Leadership Styles for a Hybrid Work Model With a Focus on Servant Leadership

2022 ◽  
pp. 202-224
Author(s):  
Anant Lal Karn
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Empirical Studies ◽  
Working From Home ◽  
Service To Others ◽  
Work Model

Leadership is a must to get the task performed. This is more so for the new hybrid work model. There are styles of leadership. Hence, the question of selecting which leadership style is an important consideration. Hybrid work is related in part to working from home, which depends on the follower's prudent conduct. Under the circumstances, servant leadership has been considered appropriate. This is follower-oriented and believes in the service to others. This has been done by judging the effectiveness of servant leadership. First, how does servant leadership work been observed? Next, the empirical studies using servant leadership have been analyzed. Based on this analysis, the superiority of this leadership style has been determined. Thereafter, the role and issues in implementing hybrid work have been identified. Finally, a model has been developed to link servant leadership to hybrid work.

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

scholarly journals Measuring Transformational Leadership in Establishing Nursing Care Excellence

Healthcare ◽  
2019 ◽  
Vol 7 (4) ◽  
pp. 132 ◽  
Author(s):  
Sarah E. Moon ◽  
Pieter J. Van Dam ◽  
Alex Kitsos
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Nursing Care ◽  
Statistical Significance ◽  
Empirical Studies ◽  
Healthcare Organizations ◽  
Wide Range ◽  
Passive Avoidant ◽  
Health Organization

Transformational leadership (TL) is known to be essential to achieving Magnet® recognition, an internationally prestigious status for nursing care excellence. Since its inception in the 1980s, empirical studies have identified benefits of implementing the Magnet® Model involving improved patient care and nursing workforce outcomes. However, little is known about the leadership styles of nurse managers (NMs) working in a regional Australian context, which may hinder achieving Magnet® status. To close the knowledge gap, a self-administered survey was conducted to measure leadership styles of NMs at a large health organization comprising hospitals with a wide range of service profiles in regional Australia using a validated tool—the Multifactor Leadership Questionnaire (MLQ-6S). One-way of variance (ANOVA) was used to identify statistical significance between respondents’ demographic characteristics (e.g., age, education, gender) and their MLQ-6S scores. Respondents (n = 78) reported their leadership styles as more transformational, compared to transactional or passive/avoidant leadership styles. The findings indicated that NMs’ higher education (p = 0.02) and older age (p = 0.03) were associated with TL styles, whereas passive/avoidant leadership was generally reported by female (p = 0.04) and younger (p = 0.06) respondents. This study has identified differences in reported leadership styles among NMs, providing a unique organizational insight into developing strategies to improve NMs’ TL, which could help to facilitate the implementation of the Magnet® framework. Healthcare organizations in similar settings could benefit from replicating this study to identify a dominant leadership style and customize strategies to improve TL.

scholarly journals Leadership styles and relational energy: Do all leaderships styles generate and transmit equal relational energy?

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Okechukwu E. Amah
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Scenario Analysis ◽  
Experimental Methodology ◽  
Master Of Business Administration ◽  
Leadership Positions ◽  
Leadership Selection ◽  
Significant Difference ◽  
And Training

Background: Despite the espoused importance of relational energy, and the fact that it is generated in interaction between leaders and their subordinates, little is known about which leadership style generates the highest relational energy.Objectives: The purpose of this study was to determine if there are differences in the levels of relational energy generated and transmitted when employees interact with leaders who exhibit autocratic, transactional, transformational and servant leadership styles.Method: The study utilised scenario-based experimental methodology to gather data. Five leadership experts reviewed the description of each leadership style prior to use in the study. A pilot study was carried out with 40 executive education participants to establish that the description of each leadership style was different and identifiable by non-experts. Fifty-two executive Master of Business Administration (MBA) participants from various organisations in six industries in Lagos, Nigeria, provided data for the scenario analysis. To avoid errors, the data for each style were collected separately. Data analysis was performed using analysis of variance and Tukey’s honest significant difference test.Results: The results of the scenario analysis showed that indeed there is a difference in the relational energy generated when employees interact with different leadership styles.Conclusion: The results have practical implications for the selection and training of individuals to be placed in leadership positions. Leadership selection and training must emphasise servant leadership. This is the first study to empirically establish that different leadership styles generate and transmit different levels of relational energy during interaction with employees.

scholarly journals YORUBA CULTURE AND LEADERSHIP STYLE IN NIGERIAN ORGANISATION

2018 ◽  
Vol 3 (2) ◽  
pp. 32-42
Author(s):  
Bello Deva Vincent ◽  
Osarumwense V. Iguisi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Empirical Studies ◽  
Cultural Beliefs ◽  
Power Distance ◽  
Descriptive Statistics ◽  
Culture Dimensions ◽  
High Power Distance ◽  
Leadership Research ◽  
Structured Questionnaire

Culture and leadership research in the last decade witnessed a general upsurge. Empirical studies that determined the scores of the subgroup cultures and examined leadership styles and preferences in Nigeria, have not been exhaustively carried out. This study therefore examined subgroup cultures and leadership styles in Nigerian organizations. Due to the structure of most Nigerian public organizations which are characterized by multi-ethnic groups with heterogeneous cultural beliefs, this study examined the differences in the Hofstede’s culture dimensions’ scores, leadership styles and preferences among Yoruba subgroup in Nigeria with focus on Power Distance and Individualism/Collectivism. Survey research design was adopted, making use of questionnaire for data collection. The study made use of 345 members of staff purposively selected from among the Yoruba subgroups in the Central Bank of Nigeria Headquarters in Abuja. The data generated from the structured questionnaire were analyzed using Statistical Package for Social Science (SPSS) for descriptive statistics. Hofstede’s culture dimensions of power distance and individualism/collectivism were computed using the Value Survey Module (VSM) developed by Hofstede. This study found that there is a high power distance among the Yoruba subgroup, and the leadership style preferred by the Yoruba’s is the democratic style of leadership and that the Yoruba subgroup is a collectivistic society.

