scholarly journals Mediating Effects of Creative Leadership Role Identity on the Relationship between Issue Leadership and Leadership Effectiveness

2014 ◽  
Vol 10 (6) ◽  
pp. 445-462
Author(s):  
Baik, Kibok
Keyword(s):  
Leadership Effectiveness ◽  
Role Identity ◽  
Leadership Role ◽  
Mediating Effects ◽  
Creative Leadership ◽  
The Relationship

Nuances of Leadership Effectiveness: Challenges of Context and Demographics

2016 ◽  
Vol 4 (1) ◽  
Author(s):  
Jitendra Mohanty ◽  
Jahan Ara Begum ◽  
Brajaballav Kar
Keyword(s):  
Emotional Intelligence ◽  
Work Experience ◽  
Leadership Effectiveness ◽  
A Priori ◽  
Negative Relationship ◽  
Leadership Role ◽  
Psychological Variables ◽  
Root Cause ◽  
It Employees ◽  
The Relationship

Factors such as vision, articulation, rational intelligence, emotional intelligence, and spiritual intelligence impact leadership effectiveness. Does the effectiveness depend on the work context and the followers demographics? If it does depend on the context and demographics then the singularity of the construct becomes debatable. So it becomes all the more important for persons in the leadership role to understand the subtleties. In this research employees of two different sectors (IT and non-IT) participated to indicate their perception about leadership effectiveness (LE). In the first phase of the research dimensions of LE were identified through Lens model and subsequently administered to equal number of respondents from IT and non-IT sectors. The data was analyzed for commonality, differences and relationships. The results indicate that non-IT employees perceive a greater degree of leader vision and articulation scores compared with IT employees. Age of the employee is found to be negatively related to vision, articulation, and emotional intelligence dimensions of LE. Employees education is significantly related to vision only in the group of IT participants. It is unrelated to other variables. Finally, work experience and organizational experience of participants are found to be unrelated to psychological variables. The findings indicate a greater reporting of articulation in case of non-IT leader. Mismatch between the age of the followers and age of the leaders is likely to be a root cause of the negative relationship between age and vision as revealed in the findings of the present investigation. The relationship between the followers age and leaders articulation is found to be negative. Age is also found to be inversely related to employees perception of leaders emotional intelligence. The sector profile perhaps explains why the non-IT participants have not reported any association of significance between education and vision in the present investigation. The present investigation has the unique feature of deriving the pertinent dimensions instead of imposing a-priori dimensions.

Centralization and Effectiveness of Reward Management in Multinational Enterprises

2018 ◽  
Vol 17 (2) ◽  
pp. 55-65 ◽  
Author(s):  
Michael Tekieli ◽  
Marion Festing ◽  
Xavier Baeten
Keyword(s):  
Decision Making ◽  
Social Identity Theory ◽  
Multinational Enterprises ◽  
Role Identity ◽  
Management Decision ◽  
Role Identities ◽  
Management Decision Making ◽  
New Perspective ◽  
Subsidiary Managers ◽  
The Relationship

Abstract. Based on responses from 158 reward managers located at the headquarters or subsidiaries of multinational enterprises, the present study examines the relationship between the centralization of reward management decision making and its perceived effectiveness in multinational enterprises. Our results show that headquarters managers perceive a centralized approach as being more effective, while for subsidiary managers this relationship is moderated by the manager’s role identity. Referring to social identity theory, the present study enriches the standardization versus localization debate through a new perspective focusing on psychological processes, thereby indicating the importance of in-group favoritism in headquarters and the influence of subsidiary managers’ role identities on reward management decision making.

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