Leader-Employee Gap in Verbal Transactional Leadership and Distributed Leadership: Evidence From a Randomized Field Experiment

2021 ◽  
pp. 0734371X2110390
Author(s):  
Anne Mette Kjeldsen ◽  
Lotte Bøgh Andersen
Keyword(s):  
Field Experiment ◽  
Transactional Leadership ◽  
Distributed Leadership ◽  
Leadership Training ◽  
Goal Attainment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Post Intervention ◽  
Randomized Field Experiment ◽  
Perceived Leadership

Leadership behavior only contributes to goal attainment in public organizations if the employees perceive the behavior. Given that studies on self-other agreement show large gaps in perceived leadership between leaders and employees, it is highly relevant to ask how HRM-programs such as leadership training can reduce these gaps. Based on a large randomized field experiment including 130 leaders and their 4,800 employees in the Danish municipality of Aarhus, this article compares how different types of leadership training affect gaps in perceived leadership. Results from pre- and post-intervention surveys show a decreased gap in leader-employee perceptions of verbal transactional leadership, while the gap in perceived distributed leadership did not change. This suggests that leadership training can make leaders’ and employees’ perceived leadership behaviors more aligned, but less so for employee-centered leadership approaches such as distributed leadership.

The Importance of Similarity: How Gender Congruence Matters for the Impact of Leadership Training

2021 ◽  
pp. 009539972110642
Author(s):  
Trine H. Fjendbo ◽  
Christian B. Jacobsen ◽  
Seung-Ho An
Keyword(s):  
Leadership Training ◽  
Large Scale ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Female Gender ◽  
Perceived Leadership ◽  
Scale Field ◽  
Before And After ◽  
Large Scale Field ◽  
The Impact

Leadership training is key to promoting more active leadership, but the effects of leadership training can depend on the gender context. Gender congruence between manager and employee can affect how the manager employs leadership behaviors adapted from training and how employees perceive leadership behavior. Quantitative data on 474 managers’ 4,833 employees before and after a large-scale field experiment with leadership training enable us to examine changes in employee-perceived leadership following training. The results show that gender congruence between manager and employee is associated with stronger leadership training effects on employee-perceived leadership behaviors. Female gender congruence shows the most pronounced effects.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

scholarly journals Transformational Leadership Behaviors of High School Students’ According to Leisure Preferences and Participation Type

2018 ◽  
Vol 8 (4) ◽  
pp. 18
Author(s):  
Umit Dogan Ustun
Keyword(s):  
High School ◽  
Transformational Leadership ◽  
High School Students ◽  
Transactional Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leisure Activities ◽  
Nonparametric Tests ◽  
School Students ◽  
Transformational And Transactional Leadership

This paper aimed to investigate the transformational leadership behavior of high school students according to leisurepreferences and participation type. 226 high school students attending Bursa Atatürk High School participated in thestudy voluntarily. In the study, to collect data transformational and transactional leadership scale developed byBaşoğlu (2013a) was revised and used. The construct validity of the scale assessed by confirmatory & explanatoryfactor analyzes. To investigate the differences between the participants' transformational leadership behavior KruskalWallis and Mann Whitney U nonparametric tests used. As a result, this study showed that students who chosephysical activities and who actively involved in leisure activities showed more transformational leadership than theother students.

scholarly journals IMPACT OF GLOBAL LEADERSHIP BEHAVIORS ON PERFORMANCE OF MULTINATIONAL COMPANIES

2019 ◽  
Vol 7 (3) ◽  
pp. 661-670 ◽  
Author(s):  
Rabiul Islam ◽  
Muhammad Fuad Othman ◽  
Nazariah Osman ◽  
Md. Abu Raihan
Keyword(s):  
Organizational Performance ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Goal Attainment ◽  
Leadership Behaviors ◽  
Multinational Companies ◽  
Global Leadership ◽  
Performance Criteria ◽  
Task Completion ◽  
The Impact

Purpose of Study: The aim of this study is to influence the global leadership behaviors on performance in multinational companies. The leadership of multinational companies has become a prominent issue in the 21st century. Organizational performance depends on the leadership style and behavior of the organization. It is also viewed as the survival and profitability of an organization in which its measurement is primary both in manufacturing and services. On the other hand, transactional leadership focuses mainly on goal attainment and transactional leaders are focused on task completion and have fewer emphasis on the emotions and challenges of subordinates or employees. Methodology: The data for this study were obtained from existing literatures on the impact of global leadership behaviors on the performance of multinational companies. The methodology heavily relied on existing previous literatures on the subject being dealt with. Results: Transactional leadership was explicated as the style of leadership that focuses on meeting specific goals or performance criteria and the development of followers and their needs. Relations-oriented leaders are different from task-oriented leaders. On this side of the spectrum, relations-oriented leaders tend to focus more on developing a close relationship with their employees. Implications: Transactional leadership style lacks supervision and influence on subordinates from leaders, as they indulge themselves from any situation that threatens or confronts them; therefore, the responsibilities are shifted on the employees.

scholarly journals Transformational leadership and organizational values: How perceived leadership behavior relates to organizational identification by forming followers' perceptions of organizational values