Autocratic, Transactional, and Servant Leadership in Japan, France, and Mexico

2020 ◽  
pp. 101-133
Author(s):  
Cynthia Maria Montaudon-Tomas ◽  
Ivonne M. Montaudon-Tomas ◽  
Yvonne Lomas-Montaudon
Keyword(s):  
Servant Leadership ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Cultural Differences ◽  
Leadership Style ◽  
Theoretical Study ◽  
Global Leadership ◽  
Multiple Perspectives ◽  
Cross Culture ◽  
Culture Study

A theoretical study was conducted based on three different leadership styles: autocratic, transactional, and servant. The most relevant characteristics of each leadership style were summarized. A cross-culture study was proposed considering three countries from diverse clusters according to the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). Each culture was analyzed separately, and relevant statistics were presented as elements for comparison. Different models and tools to evaluate cultural differences were used to create a multiple perspectives overview. Information from the three leadership styles was used to further determine whether those styles fit the cultural descriptions in order to establish the most frequent and suitable leadership styles in the selected countries and to understand how leadership styles can vary from region to region.

scholarly journals Comprehending Leadership Patterns with focus on Servant Leadership

2021 ◽  
Vol 21 (1) ◽  
pp. 1
Author(s):  
Dr Manodip Ray Chaudhuri ◽  
Sarina Pradhan
Keyword(s):  
Decision Making ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Problem Solver ◽  
Primary Research ◽  
Secondary Research ◽  
Face To Face ◽  
Specific Goal

Leadership is the art of motivating a group of people to act towards achieving a specific goal. Leadership style is the method and approach of providing direction, implementing plans and motivating people. It is the sum total of explicit and implicit actions performed by the leader. The study investigates the different leadership styles in the organisation and a country wise classification of how leadership style varies across different nations. This is on the basis of factors like power distance, equality and decision making process. This paper also touches upon certain dark aspects of leadership. The method of collecting data constitutes of primary and secondary research. Primary research has been done by the way of unstructured face to face interview, telephonic interview and interview through emails, while secondary research includes books, journals, articles, magazines and online blogs. Keywords— Leadership, Leadership Styles, Servant Leadership, HR Leadership, Consensual Decision Making, All Pervasive, Collaborator, Problem Solver, Architect

scholarly journals Servant Leadership Styles: A Theoretical Approach

2021 ◽  
Vol 5 (2) ◽  
pp. 245-256
Author(s):  
Thanh Nguyen Hai ◽  
Quang Nguyen Van
Keyword(s):  
Literature Review ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Theoretical Approach ◽  
Full Text ◽  
Public Organizations ◽  
Leadership Theories ◽  
Great Responsibility ◽  
Current Context

The main objective of the article is to examine the leadership style through a number of analyses, evaluations and researches from available sources, in order to discover suggested facts related to leadership activities through the prisms of servant leadership theory. So far, many leadership theories have been developed, proposing different leadership styles. One of the most discussed leadership styles is the servant leadership, which implies that a person must be human first, leader second. Every leader must whole heartedly serves an organization to which he/she belongs. This is both an honor and a great responsibility for the leader. The main methods used in the article are analysis, synthesis, evaluation based on literature review. The article aims to point out the outstanding strengths of the servant leadership style that a leader needs. The article focuses on specifying the strengths in servant leadership that leaders need in the current context of ever changing world, and hence, proposes guidelines for leaders to learn and practice so that they can better serve their public organizations. Doi: 10.28991/esj-2021-01273 Full Text: PDF

An Integrated Analysis on the Impacts of Leadership Styles on faculty Intentions for Retention

2020 ◽  
Vol 11 (1) ◽  
pp. 41-41
Author(s):  
Pei-Hua Tsai ◽  
Lung-Hsing Kuo
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Organizational Identification ◽  
Effective Leadership ◽  
Meta Analysis ◽  
Empirical Studies ◽  
Integrated Analysis ◽  
Governmental Organizations ◽  
Integrated Study

High retention is relevant to an issue of the effectiveness of a leadership. An effective leadership can be measure by the outcomes that the team has achieved and the willingness of employee to follow a leader. The issues of leadership have been explored in the category of employee's organizational identification and levels of engagement. The issue of educators' intentions for retention has rarely as much as employees in governmental organizations or in companies. Moreover, most empirical studies focus on single leadership style or double leadership styles. It is rarely seen that using the technology of meta-analysis to explore how multi-frame leadership styles impact the intentions for retentions for those who work as educators at school. Keywords: Leadership, retention, integrated study

scholarly journals Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria

2015 ◽  
Vol 3 (12) ◽  
pp. 101-110
Author(s):  
Adamu Ahmed Girei
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Laissez Faire ◽  
Transactional Leadership Style ◽  
Improved Performance ◽  
Transformational Leadership Style ◽  
The Impact

This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.

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