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.

Influence of age and gender on decision-making models and leadership styles of non-profit executives in Texas, USA

2016 ◽  
Vol 24 (2) ◽  
pp. 186-203 ◽  
Author(s):  
Francis C. Uzonwanne
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Leadership Style ◽  
Business Strategies ◽  
Rational Decision ◽  
Content Type ◽  
Non Profit ◽  
Rational Decision Making ◽  
Significant Difference ◽  
Decision Making Models

Purpose The purpose of this study is to fill the gap by investigating the relationship between age and other demographics on decision-making and leadership styles of executives in the non-profit sector. Design/methodology/approach This study is a quantitative research using correlation analysis and analysis of variance. The quantitative approach establishes facts, makes predictions and tests stated hypothesis and used the Pearson correlation coefficient, the ANOVA and the two-way analysis of variance. This study used surveys to collect data. Findings H1 states that there will be no significant difference in the decision-making models used among non-profit organizational leaders (rational, intuitive, dependent, spontaneous and avoidant) based on demographic variables: gender and age. H2 states that there will be no significant difference in the leadership style used among non-profit organizational executives (selling, telling, delegating and participating) and different dimensions of demographic variables: gender and age. Research limitations/implications This study explored the relationship between the demographics, age and gender and the decision-making models (rational, intuitive, dependent, spontaneous and avoidant) and leadership styles (selling, telling, delegating and participating) of executives in non-profit organizations. The age of the executives also showed to be important factors that influenced executive’s leadership styles and decision-making models as well. Practical implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Social implications Rational decision-making as reflected to in this study has been used by older, possibly more experienced non-profit executives. This model is favorable towards making decisions on complicated issues. The final choice rational decision-makers select will maximize the outcome; it is assumed that the decision-maker will choose the alternative that rates the highest and get the maximum benefits (Robbins and Decenzo, 2003, pp. 141-142). The researcher suggests that non-profit executives, especially the younger executives, should attend management and leadership conferences that focus on rational decision-making models as concerns business strategies and making the best choices based on possible alternatives. Originality/value This is an original piece of research that contributes to the literature on leadership style.

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.

The interaction between leadership styles and their followers' human capital: a correspondence analysis approach applied to micro-sized businesses

2021 ◽  
Vol 40 (1) ◽  
pp. 74-93
Author(s):  
Mohammed Ali Al-Awlaqi ◽  
Ammar Mohamed Aamer ◽  
Maged Mohammed Barahma ◽  
Mohamed Battour
Keyword(s):  
Human Capital ◽  
Leadership Styles ◽  
Leadership Style ◽  
Correspondence Analysis ◽  
Selection Process ◽  
Middle Level ◽  
Content Type ◽  
Transformational Leadership Style ◽  
And Training ◽  
Selection Of

PurposeThe purpose of this paper is to investigate the tendency of leaders to select their followers depending on their human capital factors such as age, education level, previous working experience and training.Design/methodology/approachThe participants were 1,388 employees working in a randomly selected sample of 289 small-sized businesses operating in Yemen. A self-reported questionnaire was used to collect the data. The correspondence analysis method was used to explore the tendency of leaders to select their followers depending on their human capital factors.FindingsWe found significant corresponding relationships between leadership styles and the selection of the followers' human capital factors. The passive avoidant style was found to select middle-age, long-experience and fully-trained followers. Transactional style on the other hand was found to select young, middle-level experience and non-trained followers. The transformational leadership style was found to have no selection preferences towards any of the human capital factors except for working experience.Originality/valueAlthough, some previous studies tried to understand the leaders–followers relationships, no one investigated the tendency of leaders to select their followers according to their preferences. This study contributes significantly to the leaders–followers theory by studying the selection process of the leadership style of their followers' human capital factors. Understanding this phenomenon could help explain why some leadership styles are more effective than others, especially in very limited resources contexts such as micro-sized businesses.

scholarly journals Leadership Style Paradigm Shift in Hospital Industry: Need of the Day, in Comparison with Hospitality Industry

2019 ◽  
Vol 21 (1) ◽  
pp. 141-153
Author(s):  
Bhagyashree Sudhakar Joshi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Hotel Industry ◽  
Point Of View ◽  
Middle Level ◽  
Paradigm Change ◽  
Hospital Industry ◽  
Leadership Positions ◽  
Survey Tool ◽  
Hospital Leaders

Importance: Current hospital leaders struggle to find leadership style which is beneficial and suitable to face the challenges present in the organization. Limited literature and lack of evidence on leadership styles related to the hospital and healthcare industry leave them directionless. Scarcity of training from the leadership point of view and lack of leadership models and lack of evidence on ‘which leadership style is most suitable and beneficial’ in the hospital industry, especially in the Indian context, increase the need for the current study. Objective: To understand and compare the leadership styles adopted by the top and middle level leaders from the hospital and hotel industry. Methodology: Quantitative study design, that is, survey, was used in this study. Survey tool consisted of structure items on 10 leadership styles with five-point Likert scale. A total of 41 top and middle level leaders from hospital and hotel industry participated in this study. Results: The study addressed issues pertaining to leadership, suggesting a paradigm change in hospital industry in relation to leadership style. Results showed that male leaders dominated the top and middle level leadership positions in both industries. Hospital leaders were older and more qualified and experienced as compared to those in hotel industry. Leaders reported using all 10 leadership styles from low to high levels. As each leadership style has its own strengths and weaknesses, adopting a combination of multiple leadership styles as per the need strengthens the overall output. Conclusion: Mixed leadership style needs to be adopted by the hospital leaders.