2021 ◽  
Author(s):  
Athena Xenikou
Keyword(s):  
Transformational Leadership ◽  
Survey Data ◽  
Organizational Identification ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Organizational Values ◽  
Mediating Effects ◽  
Perceived Leadership ◽  
Industry Sectors

The aim of this study was to examine the role of leadership behaviors in forming followers' perceptions of core organizational values, which, in turn, are thought to be associated with levels of organizational identification. The hypothesized mediating effects were tested using SEM based on survey data from a sample of 230 employees in various industry sectors.<br>

Perceived Leadership Behavior of Physical Education Teacher-Coaches: When They Teach vs. When They Coach

2010 ◽  
Vol 29 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Hyungil Harry Kwon ◽  
Do young Pyun ◽  
May Kim
Keyword(s):  
Decision Making ◽  
Student Athletes ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Junior Colleges ◽  
Analysis Of Covariance ◽  
Dual Roles ◽  
Significant Group ◽  
Perceived Leadership ◽  
Data Collection Instrument

The objective of the study was to see whether a teacher-coach exhibits different types of leadership behavior when s/he teaches a PE class and coaches a group of athletes. The participants in this study were 17–18 year old second-year preuniversity students from two local junior colleges in Singapore. A total of 159 students of mixed gender participated, including 80 PE students and 79 student-athletes from floorball, canoeing, and shooting teams. All of the 159 students were taught or coached by three (one male and two female) PE teachers, who performed the dual roles of a PE teacher-coach in the school. The data collection instrument used in this study was the Leadership Scale for Sports (Chelladurai & Saleh, 1980) measuring five leadership behaviors. A multivariate analysis of covariance indicated that democratic decision making accounted for most of the differences between the PE students’ and student-athletes’ perceived leadership behavior of their teacher-coaches; the student-athletes perceived their coaches to provide training and instruction more than did the PE students. In addition to training and instruction, the student-athletes perceived more positive feedback given to them than did the PE students. For decision making style, students in PE class perceived more democratic decision making than athletes in school teams. The social support subscale did not show statistically significant group difference.

scholarly journals Leadership and Job Satisfaction: Addressing Endogeneity With Panel Data From a Field Experiment

2019 ◽  
Vol 40 (4) ◽  
pp. 589-612
Author(s):  
Seung-Ho An ◽  
Kenneth J. Meier ◽  
Jacob Ladenburg ◽  
Niels Westergård-Nielsen
Keyword(s):  
Job Satisfaction ◽  
Panel Data ◽  
Field Experiment ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Human Resources Management ◽  
Organizational Outcomes ◽  
Public And Private ◽  
Positive Effects ◽  
Employee Job Satisfaction

The interaction between leaders and employees plays a key role in determining organizational outcomes and performance. Although the human resources management literature posits positive effects of leadership behaviors on employee job satisfaction, the causal path between the two is unclear due to potential endogeneity issues inherent in this relationship. To address the issue, we first provide theoretical explanations about why and how transformational and transactional leadership behaviors would enhance employee job satisfaction. Second, we test the relationship between leadership behaviors and employee job satisfaction using panel data from a year-long randomized field experiment that engaged leaders and employees from hundreds of public and private organizations in Denmark. Primary findings suggest that although leadership training does not have direct effects on changes in employee job satisfaction, leadership-training-induced changes in leadership behaviors (transformational leadership and verbal rewards) are positively related to changes in job satisfaction.

Leadership paradigms and performance in small service firms

2017 ◽  
Vol 24 (3) ◽  
pp. 339-358 ◽  
Author(s):  
Fenwick Feng Jing
Keyword(s):  
Transactional Leadership ◽  
Distributed Leadership ◽  
Performance Measures ◽  
Small Businesses ◽  
Structural Equation ◽  
Equation Modeling ◽  
Service Firms ◽  
Financial Outcomes ◽  
Perceived Leadership ◽  
And Performance

AbstractThe effects of employee-perceived leadership paradigms on multiple measures of firm performance collected from managers and customers in small businesses were examined. Four leadership paradigms operating in Australian retail pharmacies were assessed against six performance measures – financial outcomes, staff and customer satisfaction, productivity, retaining staff, and manager retention. Structural equation modeling, regression, and analysis of variance were employed to test the hypotheses. Predictions that firms characterized by visionary and organic/distributed leadership would outperform those using classical and transactional leadership were supported on all measures. Furthermore, the emerging organic leadership paradigm outperformed the others on every measure.

scholarly journals Actual and expected transactional and transformational leadership behaviors of project managers

2021 ◽  
Vol 907 (1) ◽  
pp. 012025
Author(s):  
A Andi ◽  
K Sugianto ◽  
A F Khoesasih
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Team Members ◽  
Hierarchy Process ◽  
Transactional And Transformational Leadership

Abstract In order to ensure that construction team works toward the desired objective, it is important for a project manager to behave as an effective project team leader. This paper aims to investigate actual and expected leadership of project managers by comparing the transactional and transformational leadership behavior model. To accomplish the objective, the paper first briefly reviews the ways in which leadership, especially the two models, are approached. Data were collected through a survey to 63 construction team members in several ongoing projects in Indonesia. The results indicate that the project managers frequently use both transactional and transformational behaviors in leading their team, except the laissez-faire style. Results from analytical hierarchy process analyses interestingly show that the project team members expect the project managers to exhibit transformational leadership more than transactional leadership.

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