Efficiency metrics for flocking with implicit leadership

2016 ◽  
Author(s):  
Oleg Maslennikov ◽  
Igor Komarov
Keyword(s):  
Implicit Leadership

Generational differences and implicit leadership schemas in the Philippine workforce

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Helen C. Salvosa ◽  
Maria Regina M. Hechanova
Keyword(s):  
Generational Differences ◽  
The Political ◽  
Generational Cohort ◽  
Implicit Leadership ◽  
Content Type ◽  
Diverse Workforce ◽  
Technology Generation ◽  
Generation Cohorts ◽  
Cohort Theory ◽  
Survey Responses

PurposeThis study examined generational differences in traits and desired schemas of leaders among Filipino workers using the lens of the generational cohort theory.Design/methodology/approachThis study utilized a sequential exploratory mixed-method approach. Phase One of the study utilized a qualitative approach in eliciting perceived characteristics and leadership schemas. Phase Two utilized a quantitative approach utilizing a survey to test generational differences.FindingsCluster analysis of survey responses of 341 Filipino workers showed two generation cohorts – the political and technological generation. Respondents from the political generation characterized themselves as being work-centered, family-oriented, traditional, seasoned, decisive and multi-tasking. The political generation also believes that an ideal leader is someone who cares about people's welfare, delegates, and is able to control others. On the other hand, the technology generation described themselves as being tech-savvy, carefree, laid-back, proud, individualistic, self-centered, arrogant, energetic and adventurous. The technological generation views an ideal leader as someone who is responsible, provides clear instructions, listens, and recognizes people.Research limitations/implicationsThe study focuses on Filipino workers and more studies in other countries are needed to establish generational differences in schemas.Practical implicationsThe results have implications on the way that leaders are selected and developed especially in an increasingly diverse workforce.Social implicationsThe results highlight the role of political, sociocultural events and technological trends that shape the traits and schemas of workers.Originality/valueThe study contributes to both generational studies as well as implicit leadership literature. The study highlights the value of examining the intersection of both culture and generation in the context of leadership.

Culture specific and cross-culturally generalizable implicit leadership theories

1999 ◽  
Vol 10 (2) ◽  
pp. 219-256 ◽  
Author(s):  
Deanne N Den Hartog ◽  
Robert J House ◽  
Paul J Hanges ◽  
S.Antonio Ruiz-Quintanilla ◽  
Peter W Dorfman ◽  
...  
Keyword(s):  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories

You can't always get what you want? Leadership expectations of intrapreneurs

2017 ◽  
Vol 32 (6) ◽  
pp. 430-444 ◽  
Author(s):  
Jana Deprez ◽  
Martin Euwema
Keyword(s):  
Role Model ◽  
Current Knowledge ◽  
Full Range ◽  
Dynamic Environment ◽  
Leadership Theory ◽  
Implicit Leadership ◽  
Content Type ◽  
Personal Connection ◽  
Firm Data ◽  
Consultancy Firm

Purpose The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs. Design/methodology/approach Group interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software. Findings The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model. Research limitations/implications This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements. Practical implications In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship. Originality/value This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.

Personal and Situational Antecedents of Workers’ Implicit Leadership Theories: A Within-Person, Between-Jobs Design

2018 ◽  
Vol 26 (2) ◽  
pp. 204-216 ◽  
Author(s):  
Winny Shen
Keyword(s):  
Organizational Culture ◽  
Situational Factor ◽  
Future Research ◽  
Personal Factor ◽  
Limited Evidence ◽  
Leadership Theories ◽  
Implicit Leadership ◽  
Implicit Leadership Theories ◽  
The Relationship ◽  
Job Context

Despite a flourishing literature demonstrating the consequences of implicit leadership theories (ILTs) for workplace phenomena, relatively little is known about the antecedents of ILTs, particularly those that are malleable or can be changed to shape ILTs. In two studies of dual-job holders, which allows for the modeling of between- and within-person predictors, I examined the extent to which workers’ ILTs were stable versus dynamic across work contexts. In line with connectionist perspectives, trait identities, a personal factor, promoted stability in ILTs across situations in both studies, whereas there was some limited evidence that organizational culture, a situational factor, only predicted ILTs within a given job context. Furthermore, the relationship between independent identity and ILTs differed when examining workers’ typical versus ideal leadership conceptualizations. Implications for future research on ILTs are also discussed.

Managerial assignments of credit and blame: a five-country study of leadership desirability

2018 ◽  
Vol 25 (4) ◽  
pp. 741-762
Author(s):  
C. Lakshman ◽  
Kubilay Gok ◽  
Linh Chi Vo
Keyword(s):  
Leadership Theory ◽  
Strong Impact ◽  
Leadership Perceptions ◽  
Implicit Leadership ◽  
Implicit Leadership Theory ◽  
Content Type ◽  
Subordinate Performance ◽  
Blame Attributions ◽  
Literature Highlight ◽  
Different Cultures

Purpose Although the international business literature has examined leader traits that are desirable in different cultures, it has not examined critical behaviors or managerial attributions of credit and blame. Credit and blame attributions have important consequences for the desirability of leadership across cultures. Arguing that these types of managerial attributions are likely to have a strong impact on what constitutes desirable leadership; the authors examine them in five countries, namely, USA, France, India, Turkey and Vietnam. The purpose of this paper is to contribute by examining the influence of credit and blame attributions on subordinate satisfaction and leadership perceptions (desirability), unaddressed in the literature. Design/methodology/approach The model was tested using questionnaire responses of subordinates in a variety of business organizations, from the five countries indicated, including manufacturing, telecommunication, financial and other services. Findings Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures. The results are supportive of the hypotheses and suggest the important moderating role of subordinate performance for leadership perceptions. The authors discuss findings in the context of the literature, highlight contributions and identify limitations and future directions. Originality/value Using the implicit leadership theory, the authors contribute by demonstrating the importance of these attributions for leadership perceptions in five different cultures.

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