The Mutual Influence of Technology and Leadership Behaviors

2013 ◽  
pp. 292-310
Author(s):  
Tobias Heilmann ◽  
Ulf-Dietrich Reips
Keyword(s):  
Leadership Styles ◽  
Group Process ◽  
Process Development ◽  
Mutual Influence ◽  
Leadership Behaviors ◽  
Team Members ◽  
Self And Other ◽  
Present Book ◽  
Mapping Process ◽  
Behavior Description

The present book chapter focuses on e-leadership, reviewing and discussing the latest developments in new (e-)leadership conceptions, such as transformational leadership and others. The authors propose alternative, albeit well-proven measures (e.g., MLQ 5X Short, Bass & Avolio, 1990) and an e-leadership tool called Virtual Team Trainer (VTT; Reips & Ito, 2007). The VTT uses the Online Leader Behavior Description Questionnaire (OLBDQ; Reips & Heilmann, 2009), assessing the Ohio State Leadership styles consideration and initiating structure. Alongside personality tests and group process development units that were built from the Existential Mapping Process (EMP; Horowitz, 1985), the tool contains modules that help leaders and team members to identify their Ohio State leadership styles. The VTT relates the results of the self- and other-questionnaires regarding team structure, development, and modifications and improvement of leadership skills. The VTT is available free for use via the iScience Server portal at http://iscience.eu.

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.

Assessment of Individual Student Performance in Online Team Projects

2011 ◽  
Vol 15 (3) ◽  
Author(s):  
Jay Alden
Keyword(s):  
Student Performance ◽  
Group Process ◽  
Online Courses ◽  
Peer Assessment ◽  
Individual Student ◽  
Assessment Practice ◽  
Group Project ◽  
Team Members ◽  
Team Projects

The use of team projects has been shown to be beneficial in higher education. There is also general agreement that team efforts should be assessed and that the grading ought to represent both (1) the quality of the product developed jointly by the team as well as (2) the degree of participation and quality of contribution by each individual student involved in the group process. The latter grading requirement has posed a challenge to faculty so the question addressed in this paper is “How should individual team members in online courses be assessed for the extent and quality of their contributions to the group project?” To answer this question, four common team member evaluation practices were reviewed and compared to seven criteria representing positive attributes of an assessment practice in an online learning environment. Whereas the Peer Assessment practice received the greatest support in the literature in face-to-face courses, this study that considered the perceptions of graduate faculty and students recommended the Faculty Review practice as the default assessment

COMMUNICATION OF LEADERSHIP AND TEAM

2020 ◽  
Vol 19 (3) ◽  
pp. 202-208
Author(s):  
S. V. Petrov
Keyword(s):  
Leadership Styles ◽  
Mutual Influence ◽  
Team Building ◽  
Team Leadership ◽  
Daily Activities ◽  
The Relationship

This article is devoted to the study of the relationship, mutual influence of team building and team leadership established by the author of the article, the competencies of leaders in the field of team building, leadership styles, including with regard to the process of forming and maintaining teams, are established that the process of creating an effective team is an integral part of the leader’s daily activities.

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

scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

Comprehensiveness of Strategic Planning: The Importance of Heterogeneity of a Top Team

1993 ◽  
Vol 73 (1) ◽  
pp. 35-49 ◽  
Author(s):  
Karen A. Bantel
Keyword(s):  
Strategic Planning ◽  
Group Process ◽  
Top Management Team ◽  
Management Team ◽  
Process Theory ◽  
Team Members ◽  
Demographic Heterogeneity ◽  
Key Dimensions ◽  
Organizational Tenure ◽  
Oriented Approach

A conceptual model linking the demographic heterogeneity of the top management team to comprehensiveness of strategic planning is developed. Planning comprehensiveness is one of the key dimensions underlying the dominant models of formulation of strategy, consistent with the tradition of “synoptic” strategic planning. Drawing on group process theory, heterogeneity among team members in outlooks and perspectives, represented by their demographic backgrounds, is expected to stimulate an open, broad, and challenge-oriented approach to the process of strategic planning, consistent with comprehensiveness. Heterogeneity on five characteristics—age, organizational tenure, team tenure, functional background, and educational curriculum—was included. Also discussed are the complexities of managing the group process of a heterogeneous team and additional influences, external to the team, on the comprehensiveness of strategic planning.

scholarly journals The impact of public managers' leadership styles on results-based planning practices in Vietnam

2021 ◽  
Author(s):  
◽  
Ha Pham
Keyword(s):  
Leadership Styles ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Public Organizations ◽  
Managerial Leadership ◽  
Public Managers ◽  
Mixed Method Design ◽  
Autocratic Leadership ◽  
The Impact

<p>Over past decade, there has been increased use of results-based management in Vietnam and other countries, but little empirical research exists on results-based planning (RBP) in the planning functions of public organizations. Some experiences suggest that managerial leadership may be among the determinants of success, affecting whether and how RBP is used. This thesis answers the following question: What is the impact of leadership styles by public managers on the practices of RBP?  Using empirical observations of current RBP in Vietnamese public organizations and a multiphase mixed method design, this study finds that transformational, transactional, and autocratic leadership styles are often concurrent among public managers (but in varying intensities), and these ‘combined’ leadership styles have a direct, positive, and strong effect on the use and outcomes of RBP practices. This study also finds that leadership effects on RBP are stronger than other organizational factors examined (RBP-related training, bureaucratic culture, funding). Furthermore, among three components of these combined leadership styles, transformational leadership has the greatest contribution to the higher performance of RBP practices. The findings of this research also show the specific leadership behaviors by public managers that are most associated with the increased RBP.  This study contributes to the literature by offering empirical evidence of the role of leadership in deploying reforms such as results-based planning in a context of a developing country. It also provides public organizations with knowledge of leadership styles for implementing such reforms.</p>

