Developing Effective Leadership Behavior: The Paradox Of Professional Will And Personal Humility

2008 ◽  
Author(s):  
Jon MORRISSETTE
Keyword(s):  
Effective Leadership ◽  
Leadership Behavior

A Moderating Effect of Leadership Tenure on the Relationship between Leadership Self-Efficacy and Effective Leadership Behaviour

2013 ◽  
Vol 64 (3) ◽  
Author(s):  
Shehu Inuwa Galoji ◽  
Fais Ahmad ◽  
Husna Johari
Keyword(s):  
Self Efficacy ◽  
Commercial Banks ◽  
Effective Leadership ◽  
Leadership Behavior ◽  
Moderating Effect ◽  
Policy Implications ◽  
Future Research ◽  
Leadership Tenure ◽  
Leadership Behaviour ◽  
The Relationship

This study aims to examine the influence of leadership self-efficacy on effective leadership behavior with a moderating effect of leadership tenure in Nigerian commercial banks. Based on the existing literature review conducted, a conceptual framework was developed based on suggestions for future studies to test this relationship. Self-efficacy theory was used to explain the relationship among the constructs considered in this conceptual model. The study used a survey design which was aided by the use of questionaire. A sample of 358 branch managers of the Nigerian commercial banks was drawn through a stratified random sampling. A combination of descriptive and inferential statistics were used to analyse the data collected using the Statistical Package for Social Science (SPSS) for Windows. The findings of this study reveald that leadership self-efficacy has a significant positive relationship effective leadership behaviour. In the same vein, further investigation using hierarchical multiple regression shows that the moderating effect of leadership tenure on the leadership self-efficacy and effective leadership behavior relationship was found not to be significant. Finally, discussion, managerial and policy implications, recommendations and suggestion for future research were also highlighted in the study.

scholarly journals Implementation in Residential Youth Care: Providers Perspectives on Effective Leadership Behavior

2020 ◽  
pp. 1-23
Author(s):  
Linda Vaskinn ◽  
Anneli Mellblom ◽  
Pamela M. Waaler ◽  
Oda Skagseth ◽  
Cato Bjørkli ◽  
...  
Keyword(s):  
Effective Leadership ◽  
Leadership Behavior ◽  
Youth Care ◽  
Care Providers ◽  
Residential Youth Care

scholarly journals Effective Leadership Behavior of Football Coaches : A Study Using PM Theory

2016 ◽  
Vol 26 (2) ◽  
pp. 2_203-2_216
Author(s):  
Ryota SHINRIKI ◽  
Goichi HAGIWARA ◽  
Hirohisa ISOGAI
Keyword(s):  
Effective Leadership ◽  
Leadership Behavior ◽  
Football Coaches

scholarly journals The Mediation Effect of Effective Leadership Behavior on the Relationship between Leadership Self-Efficacy and Managerial Job Performance

2017 ◽  
Vol 3 (4) ◽  
pp. 19
Author(s):  
Shehu Inuwa Galoji
Keyword(s):  
Job Performance ◽  
Self Efficacy ◽  
Effective Leadership ◽  
Leadership Behavior ◽  
Mediation Effect ◽  
Hierarchical Regression ◽  
Managerial Performance ◽  
Future Studies ◽  
The 19Th Century ◽  
The Relationship

Background: The study on leadership and what makes it effective can never be over emphasized, it was observed that since the beginning of the 19th century, there was proliferation of research studies on the leadership phenomenon aimed at enhancing the ability to predict effective leadership in organizations Aims: -   This study attempts to examine the relationship between leadership self-efficacy and managerial job performance and whether effective leadership behavior mediates the relationship. Methods: Quantitative data using questionnaire was collected among the branch managers of the banks. Results: The result shows that LSE influences the managerial performance. The result shows that hypothesis H1 is hereby supported. The result of the mediation test shows that LSE is significantly related to managerial job performance. Hierarchical regression analysis was conducted using the Baron and Kenny (1986) method (four steps of mediation analysis). And the result shows partial mediation had occurred. Conclusions: The findings of this study on the relationship between LSE and managerial job performance are in concord with previous studies. Further, future studies should consider the other dimensions of interest.

