Ethics and Leadership

2015 ◽  
pp. 873-891
Author(s):  
Nathan S. Hartman ◽  
Thomas A. Conklin
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Leadership Behaviors ◽  
Organizational Outcomes ◽  
Organization Culture ◽  
Employee Behaviors ◽  
Prevention Orientation ◽  
Leadership Approaches ◽  
Promotion Orientation

Leadership and ethics continue to be important areas of research. The devastating results of failed leadership in numerous Enron-like situations have ensured that this is the case. This chapter suggests how various leadership approaches and behaviors lead to or develop different types of employee behaviors that impact organizational outcomes. The framework reviews ethical, transformational, and servant leadership, and their relationship to self-regulatory focus. Specifically, promotion-oriented leaders tend to reflect transformational and servant-leadership behaviors and resulting organization cultures, while prevention-oriented leaders match the ethical leadership style and related organization culture. The prevention orientation is a conservative mindset guiding consistent leader and employee behavior, while the promotion orientation provides more opportunity for unique and innovative behaviors.

Ethics and Leadership

2014 ◽  
pp. 182-200
Author(s):  
Nathan S. Hartman ◽  
Thomas A. Conklin
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Regulatory Focus ◽  
Leadership Behaviors ◽  
Organizational Outcomes ◽  
Organization Culture ◽  
Employee Behaviors ◽  
Prevention Orientation ◽  
Leadership Approaches ◽  
Promotion Orientation

Leadership and ethics continue to be important areas of research. The devastating results of failed leadership in numerous Enron-like situations have ensured that this is the case. This chapter suggests how various leadership approaches and behaviors lead to or develop different types of employee behaviors that impact organizational outcomes. The framework reviews ethical, transformational, and servant leadership, and their relationship to self-regulatory focus. Specifically, promotion-oriented leaders tend to reflect transformational and servant-leadership behaviors and resulting organization cultures, while prevention-oriented leaders match the ethical leadership style and related organization culture. The prevention orientation is a conservative mindset guiding consistent leader and employee behavior, while the promotion orientation provides more opportunity for unique and innovative behaviors.

scholarly journals The Relationship between Instructor Servant Leadership Behaviors and Satisfaction With Instructors in an Online Setting

2018 ◽  
Vol 22 (1) ◽  
Author(s):  
Faris George Sahawneh ◽  
Lorraine T Benuto
Keyword(s):  
Online Learning ◽  
Servant Leadership ◽  
Student Satisfaction ◽  
Leadership Style ◽  
Leadership Behaviors ◽  
Linear Regression Analysis ◽  
Strong Positive Correlation ◽  
Online Students ◽  
South Central ◽  
The Relationship

Servant leadership has the potential to improve student satisfaction with online learning. However, the relationship between servant leadership and student satisfaction in an online environment had not yet been understood at the level of the individual instructor. The purpose of this quantitative, correlational study was to evaluate the relationship between online students’ perception of their instructor’s servant leadership style and the student’s satisfaction with the online instructor. We selected 155 online students at a major community college in the south-central United States to complete the Servant Leadership Questionnaire and the Student Evaluation of Teaching survey online. We examined the relationships between each of the five facets of perceived servant leadership style (altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship) and student satisfaction. The results of the Spearman’s correlations showed a strong positive correlation between all servant leadership behaviors and student satisfaction, p < .001. A multiple linear regression analysis showed that the combination of altruistic calling, persuasive mapping, and wisdom strongly predicted student satisfaction with the instructor, F(3, 151) = 83.8, p < .001, R2= .63. The results of this study have filled a gap in the literature on the relationship between online student satisfaction and individual servant leadership behaviors. We recommend future research to investigate servant leadership in relationship to online learning at 4-year public, for-profit, and private institutions.

scholarly journals Motivation in Words: Promotion- and Prevention-Oriented Leader Communication in Times of Crisis

2016 ◽  
Vol 44 (7) ◽  
pp. 2859-2887 ◽  
Author(s):  
Daan Stam ◽  
Daan van Knippenberg ◽  
Barbara Wisse ◽  
Anne Nederveen Pieterse
Keyword(s):  
Economic Growth ◽  
Leadership Styles ◽  
Regulatory Focus ◽  
Organizational Leaders ◽  
Regulatory Focus Theory ◽  
Situational Uncertainty ◽  
Prevention Orientation ◽  
Promotion Orientation ◽  
Focus Theory ◽  
Archival Study

Research demonstrates that situational uncertainty or crisis strongly influences the endorsement of the more charismatic or decisive leadership styles and that inspirational communication is at the heart of these styles. However, there is currently little understanding of what leaders should convey through their communication to be endorsed in crisis. Based on regulatory focus theory, we argue that times of crisis make leaders who use more promotion-oriented communication more likely to be endorsed and leaders who use more prevention-oriented communication less likely to be endorsed. Results of Study 1, an archival study of U.S. presidents, show that presidents who use more promotion-oriented communication are more endorsed but only if economic growth is low or if inflation is high, while no effects of the use of prevention orientation of communication surfaces. Results of Study 2, a laboratory experiment, show that leaders who communicate a promotion orientation, as compared to a prevention orientation, motivate higher performance in participants in a crisis condition, but that there is no difference in a no-crisis (i.e. control) condition. Finally, results of Study 3, a scenario experiment, demonstrate that organizational leaders that communicate more promotion-oriented (as opposed to more prevention-oriented) have a higher chance of being endorsed but only in times of crisis and that this effect is mediated by followers’ motivation to realize the plans of the leader.

