scholarly journals Obedience to authority, cognitive and affective responses and leadership style in relation to a non-normative order: the Milgram experiment

2021 ◽  
Vol 39 (2) ◽  
pp. 717-744
Author(s):  
Silvia Da Costa ◽  
Gisela Delfino ◽  
Marcela Murattori ◽  
Elena Zubieta ◽  
Lucía García ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Positive Emotions ◽  
Emotional Reactions ◽  
Affective Responses ◽  
The Self ◽  
Dark Side ◽  
Self Bias ◽  
Normative Order ◽  
Obedience To Authority

The influence of the context on behavioral and emotional reactions to a war crime situation military cadets (N = 315) is analyzed. The study is based on Milgram’s experience and the tragedy of My Lai.It examines personal and peer obedience to an anti-normative order (asking participants whether they would obey an order to shoot unarmed civilians) in five vignettes or scenarios that reproduce Milgram’s conditions and MyLai scenario. This is an experimental between-within study of five scenarios by two conditions (Milgram, 1974). Personal and collective obedience of other military, emotional reactions and values of Schwartz (2012) were measured. Showing enhancement of self-bias it is reported that the pairs would be more likely to shoot than one would. Replicating Milgrams’s results, obedience is greater when the order is given directly by an authority, and lower when there is conflict between authorities and peers rebel. Confirming that identification with humanity and not just with the in-group may prompt respondents to reject an anti-normative order, values of transcendence of the self are associated with less obedience and congruent emotional reactions. Self-perceived transformational leadership was associated with positive emotions towards peer that disobey to fire. However a transformational style perceived in the superior was associated to positive emotions by respect to soldier who open fire, adding information on the potential dark side of this leadership style. The relevance of personal values, leadership style and affectivity in military context is discussed. 

The relationship of leaders’ humor and employees’ work engagement mediated by positive emotions

2016 ◽  
Vol 37 (8) ◽  
pp. 1083-1099 ◽  
Author(s):  
Ashita Goswami ◽  
Prakash Nair ◽  
Terry Beehr ◽  
Michael Grossenbacher
Keyword(s):  
Transformational Leadership ◽  
Positive Affect ◽  
Leadership Style ◽  
Work Engagement ◽  
Positive Emotions ◽  
Content Type ◽  
Transformational Leadership Style ◽  
Relationship Of ◽  
Affect At Work ◽  
The Relationship

Purpose The purpose of this paper is to examine affective events theory (AET) by testing the mediating effect of employees’ positive affect at work in the relationships of leaders’ use of positive humor with employees’ work engagement, job performance, and organizational citizenship behaviors (OCBs); and the moderating effect of transformational leadership style on the relationship between leaders’ use of positive humor and subordinate’s positive affect at work. Design/methodology/approach Data were obtained from 235 full-time employees working for a large information technology and business consulting corporation. Moderated mediation (Hayes, 2013) was performed to test the proposed model. Findings Leaders’ positive humor was related to creation of subordinates’ positive emotions at work and work engagement. Positive emotions at work did not mediate between leaders’ humor and performance or OCBs. In addition, leaders’ use of transformational leadership style made the relationship between leaders’ positive humor and employees’ positive emotions at work stronger. Research limitations/implications This study provides evidence of the positive relationship of leaders’ positive humor with employees’ positive emotions at work and work engagement. Such knowledge may help to inform the training workshops in humor employed by practitioners and potentially create a more enjoyable and fun workplace, which can lead to greater employee engagement. Originality/value AET helps explain effects of leader humor, but the effects of are complex. Leader’s use of even positive humor is most likely to have favorable effects mainly depending on their leadership style (transformational) and if their humor successfully leads to positive emotions among employees.

scholarly journals The Impact of Transformational Leadership Style on Nurse’s Self-Esteem of Public Hospitals of Lahore Pakistan

2016 ◽  
Vol 3 (4) ◽  
pp. 287-293
Author(s):  
Muhammad Afzal ◽  
Ali Waqas ◽  
Amina Farooq ◽  
Muhammad Hussain
Keyword(s):  
Health Care ◽  
Transformational Leadership ◽  
Health Services ◽  
Leadership Style ◽  
Health Sector ◽  
Self Esteem ◽  
Public Hospitals ◽  
The Self ◽  
Transformational Leadership Style ◽  
The Impact