Integrating leadership research: a meta-analytical test of Yukl’s meta-categories of leadership

2016 ◽  
Vol 45 (6) ◽  
pp. 1340-1366 ◽  
Author(s):  
Lars Borgmann ◽  
Jens Rowold ◽  
Kai Christian Bormann
Keyword(s):  
Transactional Leadership ◽  
Effective Leadership ◽  
Leadership Behavior ◽  
Leadership Studies ◽  
Content Type ◽  
Initiating Structure ◽  
Transformational And Transactional Leadership ◽  
Laissez Faire ◽  
Leadership Research ◽  
Leader Selection

Purpose The purpose of this paper is to test the theoretical proposition, put forward by Yukl et al. (2002), that the leadership constructs of transformational and transactional leadership, laissez-faire, consideration, and initiating structure can be arranged into three meta-categories of leadership, namely, relations, task, and change-oriented leadership. Design/methodology/approach After a comprehensive literature search, 1,402 correlations from 286 sources were obtained which referred to the above mentioned leadership constructs and outcome criteria of effective leadership. Findings It was found that three meta-categories of leadership (i.e. relations, task, and change-oriented leadership) were sufficient to explain the leadership constructs of transformational and transactional leadership, laissez-faire, consideration, and initiating structure. Moreover, it was also found that change-oriented leadership was most effective in predicting the job satisfaction of followers. In contrast, relations-oriented leadership accounted for most of the variance in both commitment and job performance. Research limitations/implications In combination, these results allow for a more comprehensive, integrative description of effective leadership behavior. Practical implications The results have implications for leadership assessment and development as well as leader selection and feedback. Originality/value Applying Occam’s razor, and in contrast to the majority of prior leadership studies, the present meta-analytical study provided evidence that three categories of leadership behaviors allow for a precise and comprehensive description of effective leadership behavior.

Leadership styles in supply chain disruptions: a multimethod evaluation based on practitioner insights

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arash Azadegan ◽  
Iana Shaheen ◽  
Kevin Linderman ◽  
Alireza Fereidooni
Keyword(s):  
Supply Chain ◽  
Leadership Styles ◽  
Empirical Evidence ◽  
Leadership Style ◽  
Effective Leadership ◽  
Leadership Behavior ◽  
Mixed Method Research ◽  
Supply Chain Disruptions ◽  
Recovery Stage ◽  
Content Type

PurposeThe authors empirically determine the stages and leadership styles that enhance the effectiveness of firm response and recovery efforts during each stage.Design/methodology/approachThe authors use an inductive exploratory approach and mixed-method research design. Study 1 uses a combination of qualitative data gathered through two rounds of exploratory focus groups (26 managers and executives), Q-sorting (60 participants) and a confirmatory focus group (6 experts) to highlight how expert practitioners perceive the staged progression of a supply chain disruption. Study 2 uses responses from 90 experienced managers in an experimental vignette to determine the most effective leadership style during each stage.FindingsExpert practitioners are strongly partial to a two-staged disruption model that includes an early/response and late/recovery stage. They consider decisiveness to be the most effective style in the response stage. However, in the recovery stage, a style that combines decisiveness and task-centered leadership is perceived to be the most effective. Further, effective leadership hinges on applying distinct styles depending on the progression of events during supply chain disruptions.Originality/valueEmpirical evidence and validation of conceptual models on leadership behavior during crises are essentially nonexistent in the literature. This study is likely the first to pursue the subject of leadership during stages of crises and the first to offer empirical evidence thereof. Relatedly, the authors contribute to the growing research on crisis management, which is likely to receive even more attention as the frequency and size of crises facing organizations increase.

scholarly journals Dominant Leadership of School Principals in the Implementation of Curriculum 2013 in Religious Based School Indonesia

2018 ◽  
Vol 2 (4) ◽  
pp. 47-51
Author(s):  
Juharyanto Juharyanto ◽  
Imron Arifin ◽  
Ibrahim Bafadal ◽  
Ahmad Yusuf Sobri ◽  
Ahmad Nurabadi
Keyword(s):  
Research Design ◽  
Effective Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Change Leadership ◽  
Local Context ◽  
Analysis Method ◽  
Qualitative Research Design ◽  
Research Findings ◽  
Constant Comparative Analysis

This study aims to describe: 1) problems faced by principals in implementing their leadership; 2) the role played by the principal in implementing effective leadership, and 3) the dominant leadership behavior of principals in implementing the curriculum 2013 effectively in religious-based schools. This study was designed using a multisite research design to find out and explain in detail about effective leadership in the implementation of the curriculum.2013 This study uses a qualitative research design with a constant comparative analysis method. Research findings include: 1) religious-based schools have relatively similar problems in the implementation of the 2013 curriculum; 2) Principals play a religious-based leadership in a local context; 3) Effective leadership behaviors in the implementation of the curriculum 2013 include: change leadership, spiritual, instructional, and entrepreneurs.

Do Work Characteristics Mediate the Negative Effect of Transformational Leadership on Impaired Well-Being?

2017 ◽  
Vol 61 (4) ◽  
pp. 167-180 ◽  
Author(s):  
Sylvie Vincent-Höper ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Transformational Leadership ◽  
Focal Point ◽  
Leadership Behavior ◽  
Workplace Health Promotion ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Related Factor ◽  
Work Characteristics ◽  
Role Clarity

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.

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