Measurement of the Intention to Exhibit Leadership Behavior

2021 ◽  
pp. 90-104
Author(s):  
Charles G. Sanders
Keyword(s):  
Work Environment ◽  
21St Century ◽  
Reasoned Action ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Behavioral Model ◽  
Leadership Role ◽  
Global Environment ◽  
Effective Response

The leadership intention measure was developed to help organizations deal with the dynamic and complex realities of the 21st-century competitive global environment, which necessitates a more rapid and effective response to changes to survive. An effective approach for dealing with this reality is to involve employees in the various leadership processes for the organization. However, employees must be prepared to assume the responsibility for a more active leadership role. Before an organization can open their work environment for ‘leadership in all', determining whether members have the intention to exhibit leadership is critical. Therefore, this scale is based on the reasoned action behavioral model of Fishbein and Ajzen to determine the intentions of employees for engaging in leadership behavior. The LIM scale was validated in an organization whose stated culture encouraged leadership behavior by all. Results indicate that this measure would be a valuable tool for assessing organization readiness for facilitating and enabling leadership behaviors.

Self-determined leader motivation and follower perceptions of leadership

2018 ◽  
Vol 39 (5) ◽  
pp. 608-619 ◽  
Author(s):  
Stephanie Gilbert ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Role ◽  
Cross Sectional ◽  
Content Type ◽  
Follower Perceptions ◽  
Cross Sectional Design ◽  
Perceptions Of Leaders ◽  
Perceptions Of Leadership

Purpose A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues. Design/methodology/approach The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations. Findings Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership. Research limitations/implications The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior. Originality/value This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

Serving You Depletes Me? A Leader-Centric Examination of Servant Leadership Behaviors

2020 ◽  
pp. 014920632090688
Author(s):  
Chenwei Liao ◽  
Hun Whee Lee ◽  
Russell E. Johnson ◽  
Szu-Han (Joanna) Lin
Keyword(s):  
Servant Leadership ◽  
Perspective Taking ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Self Regulation ◽  
Leadership Role ◽  
Leader Behaviors ◽  
Sampling Studies ◽  
Dynamic Perspective ◽  
Laissez Faire

Leader behaviors are dynamic and vary over time, and leaders’ actions at a given time can have ramifications for their subsequent behavior. Taking such a dynamic perspective on leader behaviors, we examined daily servant leadership behavior and its downstream effects on the leaders themselves from a within-person self-regulation perspective. Results from two experience sampling studies consistently revealed that engaging in daily servant leadership behavior can come at a cost for the leaders. Specifically, for leaders who are low in perspective taking, engaging in servant leadership behavior was associated with increases in same-day depletion and next-day withdrawal from their leadership role (i.e., greater laissez-faire behavior). However, for leaders who frequently exercise perspective taking, engaging in daily servant leadership behavior was instead associated with decreases in depletion and subsequent laissez-faire behavior, suggesting that servant leadership behaviors are replenishing for these individuals. Experience in perspective taking is therefore a key individual difference that determines whether enacting servant leadership behavior is beneficial or detrimental for leaders. We discuss theoretical and practical implications of our findings and provide avenues for future leadership research.

Leadership and Employee Work Passion: Propositions for Future Empirical Investigations

2017 ◽  
Vol 16 (4) ◽  
pp. 394-424 ◽  
Author(s):  
Richard Egan ◽  
Mark Turner ◽  
Deborah Blackman
Keyword(s):  
Theoretical Model ◽  
Work Environment ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Organizational Outcomes ◽  
Research Interest ◽  
Future Research ◽  
Research Propositions ◽  
Work Passion

There has been growing research interest in work passion; however, limited research has been conducted on the role of work environment antecedents on which employee cognitions and affect are formed and employee work intentions are developed. Research has shown that leadership is fundamental and influential in contemporary organizations, and it affects numerous positive employee and organizational outcomes, yet questions relating to which leadership behaviors encourage (or discourage) employee work passion, and how such processes occur, remain unanswered. Our analysis of two distinct streams of research—employee work passion and leadership theory—resulted in the development of a theoretical model that links leadership (behavior and values), employee affect, and employee work intentions. We propose that employee affect will mediate relations between leadership and work intentions. Research propositions and recommendations for future research are presented.

scholarly journals Examination of the relationship between school principals’ 21st century skills and their strategic leadership according to teachers’ opinions

2020 ◽  
Vol 10 (2) ◽  
pp. 399-426
Author(s):  
Servet Özdemir ◽  
Ömür Çoban ◽  
Süheyla Bozkurt
Keyword(s):  
21St Century ◽  
21St Century Skills ◽  
School Principals ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Pearson Correlation ◽  
Strategic Leadership ◽  
Managerial Leadership ◽  
Educational Administrators ◽  
The Relationship