Efficient health services require the self-confident and capable medical staff. This milestone cannot be achieved without the flexible and supportive leadership. In the developing countries, health sector has been facing the critical issues like lack of staff, management focus, health facilities and other challenges. Therefore, it is the need of time that supportive and flexible environment should be provided to the nurses so that the self-esteem can be increased and efficient health services can be ensured. Moreover, leaders play a vital role to create the flexible environment that increases the nurse’s self-esteem. Thus, the current study investigates the influence of transformational leadership style on the nurse’s self-esteem of public hospitals of Lahore, Pakistan. The self-administered questionnaire was distributed to 200 nurses of two major public hospitals (Mayo hospital and Jinnah hospital) of Lahore, Pakistan through simple random sampling. The results of the current study reveal that transformational leadership style has significant and positive relationship with nurse’s self-esteem. Therefore, health care sector authorities should adopt the transformational leadership style to enhance the nurse’s self-esteem in their sector to ensure the efficient health care services. Furthermore, limitations and recommendations are given in the last chapter. Int. J. Soc. Sc. Manage. Vol. 3, Issue-4: 287-293

scholarly journals The Intersection of Self-Actualization, Entrepreneurship and Transformational Leadership: A Review of Maslow’s Perspective of Eupsychian Management

2015 ◽  
Vol 2 (3) ◽  
pp. 93-100
Author(s):  
Nura S. Akilu ◽  
Abubakar Sambo Junaidu
Keyword(s):  
Transformational Leadership ◽  
Qualitative Analysis ◽  
Leadership Style ◽  
Shared Vision ◽  
The Self ◽  
Venture Creation ◽  
Entrepreneurial Success ◽  
Related Literature ◽  
Self Actualization

An entrepreneur is someone often associated with venture creation, through what could be termed as bold undertaking; a process of treading an unfamiliar terrain characterized by overwhelming challenges known as entrepreneurship. Similarly the self actualizing individual is perceptive of possibilities and engaged in pursuits of interest that could otherwise be deemed unattainable by the multitude. These two, share commonalities akin to commitment to a purpose, meaningful enough to be sustainable and yet do not operate in isolation. They both work to inspire, motivate and organize people of shared vision in the direction of their dreams through transformational leadership. Interestingly too, there seem to be a point of convergence that characterize the seemingly varied motives, leadership style, and what could be seen as distinct set of attributions in the definitions of an entrepreneur and the self-actualizing individual. This possibility stems from the assumption that the quest for entrepreneurial success is more or less associated with the need for self actualization and forms the phenomena of interest this paper aims to explore with a view to establishing a meaningful convergence. Drawing from qualitative analysis of related literature and Abraham Maslow’s works in particular, effort has been made towards this end. The findings revealed a synchronized form of the phenomena with implications that resonate around Maslow’s Idea of Eupsychian Management with a recommendation for practical adoption of the concept.  

scholarly journals Vision of Effective Leadership

2017 ◽  
Vol 8 (6) ◽  
pp. 1 ◽  
Author(s):  
Robert Cote
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Effective Leadership ◽  
Situational Leadership ◽  
Objective Evaluation ◽  
Charismatic Leadership ◽  
Dark Side ◽  
Leadership Strategy ◽  
Dark Leadership ◽  
Leadership Dimensions

The purpose of the paper will be to develop a framework for the objective evaluation of leadership styles, including effective and dark side leadership. In the framework, various leadership approaches are identified, such as (1) Transformational Leadership, (2) Transactional Leadership, (3) Charismatic Leadership, (4) Situational Leadership, (5) Pseudo-Transformational Leadership. Using this framework, two historical leaders will be compared and contrasted according to their leadership style. In the final section, dark side leadership dimensions will be reviewed and evaluated. Based on the framework, a vision of leadership strategy plan will be completed for incorporating effective leadership, including recognizing darker characteristics and providing solutions to avoid the emergence of dark leadership.

