scholarly journals Global and local identities on the balance scale: Predicting transformational leadership and effectiveness in multicultural teams

PLoS ONE ◽  
2021 ◽  
Vol 16 (7) ◽  
pp. e0254656
Author(s):  
Alon Lisak ◽  
Raveh Harush
Keyword(s):  
Transformational Leadership ◽  
Polynomial Regression ◽  
Leadership Behaviors ◽  
Relative Strength ◽  
Multicultural Teams ◽  
Organizational Contexts ◽  
Mba Students ◽  
Effective Leaders ◽  
Local Identities ◽  
Global And Local

The performance of multicultural teams depends, to a great extent, on the effectiveness of their leaders. Transformational leadership is thought to be effective across organizational contexts and national cultures; yet we know little about what shapes these leadership behaviors. This study argues that leaders’ social identity configurations influence their transformational leadership behaviors and leadership effectiveness in multicultural settings. Building upon the global acculturation model, we test the effects of four identity configurations, based on the relative strength and balance of identification with the global and local cultures. We suggest that multicultural team leaders with balanced identity configurations, either glocal (high global, high local) or marginal (low global, low local), demonstrate more transformational leadership and consequently are more effective than leaders with unbalanced (dominant global or dominant local) configurations. Data were collected from 298 MBA students who worked on a four-week project in 77 multicultural teams. We used polynomial regression to capture how the discrepancy between the global and local components of leaders’ identity configurations affects transformational leadership behaviors and effectiveness. The results generally support the theoretical model, showing that the most transformational and effective leaders are those with balanced identity configurations. Theoretical and practical implications of the findings are discussed.

Comparing leadership practices between the United States, Nigeria, and Slovenia: does culture matter?

2004 ◽  
Vol 11 (2) ◽  
pp. 16-34 ◽  
Author(s):  
Hugo Zagorsek ◽  
Marko Jaklic ◽  
Stanley J. Stough
Keyword(s):  
United States ◽  
Leadership Practices ◽  
Leadership Behaviors ◽  
Charismatic Leadership ◽  
The United States ◽  
Leadership Practices Inventory ◽  
Mba Students ◽  
Effective Leaders ◽  
Kouzes And Posner ◽  
The Impact

The article explores the impact of culture on leadership practices in three countries in culturally and economically different regions: the United States, Slovenia, and Nigeria. It uses the visionary approach to leadership as developed by Kouzes and Posner (1987), who have identified five leadership practices (actions or behaviors) employed by effective leaders. Hypotheses about expected differences in the usage of those practices were developed on the basis of Hofstede’s (1980) country score. The Leadership Practices Inventory (LPI: Kouzes & Posner, 1993) was used to collect self‐ratings from 351 MBA students in the respective countries. Contrary to expectations, the data reveals that there are not many significant differences between the leadership practices of American, Nigerian, and Slovenian MBA students, suggesting that some charismatic leadership behaviors may be universally practiced. Some differences to occur in the leadership practices of Modeling the Way and Enabling Others Act. Culture seems to affect gender differences in leadership practices. These differences are greatest for Nigerian respondents and smallest for Slovenian MBA students.

scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Relationship between transformational leadership behaviors and manufacturing strategy

2014 ◽  
Vol 22 (2) ◽  
pp. 205-223 ◽  
Author(s):  
M. Birasnav
Keyword(s):  
Transformational Leadership ◽  
Competitive Advantage ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Transformational Leaders ◽  
Manufacturing Strategy ◽  
Manufacturing Environment ◽  
Content Type ◽  
Cost Strategy ◽  
Research Studies

Purpose – It is widely agreed that top management's leadership behavior is a source for achieving and sustaining competitive advantage. Very few research studies analyzed the prevalence of transformational leadership style in the manufacturing environment, and importantly, the associations between transformational behaviors and manufacturing strategies in connection with flexibility, quality, delivery, and cost are not yet deeply explored in the literature. In this direction, efforts are initiated to explain the relationships between transformational leadership behaviors and manufacturing strategies in this study. The paper aims to discuss these issues. Design/methodology/approach – A systematic literature review was conducted by analyzing all traditional and contemporary research studies in the fields of leadership and operations management in order to examine the link between transformational leadership and manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Findings – It was found from the review that top-level leaders exhibit transformational leadership behaviors while implementing manufacturing strategies in their firms. In particular, transformational leaders are capable to transform the production system into flexible system, and in addition, they develop new production processes for manufacturing both new and old products. Such leaders ensure quality in all the levels of production process and support to speed up order delivery process with the help of technology. Finally, they also concentrate on reducing cost growth. Research limitations/implications – This study is bounded by its focus on Bass and Avolio's transformational leadership behaviors and Ward and Duray's manufacturing strategies comprising of flexibility, quality, delivery, and cost strategy. Originality/value – This study shows that transformational leaders, in the manufacturing environment, use manufacturing strategy as a tool to improve operational performance. Thus, they have potential to achieve and sustain competitive advantage through formulation of manufacturing strategy.