This study aims to examine the relationship between school principals’ 21st century skills and their strategic leadership according to teachers’ opinions. In this quantitative research, a descriptive model that describes the situation was used. The study was conducted in Ankara, and 424 teachers joined the study. To get data from teachers, two scales were used: 21st Century Educational Administrators’ Skills Scale and Strategic Leadership Scale. In order to determine the level of school principals’ 21st century skills and their strategic leadership, descriptive analysis was used as well as Pearson Correlation Analysis and Regression analysis. There were significant positive relationships between all dimensions of educational administrators’ 21st century skills and strategic leadership behaviors. Besides, education managers’ 21st century skills were found to be a significant predictor of their strategic leadership behaviors. As a result of the research, it was revealed that information literacy, technology literacy, accountability, leadership and responsibility were significant predictors of managerial leadership behavior. School administrators need to increase their levels of knowledge literacy, technological literacy, accountability, leadership, and responsibility skills in order to improve their managerial leadership behaviors.

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

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.

Frequency of Leadership Behaviors Among Athletic Trainers in University Settings

2017 ◽  
Vol 12 (3) ◽  
pp. 165-178 ◽  
Author(s):  
Matthew R. Kutz ◽  
Jennifer Doherty-Restrepo
Keyword(s):  
Athletic Training ◽  
Leadership Behaviors ◽  
Survey Design ◽  
Leadership Behavior ◽  
Athletic Trainers ◽  
Demographic Variables ◽  
Training Context ◽  
Paired Samples ◽  
Frequency Of Use ◽  
University Settings

Context: Leadership has been reported to be an important factor in the practice of athletic training. However, no research has identified the frequency in which leadership is practiced by athletic trainers. Objective: To explore and compare the frequency with which athletic trainers practice leadership in their athletic training and non–athletic training roles. Setting: Survey design using athletic trainers in clinical and academic roles. Patients or Other Participants: One hundred one athletic trainers in university settings (69% program directors; 31% university-based clinicians), yielding a 12% response rate and a satisfactory effect size (d = 0.73); mean age of respondents was 41 ± 9.5 years, mean experience was 18 ± 9.0 years, and 98% of respondents had at least a master's degree. Main Outcome Measure(s): Frequency of leadership behavior by athletic trainers was assessed using the Frequency of Leadership in Athletic Training Scale (FLATS). Data on frequency of use were organized by different demographic variables and between athletic training roles and non–athletic training roles. Results: The FLATS psychometric analysis yielded satisfactory internal consistency and validity (α = 0.91 to 0.96; correlations ranged from r = 0.39 to r = 0.87, P ≤ .05; concurrent validity was supported by differences between scale items and selected demographic characteristics). Paired-samples t tests indicated significant differences between practice frequencies of leadership behaviors in athletic training roles when compared with out of athletic training roles (mean = 2.24 ± 0.33 versus 1.98 ± .38, P = .000). Furthermore, mean scores for 44 (of 47) FLATS items were significantly higher for in versus out of athletic training roles (P ≤ .05). Independent t tests showed significant differences between specific item frequencies among different variables (ranges: t43–99 = −3.290 to 3.339, P = .001 to .05). Conclusions: A majority (85%) of leadership behaviors are practiced frequently (often or always) by athletic trainers. Frequency of leadership behavior by athletic trainers decreases when they are not functioning in an athletic training context.

Managers’ silent whisper innovation involvement and role-modeling in service firms

2018 ◽  
Vol 21 (1) ◽  
pp. 2-19 ◽  
Author(s):  
Ingela Sölvell
Keyword(s):  
Role Model ◽  
Leadership Behavior ◽  
Innovation Management ◽  
Service Innovation ◽  
Role Modeling ◽  
Leadership Role ◽  
Service Firms ◽  
Actual Behavior ◽  
Leadership Roles ◽  
Content Type

