Effect of chief executive officers as servant leaders on team project performance: A social learning perspective

2021 ◽  
Vol 49 (7) ◽  
pp. 1-13
Author(s):  
Tengqun Yu ◽  
Chun Yang ◽  
Xijing Zhang ◽  
Yuhuan Xia
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Project Performance ◽  
Team Process ◽  
Indirect Influence ◽  
Goal Clarity ◽  
Team Project ◽  
Executive Officers

This study explored the mechanism through which chief executive officers' (CEOs) servant leadership style affects team project performance. We established a multilevel mechanism through which servant leadership exerts an indirect influence on team performance via team goal clarity and team process clarity. Participants comprised 100 CEOs matched with 572 middle managers, working at intelligence intensive companies. Our results show that CEOs' servant leadership, through its effect on team goal clarity, team process clarity, and team knowledge creation, had an indirect influence on team project performance. Thus, leadership selection and training programs should be developed for CEOs, and top leaders should stimulate employees' understanding of team goals and work processes.

Influence of chief executive officer servant leadership on middle managers' voice behavior

2021 ◽  
Vol 49 (5) ◽  
pp. 1-13
Author(s):  
Chun Yang ◽  
Wensong Zhang ◽  
Shaoxue Wu ◽  
Daisy Mui Hung Kee ◽  
Pan Liu ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Middle Managers ◽  
Chief Executive ◽  
Positive Influence ◽  
Voice Behavior ◽  
Promotion Focus ◽  
Managerial Implications ◽  
Executive Officers

On the basis of social learning theory, we explored the mechanism through which chief executive officers' use of the servant leadership style affects middle managers' voice behavior. We analyzed data obtained from a sample of managers of firms in the energy industry in China. We found that chief executive officers' servant leadership had a positive influence on organizational collective promotion focus through its effects on top management team servant leadership. Further, organizational collective promotion focus was positively correlated with middle managers' voice behavior through the mediator of middle managers' promotion focus. Finally, a promotion focus motivated middle managers to speak out more often in their organizations. Theoretical and managerial implications are discussed.

Servant leadership: a new perspective to explore project leadership and team effectiveness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ahmed Bilal ◽  
Ahmad Siddiquei ◽  
Muhammad Ali Asadullah ◽  
Hayat Muhammad Awan ◽  
Fahad Asmi
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Team Effectiveness ◽  
Project Team ◽  
Equation Modeling ◽  
Team Process ◽  
Content Type ◽  
Goal Clarity ◽  
Multi Level ◽  
The Impact

Purpose Servant leadership is a new follower-centric style of leadership. The purpose of this paper is to examine the impact of the project leaders’ servant leadership style on project team effectiveness via team goal clarity and team process clarity within the project-based organizational context. Design/methodology/approach A total of 58 teams working in 3 project-based organizations participated in the survey study. Team members rated their project leaders’ servant leadership style, team goal clarity and team process clarity in the project, while leaders evaluated team effectiveness. Hypotheses were tested using multi-level structural equation modeling. Findings Results suggested that servant leadership had a positive and significant impact on project team effectiveness via team goal clarity and team process clarity. Originality/value The study examined the influence of servant leadership as a team leadership approach within a project context. As a multi-level design, the study also identified the team-specific mechanisms (team goal clarity and team process clarity), which could help accomplish team effectiveness.

scholarly journals Empirical Investigation of Chief Executive Officers' Personal Brand

2018 ◽  
Vol 26 (2) ◽  
pp. 112-120
Author(s):  
Ildikó Takács ◽  
Veronika Takács ◽  
Anna Kondor
Keyword(s):  
Social Environment ◽  
Leadership Style ◽  
Chief Executive Officers ◽  
Empirical Investigation ◽  
Chief Executive ◽  
Organizational Studies ◽  
Personal Brand ◽  
The Social ◽  
Executive Officers ◽  
The Ideal

Leadership has been a topic of investigation in organizational studies for many years. Several researchers have investigated the ideal leader, and even more theories and models have been built around the concepts of leadership style, behavior, personality, performance, competences, skills and so on. However, studies of how these characteristics are combined as 'personal brands', and how they are perceived by the social environment are clearly lacking. The aim of the paper is therefore to identify the dimensions of CEOs' personal brand, in other words to investigate the aspects that apply to leaders’ social environment and to perceive and evaluate them. Using exploratory factor analysis on a Hungarian sample, three factors have been identified as the basis for CEOs' personal brand: competence, morality and humanity.

scholarly journals Empirical Evidence on CEO Reputation: Perspectives, Actions and Influence

2018 ◽  
Vol 13 (12) ◽  
pp. 215 ◽  
Author(s):  
Maria Giovanna Confetto ◽  
Francesca Conte ◽  
Claudia Covucci
Keyword(s):  
Leadership Style ◽  
Chief Executive Officers ◽  
Corporate Reputation ◽  
Theoretical Perspective ◽  
Chief Executive ◽  
Personal Brand ◽  
Managerial Implications ◽  
Executive Officers ◽  
Symbolic Image ◽  
Structured Questionnaire

