Cooperation with friends or new encounters: Tie strength and shared leadership behaviors

2017 ◽  
Vol 45 (4) ◽  
pp. 573-582
Author(s):  
Na Chen ◽  
Pei-Luen Patrick Rau
Keyword(s):  
Social Media ◽  
Interpersonal Relationships ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Close Friend ◽  
Tie Strength ◽  
Team Management ◽  
Team Members ◽  
Positive Correlation

We combined the topics of shared leadership, which is a relatively new form of leadership adopted in virtual team management, and tie strength, which affects members' behaviors in online communities, to investigate how they are correlated in a social media context. We conducted 2 experiments involving 64 participants; the first involved close friends and the second, new encounters. The 2 relationship contexts were compared to explore the effects of interpersonal relationships on shared leadership behaviors. Results indicated that in the high-tie-strength (close friend) context, there was a positive correlation between tie strength and directive leadership, whereas in the low-tie-strength (new encounter) context, there was a positive correlation between tie strength and both positive feedback and social leadership. Thus, in the context of team management on social media websites, we suggest that people adjust their leadership behavior according to the interpersonal relationships exhibited among team members.

scholarly journals Personality Traits Affecting Opinion Leadership Propensity in Social Media: An Empirical Examination in Saudi Arabia

Information ◽  
2021 ◽  
Vol 12 (8) ◽  
pp. 323
Author(s):  
Suad Dukhaykh
Keyword(s):  
Social Media ◽  
Saudi Arabia ◽  
Personality Traits ◽  
Interpersonal Relationships ◽  
Generation X ◽  
Leadership Behavior ◽  
Interpersonal Relationship ◽  
Opinion Leader ◽  
Opinion Leadership ◽  
Empirical Examination

Few studies have examined the personality traits that may predict opinion leadership behavior in social media. This study aims to examine the personality traits of individuals who use social media platforms and engage in social networking in Saudi Arabia. This study investigates the extent to which innovativeness, competence in interpersonal relationships, and extraversion affect the opinion leadership propensity in social media. The data were collected via an online structured questionnaire which was completed by a sample of 321 social media users. The results of this study show that people with a high level of innovativeness and interpersonal relationship competency are more likely to be opinion leaders on social media. However, the personality trait of extraversion does not affect the propensity to be an opinion leader. The results indicate that the effect of innovativeness on opinion leadership propensity is lower for Generation Y than Generation X.

Measuring and Modeling Shared Leadership

2010 ◽  
Vol 9 (4) ◽  
pp. 172-180 ◽  
Author(s):  
Christine Gockel ◽  
Lioba Werth
Keyword(s):  
Statistical Analysis ◽  
Shared Leadership ◽  
Mutual Influence ◽  
Leadership Behaviors ◽  
Relative Dispersion ◽  
Team Members ◽  
Advantages And Disadvantages ◽  
Actor Partner Interdependence Model ◽  
Traditional Approaches ◽  
Leadership Influence

In this article, we provide an overview of current measures of shared leadership. Our aim is to help researchers choose the appropriate measure and give them advice on the statistical analysis of shared leadership measures. We first present traditional approaches, namely two questionnaires assessing shared leadership behaviors displayed by a team. We then describe social network indexes showing how leadership influence is distributed in a team and the coefficient of variation showing the relative dispersion of team members’ leadership influence. Finally, we present a new idea for modeling mutual influence processes in teams, the actor-partner interdependence model (APIM, Kenny, Kashy, & Cook, 2006). It can depict how each team member’s outcomes are affected by own and other team members’ leadership behaviors. For all approaches, we point out requirements, advantages, and disadvantages.

Coaching

2020 ◽  
pp. 156-176
Author(s):  
Scott Tannenbaum ◽  
Eduardo Salas
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Shared Leadership ◽  
Leadership Behaviors ◽  
Psychological Safety ◽  
Team Leadership ◽  
Leadership Theories ◽  
Team Members ◽  
Learning And Adaptation ◽  
Practical Implications

This chapter is about coaching or, more specifically, team leadership. We specify seven essential team leadership functions: (a) ensuring clarity and alignment; (b) holding teammates accountable; (c) removing obstacles and garnering support; (d) managing team emotions and attitudes; (e) fostering psychological safety; (f) encouraging participation and empowerment; and (g) promoting learning and adaptation. Each function has a key set of behaviors associated with it. Team members other than the leader can at times demonstrate some of those leadership behaviors. The functions and behaviors specify the “what” of effective team leadership. The authors also consider the “how” of leadership by highlighting the practical implications of four leadership theories: transformational leadership, shared leadership, servant leadership, and civil leadership.