Jekyll and Hyde Leadership: A Multilevel, Multisample Examination of Charisma and Abuse on Follower and Team Outcomes

2018 ◽  
Vol 25 (4) ◽  
pp. 399-415 ◽  
Author(s):  
Junghyun (Jessie) Lee ◽  
Gang Wang ◽  
Ronald F. Piccolo
Keyword(s):  
United States ◽  
Boundary Condition ◽  
Leadership Styles ◽  
Leadership Behaviors ◽  
Abusive Supervision ◽  
Charismatic Leadership ◽  
The United States ◽  
Team Outcomes ◽  
Literature Evidence ◽  
Negative Leadership

Despite the independent treatment of the positive and negative sides of leadership in the literature, evidence suggests that the same leader may demonstrate both positive and negative leadership behaviors albeit with a different frequency (i.e., Jekyll and Hyde). What impacts would such opposing leadership styles jointly have on follower and team outcomes? To address this question, the current study examines the interactive impact of charismatic leadership and abusive supervision on individual- and team-level outcomes. Findings across three different samples gathered from the United States and South Korea suggest significant moderating roles of abusive supervision in the positive relationships of charismatic leadership with follower and team outcomes. This study highlights the importance of incorporating otherwise separate perspectives on leadership and provides insights into the boundary condition that impedes the effectiveness of charismatic leadership. Thus, we call for more research on integrative models of leadership that embrace different aspects of leader behaviors.

Fluid leadership in dynamic contexts

2015 ◽  
Vol 21 (1) ◽  
pp. 98-113 ◽  
Author(s):  
Christopher H. Thomas ◽  
Andrew S. Hebdon ◽  
Milorad M. Novicevic ◽  
Mario J. Hayek
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Qualitative Comparative Analysis ◽  
Leadership Role ◽  
Repeated Treatment ◽  
Organizational Leaders ◽  
Theoretical Frameworks ◽  
Content Type ◽  
Effective Leader

Purpose – The purpose of this study is to examine an historical account of an effective leader who was able to draw from multiple styles of leadership, and choose a dominant style based upon contextual constraints and demands context, and subordinate behaviors associated with leadership styles not suited to the context. Design/methodology/approach – To identify his prominent style at each leadership episode, we critically analyzed Nehemiah’s leadership role transitions across 13 chapters of text using sociohistorical method and a quasi-repeated treatment design via qualitative comparative analysis. Findings – We found that Nehemiah adapted his behaviors such that his prominently displayed leadership style varied based on dynamic configurations of demands placed on him during his rebuilding efforts. As Nehemiah progressed through distinct stages of his mission, he differentially emphasized tactics associated with different styles of leadership in response to the contextual demands that were most salient during each stage. Practical implications – Organizational leaders are presented with evidence that developing a broad repertoire of leadership behaviors is essential to guiding followers within dynamic environments. Originality/value – This paper uses a novel historical source material to investigate contemporary leadership concepts grounded in established theoretical frameworks. Using this material, we demonstrate the applicability of various leadership styles within different contexts, and use Nehemiah as an illustration of an effective leader capable of fluidly enacting multiple leadership styles.

The blind leading the blind

2016 ◽  
Vol 68 (2) ◽  
pp. 212-226 ◽  
Author(s):  
Chirag Shah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
User Study ◽  
Collaborative Work ◽  
Relevant Information ◽  
Online Collaboration ◽  
Content Type ◽  
Team Members ◽  
Information Exploration ◽  
The Difference

Purpose – Online collaboration – a required method for many problem-solving situations in today’s work environments – has many aspects that are not clearly understood or explored. One of them is how work styles, specifically leadership styles, within a seemingly homogeneous teams with no prior role assignments affects the process and outcomes of collaboration. The purpose of this paper is to investigate the aspect of online collaboration to learn how different leadership styles that may emerge impact collaborative work. Design/methodology/approach – The work described here employs a user study involving 84 participants in 42 pairs, working in one of the three conditions across two sessions. The three conditions are defined based on the amount and the kind of awareness provided to the team members: no awareness of personal or team progress (C1), awareness of personal progress (C2), and awareness of both personal and team progress (C3). The log and chat data from the sessions where these teams work in collecting relevant information for two different topics are collected and analysed. Findings – Quantitative and qualitative analyses indicate the difference among the three conditions with respect to these two leadership styles. Specifically, it is found that those with the team awareness provided to them (C3) exhibited the least amounts of leadership, keeping the team relatively symmetric. The democratic nature of such teams also fostered more diverse searching behaviour and less need for communication. Originality/value – The work reported here is a first attempt to shed light on two kinds of connections: individual and team awareness to leadership style, and leadership style to diversity of information exploration.

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