The study aims to explore the theoretical perspective (ability or symbolic image perspective) that underlies the development of reputation of Chief Executive Officers (CEO), investigating the activities that contribute to create a leaders’ good name and exploring their view about the level of influence of their personal reputation on corporate reputation. Through a structured questionnaire, a web survey has been carried out addressing CEOs of large companies located in Italy. The respondents to the survey are 93 CEOs. The findings of the survey reveal that, according to executives’ view, CEO reputation reflects individual skills (ability perspective), in which the leadership style, credibility and charisma play a key role. Furthermore, results highlight executives are aware that their reputation are increasingly intertwined with the corporate reputation, but they do not believe that the construction of a personal brand is necessary to increase their reputation and, consequently, that of the company. The study sheds more light on the understanding of CEO’s reputation role in corporate reputation development, reinforcing the value of strategic leadership perspective. It contributes to the ongoing debate on CEO reputation and involves managerial implications, pointing out advantages and risks of linking CEO branding with company’s reputation.

Implementation of CEO Servant Leadership

2021 ◽  
pp. 190-212
Author(s):  
SookYoung S. Yoon ◽  
Jeffrey J. Darville
Keyword(s):  
Servant Leadership ◽  
Organizational Climate ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Employee Morale ◽  
Corporate Scandals ◽  
Organizational Barriers ◽  
Executive Officers ◽  
The Impact

The purpose of this study was to investigate the impact that expressions of servant leadership (SL) have on perceived corporate outcomes, performance, and employee satisfaction. Linking symbolic interactionism and grounded theory, this research analyzed the descriptive, empirically-driven, and theoretical underpinnings of the implementation of servant leadership philosophy and value on chief executive officers (CEOs), as well as the organizational barriers associated with the implementation of SL in American for-profit organizations. This qualitative study found indications of a relationship between SL and a strong ethical organizational climate and culture, employee morale, empowerment, and commitment to organizational effectiveness. The interviews with CEOs formed a consensus among executives that SL provides long-term sustainability, boosts social responsibility, and encourages a global mindset. Additionally, a servant leader's approach to strategy mitigates corporate scandals, toxic work environments, and the risk of employee burnout.

Effect of leadership styles on organizational commitment and performance in small- and medium-sized enterprises in Iraqi Kurdistan

2020 ◽  
Vol 48 (9) ◽  
pp. 1-12
Author(s):  
Karwan Hamasalih Qadir ◽  
Mehmet Yeşiltaş
Keyword(s):  
Organizational Commitment ◽  
Organizational Performance ◽  
Leadership Styles ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Mediating Effect ◽  
Positive Effects ◽  
Iraqi Kurdistan ◽  
And Performance ◽  
Executive Officers

Since 2003 the number of small- and medium-sized enterprises (SMEs) has increased exponentially in Iraqi Kurdistan. To facilitate further growth the owners and chief executive officers of these enterprises have sought to improve their leadership skills. This study examined the effect of transactional and transformational leadership styles on organizational commitment and performance in Iraqi Kurdistan SMEs, and the mediating effect of organizational commitment in these relationships. We distributed 530 questionnaires and collected 400 valid responses (75% response rate) from 115 SME owners/chief executive officers and 285 employees. The results demonstrate there were positive effects of both types of leadership style on organizational performance. Further, the significant mediating effect of organizational commitment in both relationships shows the importance of this variable for leader effectiveness among entrepreneurs in Iraqi Kurdistan, and foreign entrepreneurs engaging in new businesses in the region.

scholarly journals Toward a Working Model of Leadership in Nonprofit Sport Governance

2019 ◽  
Vol 33 (3) ◽  
pp. 189-202 ◽  
Author(s):  
Ian O’Boyle ◽  
David Shilbury ◽  
Lesley Ferkins
Keyword(s):  
Chief Executive Officers ◽  
Leadership Skills ◽  
Chief Executive ◽  
Future Research ◽  
Limited Attention ◽  
Study Approach ◽  
Working Model ◽  
Executive Officers ◽  
Scholarly Discourse

The aim of this study is to explore leadership within nonprofit sport governance. As an outcome, the authors present a preliminary working model of leadership in nonprofit sport governance based on existing literature and our new empirical evidence. Leadership in nonprofit sport governance has received limited attention to date in scholarly discourse. The authors adopt a case study approach involving three organizations and 16 participant interviews from board members and Chief Executive Officers within the golf network in Australia to uncover key leadership issues in this domain. Interviews were analyzed using an interpretive process, and a thematic structure relating to leadership in the nonprofit sport governance context was developed. Leadership ambiguity, distribution of leadership, leadership skills and development, and leadership and volunteerism emerged as the key themes in the research. These themes, combined with existing literature, are integrated into a preliminary working model of leadership in nonprofit sport governance that helps to shape the issues and challenges embedded within this emerging area of inquiry. The authors offer a number of suggestions for future research to refine, test, critique, and elaborate on our proposed working model.

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

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