scholarly journals The Relationship Between Leadership Style & Demographic Characteristics Of Taiwanese Executives

2011 ◽  
Vol 5 (2) ◽  
Author(s):  
Annette E. Craven ◽  
Thun-Yun Kao
Keyword(s):  
Leadership Style ◽  
Mainland China ◽  
Leader Behavior ◽  
Demographic Characteristics ◽  
High Tech ◽  
Behavior Description ◽  
The Relationship

The purpose of this study was to investigate the relationship between Taiwanese executives leadership style and demographic characteristics in the high-tech Kun-Shan region of Mainland China using the leader Behavior Description Questionnaire (LBDQ).

scholarly journals The Relationship between Coaches’ Leadership Style and Burnout

1989 ◽  
Vol 3 (1) ◽  
pp. 1-13 ◽  
Author(s):  
Judy Dale ◽  
Robert S. Weinberg
Keyword(s):  
High School ◽  
Leadership Style ◽  
Leadership Behavior ◽  
Demographic Data ◽  
Maslach Burnout Inventory ◽  
Head Coaches ◽  
Helping Professions ◽  
High School Coaches ◽  
Behavior Description ◽  
The Relationship

The literature on burnout has concentrated on the human service and helping professions, although recently some researchers have investigated the burnout phenomenon in sport. The present investigation focused on high school and college head coaches to determine if burnout is related to leadership style. Subjects (N=302) were high school coaches from Texas and college coaches from the Southwest and Southeast Conferences. Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire (LBDQ), Social Desirability Scale (SDS), and a demographic data sheet. A MANOVA indicated a significant relationship between burnout and leadership style in four of the six subscales of the MBI. Specificially, coaches who displayed a consideration style of leadership behavior scored significantly higher in the frequency and intensity dimensions of the emotional exhaustion and depersonalization subscales. In addition, a significant gender difference revealed that male coaches scored higher in both the frequency and intensity dimensions of the depersonalization subscales. Results are discussed in terms of leadership theory, and practical implications are offered for reducing burnout in coaches.

The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

2016 ◽  
Vol 32 (4) ◽  
pp. 1145-1156 ◽  
Author(s):  
Jie Li ◽  
Qiao Zhuan Liang ◽  
Zhen Zhen Zhang
Keyword(s):  
Boundary Condition ◽  
Empirical Study ◽  
Leadership Style ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Leader Behavior ◽  
Future Research ◽  
Employee Turnover Intention ◽  
The Relationship

As a bottom-up leadership style, humble leadership has attracted increasing attention from scholars in recent years. But its effectiveness and mechanism still lack rigorous empirical study. In this study, we investigate the mechanism and boundary condition by which humble leader behavior exerts influence on followers’ turnover intention. Two-wave data collected from 249 scientific and technological personnel in China supported our hypothesized model. We found that humble leader behavior is significantly negatively related to follower turnover intention. The relationship is further partially mediated by organizational identification, and moderated by leader expertise. Implications for theory, practice and future research are discussed. 

Effect of Reciprocal Leniency on the Relation between Consideration Scores from the Leader Behavior Description Questionnaire and Performance Ratings

1987 ◽  
Vol 60 (2) ◽  
pp. 479-487 ◽  
Author(s):  
H. John Bernardin
Keyword(s):  
Leader Behavior ◽  
Response Style ◽  
Performance Ratings ◽  
Questionnaire Form ◽  
Behavior Description ◽  
And Performance ◽  
The Relationship

This study tested the hypothesis that “reciprocal leniency” moderated the relationship between Consideration scores on the Leader Behavior Description Questionnaire—Form XII and performance ratings. Reciprocal leniency was defined as a response style in which scores on the questionnaire are affected by harsh, lenient, or fair ratings made by the supervisor. Results partially supported the hypothesis.

Structuring leadership and team creativity: The mediating role of team innovation climate

2017 ◽  
Vol 45 (3) ◽  
pp. 369-376 ◽  
Author(s):  
Guanxiong Pei
Keyword(s):  
Leadership Style ◽  
High Tech ◽  
Team Creativity ◽  
Team Innovation ◽  
Mediating Role ◽  
Subsequent Effect ◽  
Innovation Climate ◽  
Fierce Competition ◽  
The Relationship

Because of rapid technological progress, shortened production cycles, and fierce competition, fostering team creativity has become an important leadership function. However, few empirical researchers have examined the relationship between a structuring leadership style and team creativity. I surveyed 54 participant teams working in Chinese high-tech enterprises to examine the influence of structuring leadership on team innovation climate and its subsequent effect on team creativity. Results indicated that structuring leadership was positively related to both team innovation climate and team creativity. In addition, the results supported the role of team innovation climate as a mediator in the relationship between structuring leadership and team creativity. Theoretical and practical implications are discussed with regard to the ways in which leaders can enhance team creativity.

