Intercultural Communication and Sustainable Leadership

2014 ◽  
pp. 700-716
Author(s):  
Nelly Kostoulas-Makrakis
Keyword(s):  
Transformational Leadership ◽  
Intercultural Communication ◽  
Leadership Practices ◽  
Full Range ◽  
Sustainable Leadership ◽  
Intercultural Communication Competence ◽  
Full Range Leadership ◽  
Sustainability Leadership ◽  
Social Environmental ◽  
Sustainability Challenges

The environmental, economic, and social crises we are increasingly confronted with locally and globally, including climate change, ozone depletion, biodiversity loss, and also economic and social issues, such as poverty, social inequalities, violation of human rights, gender inequalities, loss of indigenous knowledge, etc. call for changes in the ways we think, work, and act. In this context, a course dealing with intercultural communication and sustainable leadership that is part of a M.Sc. programme on ICT in Education for Sustainable Development has been developed and is studied in this chapter. The course puts emphasis on the most urgent and critical social, environmental, and economic challenges facing the world and explores how leaders from education, business, government and civil society are responding to global/local sustainability challenges. In particular, it elaborates on the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature and presenting a model of sustainability leadership that integrates three complementary types of leadership, namely: distributed; entrepreneurial and transformational. The course also examines the importance of sustainable leadership practices within organisations (e.g. schools, business, NGOs, public) and assess the potential benefits if institutions are more actively engaged in sustainable leadership practices. It explores how intercultural communication can contribute to positive change for sustainability and discusses that new theoretical frameworks are needed to better understand effective transformational leadership. It also elaborates how cultural orientations and intercultural communication competence affect the full range leadership framework and transformational leadership dimensions. This course is delivered through a Virtual Learning Management System (VLMS) based on Moodle open LMS.

Intercultural Communication and Sustainable Leadership

2015 ◽  
pp. 1402-1418
Author(s):  
Nelly Kostoulas-Makrakis
Keyword(s):  
Transformational Leadership ◽  
Intercultural Communication ◽  
Leadership Practices ◽  
Full Range ◽  
Sustainable Leadership ◽  
Intercultural Communication Competence ◽  
Full Range Leadership ◽  
Sustainability Leadership ◽  
Social Environmental ◽  
Sustainability Challenges

The environmental, economic, and social crises we are increasingly confronted with locally and globally, including climate change, ozone depletion, biodiversity loss, and also economic and social issues, such as poverty, social inequalities, violation of human rights, gender inequalities, loss of indigenous knowledge, etc. call for changes in the ways we think, work, and act. In this context, a course dealing with intercultural communication and sustainable leadership that is part of a M.Sc. programme on ICT in Education for Sustainable Development has been developed and is studied in this chapter. The course puts emphasis on the most urgent and critical social, environmental, and economic challenges facing the world and explores how leaders from education, business, government and civil society are responding to global/local sustainability challenges. In particular, it elaborates on the nature of sustainability leadership and how it can contribute to transformational change. It does this by locating sustainability within the leadership literature and presenting a model of sustainability leadership that integrates three complementary types of leadership, namely: distributed; entrepreneurial and transformational. The course also examines the importance of sustainable leadership practices within organisations (e.g. schools, business, NGOs, public) and assess the potential benefits if institutions are more actively engaged in sustainable leadership practices. It explores how intercultural communication can contribute to positive change for sustainability and discusses that new theoretical frameworks are needed to better understand effective transformational leadership. It also elaborates how cultural orientations and intercultural communication competence affect the full range leadership framework and transformational leadership dimensions. This course is delivered through a Virtual Learning Management System (VLMS) based on Moodle open LMS.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Leadership styles and organizational commitment: literature review

2016 ◽  
Vol 35 (2) ◽  
pp. 190-216 ◽  
Author(s):  
Rusliza Yahaya ◽  
Fawzy Ebrahim
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Literature Review ◽  
Full Range ◽  
Content Type ◽  
Full Range Leadership Model ◽  
Extra Effort ◽  
Full Range Leadership ◽  
Laissez Faire ◽  
The Impact

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

scholarly journals The Ethical Dimension in Transformational Leadership

2008 ◽  
Vol 3 (3) ◽  
Author(s):  
Anona Armstrong ◽  
Nuttawuth Muenjohn
Keyword(s):  
Transformational Leadership ◽  
Management Practices ◽  
Empirical Studies ◽  
Full Range ◽  
Empirical Support ◽  
Ethical Behaviour ◽  
Leadership Model ◽  
Full Range Leadership Model ◽  
Full Range Leadership ◽  
Leadership Behaviour

Few empirical studies have been done that directly address the underlying values that drive leadership or distinguish its ethical dimensions. As a result the development of a theory about how values and ethics affect transformational leadership lacks empirical support. This has important implications for the study of transformational leadership. The purpose of this study was to establish a range of values and implied approaches to ethics that are associated with transformational styles of leadership, to use an inductive approach to determine the values and ethical approaches associated with transformational leadership, and to determine whether such a style is always right in itself. The study used interview data from senior executives to address the questions: What kinds of values do people associate with the dimensions of transformational leadership? Are these values related to ethical conduct and positive outcomes for followers and organisations? What are the values that drive transformational leadership behaviour? Is there an ethical or moral dimension to it? Do these represent ethical or immoral dimensions in the “Full range leadership model? The results of this study suggest that leaders’ values are more important in driving ethical behaviour among leaders, than the operationalisation of the management practices suggested by transformational leadership theory.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

