The Influence of Family on Self-reflexive and Emotional Antecedents of the Transformational Leader

2018 ◽  
Author(s):  
L. Alos-Simo ◽  
A. J. Verdu-Jover ◽  
J. M. Gomez-Gras ◽  
M. Estrada-de-la-Cruz
Keyword(s):  
Transformational Leader ◽  
Emotional Antecedents

Larry Page’s Styles of Leadership

2020 ◽  
Vol 29 (2) ◽  
pp. 134-142
Author(s):  
Anggita Rachmanantya ◽  
Sari Wahyuni ◽  
Andi Nurrohman ◽  
Anansya Ralia ◽  
Aniek Martono
Keyword(s):  
Decision Making ◽  
Qualitative Research ◽  
Research Methods ◽  
Role Models ◽  
Organizational Strategies ◽  
Transformational Leader ◽  
Constructive Feedback ◽  
Descriptive Research ◽  
The World ◽  
Speak Up

Leaders are very important for organizations and businesses. The various characters of leaders can determine the success of an organization due to their role and responsibility for planning, organizing, and decision-making of organizational strategies to achieve their goals. One of the leaders whose characteristic is quite interesting and possibly become our role models is Larry Page, a co-founder of Google Inc. The researchers used qualitative research methods by descriptive research in explaining Larry Page style of leadership in leading Google Inc. Result of this study shows that Larry Page has a very open and equal way of leading, making him a democratic and transformational leader for an instance Larry believe in crazy ideas of their employees since he believes that insane ideas could change the world whereas not all the leaders can trust their subordinate. To hear the ideas, Larry always encourages his subordinate to speak up at every opportunity and instantly give them constructive feedback.

Reciprocity of Cognitive and Emotional Antecedents to Bullying: Bidirectional Relations Between Cognitive Impulsivity and Anger

2021 ◽  
pp. 0044118X2110530
Author(s):  
Glenn D. Walters ◽  
Dorothy L. Espelage
Keyword(s):  
Path Analysis ◽  
Reciprocal Relationship ◽  
Bullying Perpetration ◽  
Bidirectional Association ◽  
Bidirectional Relationship ◽  
Affective Variables ◽  
Cognitive Impulsivity ◽  
Bullying Behavior ◽  
Bidirectional Relations ◽  
Emotional Antecedents

The purpose of this study was to investigate the possibility that cognitive and affective variables form a reciprocal relationship when it comes to predicting future bullying perpetration. To this end, the bidirectional relationship between cognitive impulsivity and anger was evaluated in an effort to determine whether both cross-lagged pathways contributed to a rise in bullying behavior. The reciprocal hypothesis was tested in a sample of 1,160 early adolescents (567 boys, 593 girls) from the Illinois Study of Bullying and Sexual Violence (ISBSV). Cognitive impulsivity and anger were cross-lagged at Waves 1 and 2 of the ISBSV, after which they were correlated with bullying perpetration at Wave 3 in a three-wave longitudinal path analysis. Results from the path analysis identified the presence of a significant bidirectional association between Cognitive Impulsivity-1 and Anger-2 and between Anger-1 and Cognitive Impulsivity-2, with both cross-lags effectively predicting future bullying behavior.

Transformational Leaders Help Their Employees Overcome Their Technophobia

2020 ◽  
Vol 16 (3) ◽  
pp. 70-85
Author(s):  
Odai Y. Khasawneh
Keyword(s):  
Technology Acceptance ◽  
New Technologies ◽  
New Technology ◽  
Transformational Leaders ◽  
Transformational Leader ◽  
The Past ◽  
Novel Approach ◽  
The Many ◽  
Narrow Context ◽  
Do So

The lack of technology acceptance in the workplace has haunted companies in the past and it seems that it will continue to do so in the future. One of the many variables that impact employees' acceptance of a new technology is technophobia; which previously has been studied within the narrow context of computers or few other technologies that are now outdated. In a novel approach, the current study examines employees' technophobia and how it impacts their technology acceptance. In addition, the moderating influence of transformational leadership is studied to determine whether that type of leadership would influence employees to overcome their technophobia. The data analysis confirms that technophobia and its subdimensions are still an issue that haunts the workplace. However, having a leader who's identified as a transformational leader can help employees overcome their technophobia. This study argues that it is vital for companies to understand the level and type of technophobia as well as what type of leadership their employees have before implementing any new technologies.

scholarly journals Enter the Transformational Leader

Sociology ◽  
2005 ◽  
Vol 39 (4) ◽  
pp. 717-734 ◽  
Author(s):  
Janet Newman
Keyword(s):  
Transformational Leader

Transformational and Transactional Leadership Behaviours and their Effect on Knowledge Workers' Propensity for Knowledge Management Processes

2017 ◽  
Vol 16 (03) ◽  
pp. 1750026 ◽  
Author(s):  
Menike Atapattu ◽  
Gayani Ranawake
Keyword(s):  
Knowledge Management ◽  
Transactional Leadership ◽  
Knowledge Workers ◽  
Leadership Theory ◽  
Current Understanding ◽  
Transformational Leader ◽  
Detailed Explanation ◽  
Management Processes ◽  
Transformational And Transactional Leadership ◽  
Transactional Leader

This paper seeks to raise the question as to why knowledge management (KM) initiatives adopted by organisations fail to achieve the intended outcomes. Based on literature, it is argued, first, that internal leadership is the most critical antecedent which leads knowledge workers (KWs) propensity to engage in KM processes and second, that, transformational and transactional leader behaviours are the key predictors of KM propensity. Consequently, four types of transformational leader behaviours and two types of transactional leader behaviours are conceptualised as energisers of KWs propensity to KM processes and thus bring the KM success. Accordingly, the paper extends current understanding of the association between KM and leadership considering the specific leader behaviours in both transformational and transactional leadership theory where neither the KM nor the leadership field provides a detailed explanation of specific leader behaviours.

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