Visionary leadership and employee creativity in China

2018 ◽  
Vol 39 (1) ◽  
pp. 93-105 ◽  
Author(s):  
Lulu Zhou ◽  
Shuming Zhao ◽  
Feng Tian ◽  
Xufan Zhang ◽  
Stephen Chen
Keyword(s):  
Knowledge Sharing ◽  
Goal Orientation ◽  
Leadership Style ◽  
Employee Performance ◽  
Goal Orientations ◽  
Visionary Leadership ◽  
High Tech ◽  
Employee Creativity ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to explore how visionary leadership influences employees’ creativity in R&D teams in China, and the role of employee knowledge sharing and goal orientation. Design/methodology/approach A survey was conducted on 331 professional technical engineers in R&D departments of 62 high-tech corporations in China. Hierarchical regression was used to model the relationships between visionary leadership style, employee goal orientations, knowledge sharing and employee creativity. Findings The results show that visionary leadership is positively associated with employee creativity in Chinese organizations and the relationship is positively mediated by employee knowledge sharing. Furthermore, employee “learning goal” orientation strengthens the relationship between visionary leadership and employee knowledge sharing, whereas employee “performance-avoid goal” orientation weakens the relationship between visionary leadership and employee knowledge sharing. Originality/value This study contributes to the literature on the effects of leadership on employee creativity by showing that, contrary to western organizations, where a less directive leadership style is generally recommended to enhance employee creativity, in Chinese organizations, visionary leadership is positively associated with employee creativity, but the effect is contingent on employees’ goal orientations and knowledge sharing.

scholarly journals Factors in Managing Organizational Effectiveness: The Case of Iran’s Economy

2011 ◽  
Vol 3 (1) ◽  
pp. 8-13
Author(s):  
Safdari Mehdi
Keyword(s):  
Organizational Commitment ◽  
Leadership Styles ◽  
Organizational Effectiveness ◽  
Leadership Style ◽  
Demographic Characteristics ◽  
Material Resources ◽  
Use Of Resources ◽  
Is Management ◽  
Augmented Dickey Fuller ◽  
The Relationship

Today, the most important element of economic is management and here, looking scholars management is the process in efficient use of resources therefore being numerous human and material resources are useable. Money and capital are important factor in the economy but when this factor is satisfactory that be managed optimal way also human and software resources are important factor in the economy but when these factors are useful that be managed optimal way. The aim of the study is to determine the relationship between leadership styles of managers with organizational commitment that staff are under their supervision and productivity in the Iran’s economy in a sample and also investigated some demographic characteristics associated with leadership style variables of managers and staff organizational commitment. Stationary or non stationary variables were analyzed by Augmented Dickey Fuller (ADF) and in order to analyze the data, is used analysis of variance and regression analysis.

scholarly journals Relationship between nurses' leadership styles and power bases

2009 ◽  
Vol 17 (3) ◽  
pp. 295-301 ◽  
Author(s):  
Inmaculada García García ◽  
Emilio Sánchez Santa-Bárbara
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Situational Leadership ◽  
Power Bases ◽  
Measurement Instruments ◽  
Referent Power ◽  
Behavior Description ◽  
Power Perception ◽  
Nursing Professionals ◽  
The Relationship

This quantitative study aimed to empirically evidence the relationship between the power bases of the leader and the leadership styles of nurses. The random sample consisted of 204 nursing professionals from a public hospital. The following measurement instruments were used: the SBDQ (Supervisory Behavior Description Questionnaire) to identify leadership styles and the Power Perception Profile to determine the types of power used by leaders. Descriptive, bivariate and multivariate analyses were used. Based on the results, two relationships proposed by the SLT (Situational Leadership Theory) were verified: between coercive power and S1 leadership style (telling), and between referent power and S3 leadership style (participating). In other cases, results have been opposite to expectations: the use of power proposed by the model decreases the probability of performing the prescribed leadership style.

scholarly journals Leadership and Small Firm Financial Performance: The Moderating Effects of Demographic Characteristics

2017 ◽  
Vol 3 (1) ◽  
pp. 2 ◽  
Author(s):  
Rod Flanigan ◽  
Jacob Bishop ◽  
Ben Brachle ◽  
Bradley Winn
Keyword(s):  
Financial Performance ◽  
Leadership Style ◽  
Demographic Data ◽  
Demographic Variables ◽  
Demographic Characteristics ◽  
Statistical Regression ◽  
Moderating Effects ◽  
Firm Financial Performance ◽  
Industrial Distribution ◽  
The Relationship

<p>The present study builds on extant leadership literature by examining the role demographic variables (including age, tenure as a leader at the current company, experience in the industry, and level of education) play as moderating effects on the relationship between leadership style and small business financial performance in the industrial markets. Financial data, leadership  data, and demographic data were collected from 100 small, industrial distribution organizations. Statistical regression models were used to examine the relationship between the independent variables (transformational and transactional leadership styles) and dependent variables (year-over-year sales and profit margin performance), as well as the potential moderating effect of demographic variables (age, tenure, education, experience). The findings showed that transformational leadership was positively associated with the financial performance of an industrial distribution firm. It was also shown that the demographic characteristics examined did not moderate the relationship between leadership and firm performance.</p>

Societal Development and the Change of Leadership Style in Oriental Chinese Societies

2002 ◽  
Vol 18 (1) ◽  
pp. 46-63 ◽  
Author(s):  
Ji Li ◽  
Ping Ping Fu ◽  
Irene Chow ◽  
T. K. Peng
Keyword(s):  
Organizational Behavior ◽  
Leadership Styles ◽  
Leadership Style ◽  
Mainland China ◽  
Global Leadership ◽  
Business Leaders ◽  
Business Managers ◽  
Chinese Societies ◽  
Societal Changes ◽  
The Relationship

The development of East Asian Chinese societies in recent decades has led to observed change in leadership styles among business managers. This study examines the relationship between societal changes, especially the change in culture, and the change in leadership styles. The subjects of this study are Chinese managers in four major Oriental Chinese societies: Mainland China, Hong Kong, Singapore, and Taiwan. It is argued that, due to different political, economical, and cultural developments in recent decades, the leadership styles in these Chinese societies have also changed in different directions. Based on data from the Global Leadership and Organizational Behavior Effectiveness Program (GLOBE) study, our findings show some significant and interesting differences in leadership style among business leaders in these Chinese societies. The implications of the findings are discussed.

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