it is unclear if broader approaches for healthcare leadership are suitable. This paper aims to explore which the leadership styles are relevant to the HIM profession. The findings were also used to inform a discussion on how HIM professionals could develop these leadership styles. Design/methodology/approach Through a systematic scoping literature review, deductive thematic analysis was undertaken to extrapolate common themes around this style of leadership based on transversal competency domains that reflect twenty-first century skills (i.e. critical thinking and innovation, interpersonal, intrapersonal and global citizenship) (Bernard, Watch and Ryan, 2016; UNESCO, 2015). This approach enabled the findings to be discussed from a leadership development perspective. Findings Analysis of the literature revealed that a relational leadership style through a team-based approach is required. Literature studies on how to develop leadership competencies were not found. Research limitations/implications Future policy and research implications include the need for research on transversal competencies to determine if they can shape HIM leadership development. Practical implications This leadership style and competencies proposed are relevant across many occupations and may have broader applications for leadership research, education and development. Originality/value This paper defines the style of leadership required in the HIM profession and identifies a succinct set of contemporary competencies to inform the development of this type of leadership.

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