Regulatory Focus Scale (RFS): Development of a Scale to Record Dispositional Regulatory Focus

2007 ◽  
Vol 66 (2) ◽  
pp. 109-116 ◽  
Author(s):  
Bernhard Fellner ◽  
Marianne Holler ◽  
Erich Kirchler ◽  
Alfred Schabmann
Keyword(s):  
Factor Structure ◽  
Regulatory Focus ◽  
Regulatory Focus Theory ◽  
Factor Analyses ◽  
Prevention Orientation ◽  
Promotion Orientation ◽  
Sense Of Obligation ◽  
Focus Theory

This article presents the Regulatory Focus Scale (RFS), an instrument comprising 10 items to record promotion orientation and prevention orientation, in accordance with regulatory focus theory (Higgins, 1997, 1998). In Study 1 (n = 130), 33 newly-constructed items were specified to record dispositional regulatory focus. They were administered along with the Regulatory Strength Measure (RSM) and items of various dimensions of the Schwartz values questionnaire (Schwartz Portrait Questionnaire, SPQ). Using distribution and factor analyses (exploratory und confirmatory), 10 new items were put together to create the RFS. Promotion orientation factors were named Openness to New Things and Autonomy, whereas prevention orientation factors were termed Orientation to the Expectations of Others and Sense of Obligation. There were only low correlations between the RFS and the results of the RSM, but very clear correlations between the RFS and the SPQ. In Study 2, using an independent sample (n = 200), it was possible to confirm the factor structure of the RFS found in Study 1.

Understanding Servant Leadership in Nursing: A Concept Analysis

2021 ◽  
pp. HumanCaring-D-20-00022
Author(s):  
Kathleen Neville ◽  
Kimberly Conway ◽  
Joyce Maglione ◽  
Katherine A. Connolly ◽  
Marie Foley ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Organizational Management ◽  
Concept Analysis ◽  
Theory Model ◽  
Leadership Characteristics ◽  
Elusive Concept

Despite the abundance of servant leadership literature, scholars recognize the need for a more precise conceptualization of the concept. Although the predominant literature emanates from organizational management and industry describing servant leadership as a theory, model, philosophy, or leadership style, less attention has focused on servant leadership in academia, and most notably in nursing. The purpose of this analysis is to clarify the concept of servant leadership and to provide further delineation of this highly relevant, but elusive concept in nursing. Findings of this concept analysis identify a linkage among servant leadership characteristics, caring theories, and the profession of nursing.

Positive and proactive leadership: disentangling the relationships between stress, resilience, leadership style and leader satisfaction/well-being

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Charlotte D. Shelton ◽  
Sascha D. Hein ◽  
Kelly A. Phipps
Keyword(s):  
Leadership Style ◽  
Time Management ◽  
Leadership Behaviors ◽  
Well Being ◽  
Process Skills ◽  
Work Process ◽  
Theoretical Understanding ◽  
Content Type ◽  
Positive Leadership ◽  
The Impact

Purpose This study aims to analyze the relationships between leader resilience, leadership style, stress and life satisfaction. It reflects an emerging theoretical framework that positions resilience as a capacity that can be developed vs a response mechanism driven by innate traits. Design/methodology/approach To test three research hypotheses, online survey data were collected from 101 E.M.B.A. alumni of a US-based university using a cross-sectional, correlational research design. The results were analyzed using multiple linear regression. The authors assessed resilience, leadership style, stress and satisfaction/well-being using standardized inventories. Findings The results support previous research that has identified a significant relationship between resilience and positive leadership. Unique to this study, however, is the finding that work process behaviors (e.g. time management, cooperation, receptiveness) rather than traits (e.g. optimism, self-esteem, locus of control) are the resilience factors most associated with a positive leadership style. Work process skills significantly interacted with stress level to moderate leadership style. Additionally, a positive leadership style moderated the impact of stressful life events on leader satisfaction/well-being. Research limitations/implications Key limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed. Practical implications Organizational stress is pervasive, and resilience is increasingly recognized as a foundational leadership skill. This study provides empirical data documenting positive relationships between resilience, constructive leadership and leader satisfaction/well-being. This research also identifies work process behaviors (e.g. time management, cooperation and receptiveness) as the primary resiliency factors associated with sustaining positive leadership behaviors in times of stress. These results support previous research findings that have positioned resiliency as a capacity that can be developed, providing further support for investing in resiliency training for leaders. Originality/value This research contributes to the literature by analyzing resilience more comprehensively than previous studies. It extends the theoretical understanding of resilience beyond traits using an 160-item inventory that assesses four discrete domains of resilience. The results provide support for the importance of developing process skills in leaders to increase resiliency; thus, increasing the probability, they will model constructive leadership behaviors in times of significant stress.

scholarly journals A Study on the Leadership Style and the Organizational Performance in Korea and USA

2016 ◽  
Vol 11 (7) ◽  
pp. 42
Author(s):  
Young Kwan Lee ◽  
Cheon Deok Hee
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Customer Orientation ◽  
Developmental Process ◽  
Innovative Behavior ◽  
Global Competitiveness ◽  
The Us ◽  
Expert Opinion Survey

<p>This study aimed to suggest ways Korea’s top-class hotels can improve their global competitiveness, using as a model the developmental process of hotel leadership in the US. We conducted an expert opinion survey on hotel leaders in Korea and the US and explored the differences between their perceptions of emotional leadership and servant leadership and ways to improve organizational performance. We also conducted a quantitative study involving employees of Korea's top-class hotels to investigate the effect of emotional and servant leadership styles on job satisfaction, innovative behavior, and customer orientation. The results suggest that, to improve job satisfaction, respect for values and support for growth under servant leadership should be focused on and that innovative behavior is encouraged by respect for values and the formation of community under servant leadership. To enhance customer orientation, respect for values and support for growth should be focused on. Finally, job satisfaction and innovative behavior contribute directly to improving customer orientation.</p>

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