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

Using the Planned Behavior Theory to Understand Backpackers 'Intentions to Take Low-cost Airlines

2020 ◽  
Vol 11 (1) ◽  
pp. 172-172
Author(s):  
Lin Yi Shin
Keyword(s):  
Organizational Performance ◽  
Planned Behavior ◽  
Baby Boomer ◽  
Leadership Behavior ◽  
Low Cost ◽  
Behavior Theory ◽  
Generational Diversity ◽  
Perceived Leadership ◽  
Planned Behavior Theory ◽  
Behavior Description

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: Planned behavior theory , Low-cost airlines, Self-help travel

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.

Leadership Behaviors among Gamers and Student Leaders

Gamification ◽  
2015 ◽  
pp. 1771-1787
Author(s):  
Ho Wei Tshen ◽  
Angeline Khoo
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Real Life ◽  
Student Leaders ◽  
Leadership Positions ◽  
Social Game ◽  
The Social ◽  
Prosocial Orientation ◽  
Behavior Description ◽  
The Relationship

This study explored the relationship between leadership in video games and in real-life. The effects of motivation of play, prosocial orientation, and the social context of play on leadership behavior were also investigated. A Game Leadership Behavior questionnaire was constructed to measure game leadership. Other measures included the Leadership Behavior Description Questionnaire, the Motivation of Play questionnaire, Prosocial Orientation Questionnaire (POQ), and questions identifying the type of game play participants were involved in. A total of 321 students participated in the study. All participants held leadership positions in school. Findings showed that game leadership behavior was positively correlated with real-life leadership and emerged as a predictor of real-life leadership, together with prosocial behavior and social game motivation.

scholarly journals How Leadership Behaviors Affect Organizational Performance in Pakistan

2012 ◽  
Vol 4 (6) ◽  
pp. 354-363 ◽  
Author(s):  
Muhammad Akram ◽  
Liaqat Ali . ◽  
Muhammad Muazzam Mughal .
Keyword(s):  
Organizational Performance ◽  
Leadership Behaviors ◽  
Positive Impact ◽  
Leadership Behavior ◽  
Pooled Analysis ◽  
Public And Private ◽  
Private Organizations ◽  
Support For Innovation ◽  
Private And Public ◽  
Organizational Performances

The purposes of this study are to analyze which leadership behavior is most closely related with organizational performances based on both leader’s and employee’s perceived; and to what extent leadership behaviors have impact on organizational performances in public and private organizations. Two questionnaires were developed to capture leaders’ behaviors and employees’ responses. Sample comprises of five hundred managers and five hundred employees of different private and public sector organizations of Pakistan. Correlation analysis and regression analysis are used to analyze relationship and effects of leadership behaviors with and on organizational performances. Results indicate that: firstly, all leadership behaviors are positively interrelated with leader is perceived and employee has perceived organizational performances. Secondly, only monitoring leadership behavior has significant positive impact on leader’s and employee’s perceived organizational performance based on individual analysis; whereas, innovative role modeling, support for innovation, recognition and monitoring leadership behaviors have significant positive impact on leader’s perceived and employee’s perceived organizational performances based on pooled analysis.

scholarly journals Transformational leadership and organizational values: How perceived leadership behavior relates to organizational identification by forming followers' perceptions of organizational values

2021 ◽  
Author(s):  
Athena Xenikou
Keyword(s):  
Transformational Leadership ◽  
Survey Data ◽  
Organizational Identification ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Organizational Values ◽  
Mediating Effects ◽  
Perceived Leadership ◽  
Industry Sectors

The aim of this study was to examine the role of leadership behaviors in forming followers' perceptions of core organizational values, which, in turn, are thought to be associated with levels of organizational identification. The hypothesized mediating effects were tested using SEM based on survey data from a sample of 230 employees in various industry sectors.<br>

Leader-Employee Gap in Verbal Transactional Leadership and Distributed Leadership: Evidence From a Randomized Field Experiment

2021 ◽  
pp. 0734371X2110390
Author(s):  
Anne Mette Kjeldsen ◽  
Lotte Bøgh Andersen
Keyword(s):  
Field Experiment ◽  
Transactional Leadership ◽  
Distributed Leadership ◽  
Leadership Training ◽  
Goal Attainment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Post Intervention ◽  
Randomized Field Experiment ◽  
Perceived Leadership

Leadership behavior only contributes to goal attainment in public organizations if the employees perceive the behavior. Given that studies on self-other agreement show large gaps in perceived leadership between leaders and employees, it is highly relevant to ask how HRM-programs such as leadership training can reduce these gaps. Based on a large randomized field experiment including 130 leaders and their 4,800 employees in the Danish municipality of Aarhus, this article compares how different types of leadership training affect gaps in perceived leadership. Results from pre- and post-intervention surveys show a decreased gap in leader-employee perceptions of verbal transactional leadership, while the gap in perceived distributed leadership did not change. This suggests that leadership training can make leaders’ and employees’ perceived leadership behaviors more aligned, but less so for employee-centered leadership approaches such as distributed leadership.