Leaders’ commitment to change and their effectiveness in change – a multilevel investigation

2014 ◽  
Vol 27 (6) ◽  
pp. 900-921 ◽  
Author(s):  
Carolin Abrell-Vogel ◽  
Jens Rowold
Keyword(s):  
Transformational Leadership ◽  
Role Models ◽  
Affective Commitment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Commitment To Change ◽  
Content Type ◽  
Team Members ◽  
Individual Support ◽  
Leaders And Followers

Purpose – Followers’ affective commitment to change has been found to constitute a strong predictor of the success of change initiatives in organizations. Several studies have yet shown positive effects of transformational leadership on followers’ commitment to change. However, up to date there is no study examining the direct effects of different transformational leadership behaviors on followers’ commitment to change and the moderating impact of leaders’ commitment to change on these relationships. The paper aims to discuss these issues. Design/methodology/approach – This study uses a cross-sectional, multilevel design based on multisource date from 38 teams from different organizations with a total of 177 participating team members. Data of leaders’ and followers’ commitment to change as well as ratings of transformational leadership behavior were captured applying a quantitative approach. Findings – Results show a significant positive effect of the transformational leadership behavior “individual support” on followers’ affective commitment toward change. Moreover, the transformational leadership behavior “providing an appropriate model” was shown as only positively contributing to followers’ commitment to change when leaders’ own commitment toward change was high. Research limitations/implications – Due to the multilevel and multisource data, the sample is relatively small which limits the external validity of findings. Also, future studies should invest in longitudinal replication of relationships. Research on leaders’ and followers’ commitment to change should continue to develop more complete models of interacting influence factors. Practical implications – For team leaders and organizations, results underline the importance of individual support of team members. Thus, leaders need to be enabled to invest individual leadership in the long run. Also, leaders need to become aware of their own commitment toward the change and, going beyond, need to develop a positive bond to the change if they want to be able to act as successful role models. Originality/value – This paper contributes to existing literature by offering a more detailed insight for researchers and practitioners into the effectiveness of transformational leadership in change by exploring the impact of different transformational leadership behaviors effecting followers’ commitment to change. Moreover, it provides important knowledge about the relevance of leaders’ own commitment to change as a moderator of effective leadership in change.

scholarly journals Actual and expected transactional and transformational leadership behaviors of project managers

2021 ◽  
Vol 907 (1) ◽  
pp. 012025
Author(s):  
A Andi ◽  
K Sugianto ◽  
A F Khoesasih
Keyword(s):  
Transformational Leadership ◽  
Transactional Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Team Members ◽  
Hierarchy Process ◽  
Transactional And Transformational Leadership

Abstract In order to ensure that construction team works toward the desired objective, it is important for a project manager to behave as an effective project team leader. This paper aims to investigate actual and expected leadership of project managers by comparing the transactional and transformational leadership behavior model. To accomplish the objective, the paper first briefly reviews the ways in which leadership, especially the two models, are approached. Data were collected through a survey to 63 construction team members in several ongoing projects in Indonesia. The results indicate that the project managers frequently use both transactional and transformational behaviors in leading their team, except the laissez-faire style. Results from analytical hierarchy process analyses interestingly show that the project team members expect the project managers to exhibit transformational leadership more than transactional leadership.

scholarly journals PENGARUH PRILAKU KEPEMIMPINAN TUTOR BK DAN IKLIM BELAJAR TERHADAP PENGEMBANGAN KARAKTER PESERTA DIDIK DI SKB LIMBOTO GORONTALO

2018 ◽  
Vol 6 (2) ◽  
pp. 859-870
Author(s):  
Abdul Rahmat
Keyword(s):  
School Climate ◽  
Teacher Leadership ◽  
Significant Positive Correlation ◽  
Character Development ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Positive Correlation ◽  
Behavioral Counseling

This study aimed to study the effect of behavioral counseling teacher leadership and school climate on student character development in the SKB Limboto Gorontalo. The results showed that that there is a significant positive correlation between leadership behaviors and character development. In addition, there is a significant positive correlation between school climate and character development. Leadership behavior and school climate also significantly correlate with with character development. Leadership behavior and school climate contribute to character development.