Don’t Put Me in This Group

2019 ◽  
Vol 50 (2) ◽  
pp. 80-93
Author(s):  
Jort de Vreeze ◽  
Christina Matschke
Keyword(s):  
Positive Emotions ◽  
Negative Emotions ◽  
Negative Information ◽  
The Self ◽  
The Other ◽  
Other Hand ◽  
Group Memberships

Abstract. Not all group memberships are self-chosen. The current research examines whether assignments to non-preferred groups influence our relationship with the group and our preference for information about the ingroup. It was expected and found that, when people are assigned to non-preferred groups, they perceive the group as different to the self, experience negative emotions about the assignment and in turn disidentify with the group. On the other hand, when people are assigned to preferred groups, they perceive the group as similar to the self, experience positive emotions about the assignment and in turn identify with the group. Finally, disidentification increases a preference for negative information about the ingroup.

KEPEMIMPINAN TRANSFORMASIONAL KEPALA MADRASAH DALAM IMPLEMENTASI KURIKULUM 2013

1970 ◽  
Vol 19 (1) ◽  
pp. 1-20
Author(s):  
Fathul Aminudin Aziz
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Learning Resources ◽  
Artistic Development ◽  
Transformational Leadership Style

Tulisan ini disusun sebagai panduan bagi kepala madrasah untuk mempraktikkan gaya kepemimpinan transformasional agar guru dan karyawan di madrasah memiliki kesiapan dalam implementasi kurikulum 2013. Ada enam peran yang dimainkan oleh kepala madrasah dalam praktik kepemimpinan transformasionalnya. Pertama, melakukan sosialisasi kurikulum 2013. Kedua, membina pribadi guru dan karyawan dengan melakukan pembinaan mental, pembinaan moral, pembinaan fisik, dan pembinaan artistik. Ketiga, membina pribadi peserta didik. Keempat, mengubah paradigma guru. Kelima, memenuhi berbagai fasilitas dan sumber belajar yang mendukung dalam implementasi kurikulum 2013. Keenam, menciptakan lingkungan madrasah yang kondusif-akademik, baik secara fisik maupun nonfisik. This paper is organized as a guide for the headmaster to practice transformational leadership style so that the teachers and staff at the school ready to apply the 2013 curriculum. There are six roles that play by the headmaster in the practice of transformational leadership. First role is to disseminate the curriculum of 2013. Second role is fostering teachers and employees personality to perform mental, moral, physical, and artistic development. Third role is fostering the learners’ personality. Fourth role is changing the paradigm of teachers. Fifth role is fulfilling a variety of facilities and learning resources that support the implementation of the 2013 curriculum. Sixth role is creating an academic-supported environment in madrasah both physical and nonphysical.

scholarly journals A Strategic Framework for Transformational Leadership Development in Megaprojects

2021 ◽  
Vol 13 (6) ◽  
pp. 3480
Author(s):  
Abdulla Abdulaziz Al-Subaie ◽  
Mohd. Nishat Faisal ◽  
Belaid Aouni ◽  
Faisal Talib
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Leadership Style ◽  
Structural Model ◽  
Project Success ◽  
Project Managers ◽  
Transformational Leaders ◽  
Policy Makers ◽  
Transformational Leadership Style ◽  
Interpretive Structural Model

Project managers’ leadership has a direct and an indirect effect on project success. Extant literature has established that transformational leadership style positively affects project success in a major way. The main aim of this research is to understand the variables that positively affects transformational leadership development and their interrelationships in megaprojects. The Total Interpretive Structural Model (TISM) methodology is adopted to propose a framework, and Impact Matrix Cross-Reference Multiplication Applied to a Classification (MICMAC) approach is used to examine the strategic nature of the enablers. The research shows that there exists a group of enablers having a high driving power and low dependence, requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are resultant actions. Furthermore, the model explains the relationships among each pair of variables. Organisations dealing in megaprojects would be the major beneficiaries of this study. Policy makers in these organisations would explicitly understand the variables and their interrelationships that needs attention for transformational leadership development. This would help them to prioritize their efforts and implement suitable strategies to focus on the most important variables for developing transformational leaders ultimately leading to project success.

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