Perceived Leadership Behavior of Physical Education Teacher-Coaches: When They Teach vs. When They Coach

2010 ◽  
Vol 29 (2) ◽  
pp. 131-145 ◽  
Author(s):  
Hyungil Harry Kwon ◽  
Do young Pyun ◽  
May Kim
Keyword(s):  
Decision Making ◽  
Student Athletes ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Junior Colleges ◽  
Analysis Of Covariance ◽  
Dual Roles ◽  
Significant Group ◽  
Perceived Leadership ◽  
Data Collection Instrument

The objective of the study was to see whether a teacher-coach exhibits different types of leadership behavior when s/he teaches a PE class and coaches a group of athletes. The participants in this study were 17–18 year old second-year preuniversity students from two local junior colleges in Singapore. A total of 159 students of mixed gender participated, including 80 PE students and 79 student-athletes from floorball, canoeing, and shooting teams. All of the 159 students were taught or coached by three (one male and two female) PE teachers, who performed the dual roles of a PE teacher-coach in the school. The data collection instrument used in this study was the Leadership Scale for Sports (Chelladurai & Saleh, 1980) measuring five leadership behaviors. A multivariate analysis of covariance indicated that democratic decision making accounted for most of the differences between the PE students’ and student-athletes’ perceived leadership behavior of their teacher-coaches; the student-athletes perceived their coaches to provide training and instruction more than did the PE students. In addition to training and instruction, the student-athletes perceived more positive feedback given to them than did the PE students. For decision making style, students in PE class perceived more democratic decision making than athletes in school teams. The social support subscale did not show statistically significant group difference.

scholarly journals Employee Engagement and Organizational Performance among Multigenerational Workforce in a Private Non-Sectarian School

2020 ◽  
pp. 41-56
Author(s):  
Roel D. Juevesa ◽  
John Michael P. Castino
Keyword(s):  
Organizational Performance ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Human Resource ◽  
Generation X ◽  
Pearson Correlation ◽  
Resource Development ◽  
Development Plan ◽  
Multigenerational Workforce ◽  
The One

This study determined the relationship of employee engagement and organizational performance among multigenerational workforce in a private non-sectarian school. The findings of the study served as the basis in the formulation of human resource development plan. The descriptive survey and correlational research design was used employing quantitative method. The data were gathered through the survey questionnaire and administered to the one hundred fifty (150) respondents composed of employees from teaching and non-teaching personnel. The data gathered were analyzed through frequency, percentage, weighted mean and pearson correlation. The findings of the study revealed that Baby Boomers, Generation X, and Generation Y “agreed” that their employee engagement has positive correlation to organizational performance. Therefore, the null hypothesis (Ho1) which states that there is no significant relationship between employee engagement when grouped by generations and organizational performance is rejected. On the overall results, the study recommends that human resource development plan which is formulated based on the findings of the study should be adopted by a private non-sectarian school in General Santos City.

Leadership Behavior of NGO Managers and Directors in Northern Mindanao, Philippines

2015 ◽  
Vol 10 (1) ◽  
Author(s):  
Mehmet Rizal Derindag
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
The Philippines ◽  
Participative Leadership ◽  
Government Organizations ◽  
Development Agenda ◽  
Validated Questionnaire ◽  
Management Leadership ◽  
Behavior Description ◽  
Descriptive Survey

Non-government organizations (NGOs) have played a pivotal role in community development and nation building in the Philippines. However, there is a paucity of literature on the leadership behaviors of NGO leaders and how these influence performances of NGOs in the country. This study aimed to determine leadership behavior of selected NGO directors in Iligan and Cagayan de Oro City in Northern Mindanao Philippines. The Leader Behavior Description Questionnaire, a previously validated questionnaire, was used in this study. Approval from four selected NGOs in Northern Mindanao was sought prior to the collection of data. These NGOs were selected based on their common goal of achieving the Millennium Development Agenda. Informed consent was obtained from 100 participants of these NGOs. Data from the questionnaire was analyzed using descriptive statistics. Findings showed that the most common leadership behavior was Considerate, Facilitative, Autocratic and Participative Leadership behaviors. Findings suggest that NGO leaders in Northern Mindanao tend to involve members during decision-making and place a high value on the contributions of the members. Findings could form baseline data on leadership behaviors of NGO leaders in Northern Mindanao. It is recommended that associations between leadership behavior and performances of the NGOs should be investigated in future studies. Keywords - Management, leadership behavior, non-government organizations, descriptive-survey, Northern Mindanao, Philippines

Leadership Behaviors in Matrix Environments

2007 ◽  
Vol 38 (2) ◽  
pp. 62-74 ◽  
Author(s):  
Jerry Wellman
Keyword(s):  
Organizational Performance ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Grounded Theory Research ◽  
The Matrix ◽  
Fortune 100 ◽  
Matrix Organization ◽  
Theory Research ◽  
Support Decision Making

Previous research has helped us under-stand the role of program managers in the matrix organization but little has been done to provide a framework for understanding the senior management role. This research offers a step toward better understanding that role. Grounded theory research methods were used to analyze organizational artifacts and interview transcripts from an aero-space business division of a major Fortune 100 corporation. The findings asserted that five critical behavior constructs, Empowerment, Support, Decision-Making, Flexibility, and Communications, were instrumental in matrix organizational performance and were strongly influenced by senior leadership behavior.

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