Purpose The task of leading innovation is predominantly pictured as a supportive role vis-à-vis employees. Motivation is a crucial aspect of this task. To better understand the practice of this change-oriented leadership task, the actual behavior and activities of managers are investigated. The purpose of this paper is to reflect through practice and self-reports how this leadership challenge is executed. Design/methodology/approach In this longitudinal multi-method investigation, the service innovation literature constitutes the main theoretical framework. The investigation draws additionally on leadership literature about how to understand leadership through practice. The methodological design facilitated the drawing of causal inferences in the dynamics of service innovation. Findings The investigation enhances our understanding of managers’ particular context of innovation, and particularly the initiation context. It provides empirically grounded descriptions of what managers identify as potential opportunities, and how they take them further in the ideation stage. The results develop the suggestion that leadership roles, and specifically change-oriented roles, are not restricted to initiating or enabling activities related to the employees. Instead the much downplayed leadership role, i.e. the active practice-based involvement in innovation, is theorized as a role that is continuously activated, but tends to be set aside for contingency reasons. Research limitations/implications Further research is needed to assess the importance of managers’ involvement in the practice of innovation, both through systematic mapping of ideas on a larger scale, and through the employee perspective. This paper provides useful insights on managers’ cognition and involvement in innovation for further investigations of innovation management. Practical implications The results provide awareness for managers regarding their diverse leadership roles related to innovation. First, the study embraces heterogeneous ideas that are useful to evaluate and constitute role-modeling. Second, it highlights how managers’ execution of innovation creates awareness about the challenges involved. Finally, but maybe most important, the results alert managers of the discontinuity, even in strategically anchored intentional innovation. Social implications In a changing innovation landscape, individual firms need to draw on other firms to achieve their innovation strategies. In pursuit of this goal, this paper enhances the understanding of the role-modeling leadership task. It is a novel way of guiding individuals that are exposed to new and uncertain innovation contexts, and rethinking how innovation eventually can be achieved. Originality/value While earlier research has identified the multifaceted leadership behavior to support innovation, this paper outlines the contextual conditions and the practice of executing the suggested powerful role of being a role-model for others.

scholarly journals Communication in the 21st century. The influence of technology and globalization

2021 ◽  
Vol 129 ◽  
pp. 09003
Author(s):  
Florina Bran ◽  
Dumitru Alexandru Bodislav ◽  
Anna Kant ◽  
Raluca Iuliana Georgescu
Keyword(s):  
Communication Technology ◽  
21St Century ◽  
Value Added ◽  
Global Environment ◽  
Secondary Outcome ◽  
Technology Market ◽  
Virtual Meetings ◽  
The Way

Research background: This paper highlights the evolution of the way we communicate, especially on how it accelerated to today’s means of communication, resulted as a secondary outcome of the actual covid19 pandemic. We try to elaborate on the evolution of the technology, from the primitive email to today’s Zoom meetings and others powerful tools of collaboration. Purpose of the article: Globalization although it has decelerated as a 21st century standalone tool, it had its powers and paths saved and restored by the use of communication technology that not only stepped up as a key player in the global IT&C market, but also it is pushed to new limits by the involvement of companies like Google and Amazon in pushing virtual meetings at the next level. Our study follows the journey of becoming a global and connected citizen in the 21st century by analyzing the macroeconomic perspective and also by creating an oversight on how the business concepts in the communication technology market will influence the next decade. Methods: The methods will consist of an analysis of the global environment of the IT&C companies and of the most tech-savvy economies. Findings & Value added: The key feature of this research is that it offers an elaborate plan on the next decade will look like in the field of communication from the technological and globalization perspective.

Leadership in an interorganizational collaboration: A qualitative study of a statewide interagency taskforce

2018 ◽  
Vol 72 (2) ◽  
pp. 397-419 ◽  
Author(s):  
Michael W Kramer ◽  
Eric Anthony Day ◽  
Christopher Nguyen ◽  
Carrisa S Hoelscher ◽  
Olivia D Cooper
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Full Range ◽  
Health And Safety ◽  
Strategic Plan ◽  
The United States ◽  
Leadership Theories ◽  
Full Range Leadership ◽  
Interorganizational Collaborations ◽  
Over Time

The increased reliance on interorganizational collaborations (ICs) has created new challenges for leaders. They must attempt to apply leadership theories and behaviors developed primarily for leading within one organization or group to leading collaborations of multiple organizations and stakeholders. To provide insight into this issue, this study examines leadership behavior in an IC developing a strategic plan to promote changes to address public health and safety concerns related to substance abuse. Combining observations and interviews, we followed a statewide interagency taskforce in a southwestern state of the United States from its inception through completion of its strategic plan within a 10-month deadline. Findings show different leadership behaviors were integrated and evolved over time to strike a balance between decision-making effectiveness and efficiency. In particular, the findings support recent research on examining leadership behavior holistically to develop a ‘fuller full-range’ leadership perspective (Antonakis and House, 2014), especially in terms of how collectivistic and instrumental leadership should complement transformational leadership, and by demonstrating that the combinations of leadership change over time and occur at multiple levels. These findings provide guidance for future practice and research on ICs promoting change.

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