Hubungan Alexithymia dengan Kecanduan Media Sosial pada Remaja di Jakarta Selatan

2020 ◽  
Vol 1 (2) ◽  
pp. 9
Author(s):  
Yunita Mansyah Lestari ◽  
Suzy Yusna Dewi ◽  
Aulia Chairani
Keyword(s):  
Social Media ◽  
Interpersonal Relationships ◽  
P Value ◽  
Snowball Sampling ◽  
Research Subjects ◽  
Chi Square ◽  
Toronto Alexithymia Scale ◽  
Social Media Addiction ◽  
Consecutive Sampling ◽  
Tas 20

ABSTRAK   Alexithymia ditandai dengan ketidakmampuan dalam mengenali dan mengekpresikan emosi serta pemikiran yang berorientasi eksternal sehingga mereka memiliki hubungan interpersonal yang buruk. Remaja dengan alexithymia cenderung menjadi kecanduan media sosial.Penelitian ini bertujuan untuk mengetahui hubungan antara Alexithymia terhadap kecanduan media sosial pada remaja di Jakarta Selatan. Subjek penelitian adalah remaja yang berusia 13-19 tahun dan tinggal di Jakarta selatan. Pengambilan data menggunakan metode consecutive sampling dan snowball sampling dengan menyebar kuesioner menggunakan link googleform. Jumlah subjek penelitian sebanyak 207 orang (41 = laki-laki, 166 = perempuan). Skala yang digunakan adalah Toronto Alexithymia Scale (TAS-20) dan Social Media Disorder (SMD). Analisa data menggunakan metode chi-square pada SPSS 25. Hasil penelitian didapatkan 85 orang mengalami alexithymia, 88 mengalami kecanduan dan 62 orang mengalami alexithymia dan kecanduan media sosial. p-value didapatkan 0,000. Hal ini berarti terdapat hubungan antara Alexithymia dengan Kecanduan Media Sosial pada remaja di Jakarta Selatan. Kata Kunci :Alexithymia, Kecanduan Media Sosial, Remaja     ABSTRACT   Alexithymia is characterized by an inability to recognize and express emotions and have external oriented thoughts so that they have poor interpersonal relationships. Teenagers with alexithymial tend to become addicted to social media. This study aims to determine the relationship between Alexithymia towards social media addiction in adolescents in South Jakarta. The research subjects were adolescents aged 13-19 years and lived in south Jakarta. Retrieval of the data was using consecutive sampling and snowball sampling method by distributing questionnaires using the googleform link. The number of research subjects was 207 people (41 = men, 166 = women). The scale was used is the Toronto Alexithymia Scale (TAS-20) and Social Media Disorder (SMD). Data analysis using the chi-square method in SPSS 25. The results showed that 85 people had alexithymia, 88 were addicted and 62 people had alexithymia and were addicted to social media. p-value obtained is 0,000. This means that there is a relationship between Alexithymia and Social Media Addiction in adolescents in South Jakarta. Keyword : Adolescents, Alexithymia, Social Media Addiction

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

The Importance of Similarity: How Gender Congruence Matters for the Impact of Leadership Training

2021 ◽  
pp. 009539972110642
Author(s):  
Trine H. Fjendbo ◽  
Christian B. Jacobsen ◽  
Seung-Ho An
Keyword(s):  
Leadership Training ◽  
Large Scale ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Female Gender ◽  
Perceived Leadership ◽  
Scale Field ◽  
Before And After ◽  
Large Scale Field ◽  
The Impact

Leadership training is key to promoting more active leadership, but the effects of leadership training can depend on the gender context. Gender congruence between manager and employee can affect how the manager employs leadership behaviors adapted from training and how employees perceive leadership behavior. Quantitative data on 474 managers’ 4,833 employees before and after a large-scale field experiment with leadership training enable us to examine changes in employee-perceived leadership following training. The results show that gender congruence between manager and employee is associated with stronger leadership training effects on employee-perceived leadership behaviors. Female gender congruence shows the most pronounced effects.

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