Adolescent Athletes’ Perceptions of Both Their Coachs’ Leadership and Their Personal Motivation

2021 ◽  
Vol 128 (2) ◽  
pp. 813-830
Author(s):  
Cristina López de Subijana ◽  
Luc J. Martin ◽  
Obdulia Tejón ◽  
Jean Côté
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Full Range ◽  
Age Group ◽  
Adolescent Athletes ◽  
Individual Motivation ◽  
Youth Athletes ◽  
Interpersonal Behaviors ◽  
Full Range Leadership ◽  
Personal Motivation

Previous studies, framed within the full range leadership approach, have described how the coach’s interpersonal behaviors affected athletic outcomes. However researchers have yet to explore how specific leadership behaviors (transformational vs transactional), as perceived by athletes, may affect athletes’ motivation. The aim of this study was to further examine the link between coaches’ leadership behaviors and athletes’ motivation among high achieving adolescent athletes. Two-hundred and twenty-three elite youth athletes ( M = 15.4 years; SD = 1.6; 53.4% male and 46.6% female) responded to questionnaires pertaining to their coaches’ leadership and their individual motivation levels. We found a direct and linear relationship between transformational leadership and intrinsic motivation, and between transactional leadership and external regulation. None of the moderators we studied (age, gender, age group category, and sport skill level) moderated relations between coaches’ leadership and personal motivation. This research re-emphasized the important interpersonal role that coaches play in athletes’ sport development. We recommend that coaches include more interpersonally focused educational programs that emphasize transformational leadership.

How does Leadership Motivate the Innovative Behaviors of Software Developers?

2022 ◽  
pp. 1727-1742
Author(s):  
Youngkeun Choi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Full Range ◽  
Intellectual Stimulation ◽  
Affective Organizational Commitment ◽  
Software Developers ◽  
Full Range Leadership ◽  
Software Engineers ◽  
Leadership Types ◽  
Innovative Behaviors

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase their affective organizational commitment affecting innovative behaviors positively in turn.

How does Leadership Motivate the Innovative Behaviors of Software Developers?

2019 ◽  
Vol 10 (4) ◽  
pp. 41-54
Author(s):  
Youngkeun Choi
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Full Range ◽  
Intellectual Stimulation ◽  
Affective Organizational Commitment ◽  
Software Developers ◽  
Full Range Leadership ◽  
Software Engineers ◽  
Leadership Types ◽  
Innovative Behaviors

This study examines the relationship between transformational leadership types and the motivation of software engineers. The author uses full range leadership as a major theory and investigates how transformational leadership types influences the innovative behaviors of software developers by using a mediator of affective organizational commitment. For this, this study surveys 352 software developers working in 35 companies in Korea and analyzes the data using AMOS 24. The results show that charisma, inspirational motivation, intellectual stimulation and individualized consideration increase their affective organizational commitment affecting innovative behaviors positively in turn.

scholarly journals Preferred Leadership Traits by Employees: A case study in Telecommunication Organization

2019 ◽  
Vol 5 (2) ◽  
pp. 53-65
Author(s):  
Maizan, C ◽  
Florianna, L. M. ◽  
Hamidi, H.
Keyword(s):  
Transformational Leadership ◽  
Leadership Style ◽  
Work Performance ◽  
Full Range ◽  
Leadership Traits ◽  
Telecommunication Sector ◽  
Leadership Model ◽  
Full Range Leadership Model ◽  
Full Range Leadership ◽  
Transformational Leadership Style

Leaders affect employees’ performance in the organization by their leadership style, which is dependent to the degree of favor by their followers. It is vital for the organization to identify the most effective leadership styles which will boost performance in the organization. This research studied the type of leadership trait most preferred in the telecommunication sector. This qualitative study used the Full Range Leadership Model to identify and suggest the preferred traits of a leader. The sampling method used was purposive.  Interview guides were used as the research tool. A total of six (6) informants were interviewed. The results showed transformational leadership style is the most preferred by all the informants as the employees found that the traits of the transformational leader bring more positive impacts on their work performance.   Keywords: Leadership traits; Transformational leadership; Telecommunication sector; Full-range Leadership Model; Employees performance.

scholarly journals How Coach Educators Deliver Formal Coach Education: A Full Range Leadership Perspective

2021 ◽  
Vol 8 (1) ◽  
pp. 23-33 ◽  
Author(s):  
Paul Garner ◽  
Jennifer Turnnidge ◽  
Will Roberts ◽  
Jean Côté
Keyword(s):  
Transformational Leadership ◽  
Recent Work ◽  
Observational Data ◽  
Full Range ◽  
Assessment System ◽  
Alpine Skiing ◽  
Leadership Assessment ◽  
Coach Education ◽  
Coach Leadership ◽  
Full Range Leadership

While recent work recognizes a need for coach education to place greater emphasis on interpersonal knowledge when developing coaching expertise, it is our position that coach educators (CEs) must follow a similar trajectory in embracing the interpersonal knowledge requisite of their role and move beyond a reliance on content and professional knowledge in order to shape their delivery. To better understand CEs’ behaviors, the authors observed four experienced CEs in Alpine skiing, using an adapted version of the Coach Leadership Assessment System during delivery of a coach education and assessment course. The authors also interviewed CEs to further elucidate the observational data. The findings suggest the benefit of transactional approaches to leadership during assessment when set against the backdrop of an environment driven by intentions consistent with transformational leadership. Furthermore, we call for a greater appreciation of context when imagining CEs’ behaviors that align with effective practice.

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