scholarly journals Transformational Leadership and Task Cohesion in Sport: The Mediating Role of inside Sacrifice

2015 ◽  
Vol 37 (1) ◽  
pp. 23-36 ◽  
Author(s):  
Lorcan Donal Cronin ◽  
Calum Alexander Arthur ◽  
James Hardy ◽  
Nichola Callow
Keyword(s):  
Transformational Leadership ◽  
Female Athletes ◽  
Leadership Behaviors ◽  
Cross Sectional Study ◽  
Division I ◽  
Cross Sectional ◽  
Mediating Role ◽  
Task Cohesion ◽  
And Task

In this cross-sectional study, we examined a mediational model whereby transformational leadership is related to task cohesion via sacrifice. Participants were 381 American (Mage = 19.87 years, SD = 1.41) Division I university athletes (188 males, 193 females) who competed in a variety of sports. Participants completed measures of coach transformational leadership, personal and teammate inside sacrifice, and task cohesion. After conducting multilevel mediation analysis, we found that both personal and teammate inside sacrifice significantly mediated the relationships between transformational leadership behaviors and task cohesion. However, there were differential patterns of these relationships for male and female athletes. Interpretation of the results highlights that coaches should endeavor to display transformational leadership behaviors as they are related to personal and teammate inside sacrifices and task cohesion.

Displacement-Based Seismic Assessment of Low-Height Confined Masonry Buildings

2009 ◽  
Vol 25 (2) ◽  
pp. 439-464 ◽  
Author(s):  
Amador Terán-Gilmore ◽  
Oscar Zuñiga-Cuevas ◽  
Jorge Ruiz-García
Keyword(s):  
Pushover Analysis ◽  
Relative Strength ◽  
Seismic Assessment ◽  
Shaking Table ◽  
Evaluation Procedure ◽  
Masonry Buildings ◽  
Confined Masonry ◽  
Shaking Table Testing ◽  
Displacement Based ◽  
Global And Local

This paper presents a practical displacement-based evaluation procedure for the seismic assessment of low-height regular confined masonry buildings. First, the so-called Coefficient Method established in several FEMA documents is adapted to obtain rapid estimates of inelastic roof displacement demands for regular confined masonry buildings. For that purpose, a statistical study of constant relative strength inelastic displacement ratios of single-degree-of-freedom systems representing confined masonry buildings is carried out. Second, a nonlinear simplified model is introduced to perform pushover analysis of regular confined masonry buildings whose global and local behavior is dominated by shear deformations in the masonry walls. The model, which can be applied through the use of commercial software, can be used to establish the capacity curve of such buildings. Finally, the evaluation procedure is applied to a three-story building tested at a shaking table testing facility.

Self-determined leader motivation and follower perceptions of leadership

2018 ◽  
Vol 39 (5) ◽  
pp. 608-619 ◽  
Author(s):  
Stephanie Gilbert ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Role ◽  
Cross Sectional ◽  
Content Type ◽  
Follower Perceptions ◽  
Cross Sectional Design ◽  
Perceptions Of Leaders ◽  
Perceptions Of Leadership

Purpose A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues. Design/methodology/approach The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations. Findings Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership. Research limitations/implications The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior. Originality/value This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

Linking person–organization adhocracy value congruence to creativity

2020 ◽  
Vol 35 (7/8) ◽  
pp. 603-615
Author(s):  
Ang Gao ◽  
Kai Zhao ◽  
Qing Qu
Keyword(s):  
Transformational Leadership ◽  
Design Methodology ◽  
Polynomial Regression ◽  
Value Congruence ◽  
Employee Creativity ◽  
Content Type ◽  
Creativity Research ◽  
Value Congruency ◽  
New Perspective ◽  
Practical Implications

PurposeThe purpose of this study is to examine the effect of person–organization (P-O) adhocracy value congruence on employee creativity using the supplementary fit theory while investigating the moderating effect of the immediate supervisor's transformational leadership.Design/methodology/approachThe study uses polynomial regression to analyze 431 employees from 47 Chinese companies.FindingsHigher levels of creativity were observed in employees whose adhocracy value was congruent with that of the organization.Practical implicationsThe practice of hiring employees with creative value or building creative culture may not trigger employee creativity if managers do not take value congruence into consideration.Originality/valueThis study introduces a new perspective on understanding creativity in the workplace. First, it contributes to work on the consequences of P-O value congruency by exploring how supplementary fit influences employee creativity. Second, it contributes to creativity research by proposing a P-O supplementary fit argument to explain the actor-context interactionist model of creativity.

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