scholarly journals Changing Leadership Style in the Vietnamese Commercial Banks Before and After Vietnam Joins the WTO

2017 ◽  
Vol 13 (2) ◽  
pp. 1 ◽  
Author(s):  
Do Minh Cuong ◽  
Nguyen Hai Minh
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Commercial Banks ◽  
Research Result ◽  
T Test ◽  
Analysis Techniques ◽  
Significant Difference ◽  
Diagnostic Models ◽  
Change Level ◽  
Before And After

This study seeks to examine the changes in leadership style in four state-owned commercial banks in Vietnam of Vietcombank, Vietinbank, BIDV and Agribank before and after Vietnam joins the WTO, from 2007 to 2015. The study used OCAI culture diagnostic models to assess four different leadership styles using questionnaires and multivariate analysis techniques (paired t test, t test, ANOVA). The research result from 1056 employees in Vietnamese banks shows that there is a shift in the leadership style between two periods before and after Vietnam joins the WTO. The study also shows a significant difference in the change level of the leadership style between banks that have increased competitive and creative factors. This conversion trend is strongly increasing as Vietnam is about to participate in the TPP.

scholarly journals Leadership styles: perceived differences between male and female leaders in the fields of finance and accounting

2020 ◽  
Vol 12 ◽  
pp. 1173
Author(s):  
Emerson Weslei Dias ◽  
Elza Fatima Rosa Veloso ◽  
Marcelo Antonio Treff
Keyword(s):  
Data Collection ◽  
Leadership Styles ◽  
Leadership Style ◽  
Female Leaders ◽  
Leadership Positions ◽  
General Hypothesis ◽  
Men And Women ◽  
Male And Female ◽  
Electronic Survey

The purpose of this study is to identify how accounting and finance professionals perceive the leadership styles adopted by their male and female leaders. In order to analyze the hypothesis that there are differences in leadership styles between men and women, a bibliographical review of leadership style and contingency theories was carried out. For the data collection, an electronic survey was carried out, using an adapted version of the EAEG (Escala de Avaliação do Estilo Gerencial) scale proposed by Melo (2004), totaling 278 valid responses. Although the general hypothesis has been rejected, the results indicate that women still face differences in their chances of assuming leadership positions.

scholarly journals Determinan Gaya Kepemimpinan Kepala Sekolah

2019 ◽  
Vol 2 (1) ◽  
pp. 11-29
Author(s):  
Army Yuneti ◽  
Marianita Marianita
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Research Method ◽  
Situational Leadership ◽  
Descriptive Study ◽  
Education And Training ◽  
Good Environment ◽  
And Training

This study aims to describe the leadership style in SMA 5 Lubuklinggau, how the determinants of leadership style principles The research method used is descriptive study, observation and documentation, and this study also uses this type of procedure to develop materials. The results of the study, the environment greatly affects the principal's leadership style, with a good environment can support the application of the principal's leadership style. Conclusion, that research is empirical, education and training, intelligence, skills and environment as capital for principals to be able to apply situational leadership styles, situational leadership styles are very relevant characters and personalities that are different from each other. Keywords: Determinant, Principle Style

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.

Leadership Styles and Small Enterprises’ Performance: Is Gender an Issue? Empirical Study from Democratic Republic of Congo

2021 ◽  
pp. 239395752110443
Author(s):  
Deogratias Bugandwa Mungu Akonkwa ◽  
Elie Lunanga ◽  
Joseph Bahati Mukulu ◽  
Toussaint Ciza Bugandwa ◽  
Elizabeth Furaha Mwaza
Keyword(s):  
Organizational Performance ◽  
Leadership Styles ◽  
Leadership Style ◽  
Positive Impact ◽  
Three Dimensions ◽  
Moderator Variable ◽  
Democratic Leadership ◽  
Post Conflict ◽  
Significant Difference ◽  
Autocratic Leadership

In this paper, we provide new empirical evidence to the relationships between leadership styles (LS) and organizational performance, introducing gender as moderator variable. Data have been collected in two Congolese towns (Bukavu and Goma); an African post-conflict region dominated by very small family businesses that have not received enough attention. Combining exploratory factor analysis with a multivariate regression we found three main results. First, both leadership and performance are confirmed to be multidimensional. LS comprised participative/democratic leadership, and autocratic/directive leadership, while performance has three dimensions: employee efficiency/productivity, effectiveness, and customer satisfaction/retention. Second, the autocratic leadership is the more adopted both by men and women, with a slight non-significant difference for men. Although democratic leadership is underscored, it appears to be more adopted by women with significant difference. Third, controlling for other variables, only participative/democratic leadership styles have positive impact on SMEs’ performance, while autocratic leadership does not influence it. This implies that, in the growing competition facing SMEs, managers should adopt leadership style that allows their employees to internalize the firm’s objectives and to be committed. Also, our research confirms that women have much to give in managing enterprises, as they appear to be stronger in leadership styles, which have more impact on main dimensions of firms’ performance. Moreover, our results suggest new avenues for deeper research about leadership styles in family-owned enterprises.

scholarly journals A comparison of leadership styles with respect to biographical characteristics

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Javad Afshari ◽  
Zahra Moein ◽  
Farzad Afshari ◽  
Javad Sharifi-Rad ◽  
Abbas Balouchi ◽  
...  
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Work Experience ◽  
Education Level ◽  
Medical Sciences ◽  
Fields Of Study ◽  
Lower Education Level ◽  
Significant Difference ◽  
Experience Education

Research purpose: Managers, when applying their leadership styles, are affected by some of their own traits. This article intends to compare the leadership styles of the managers of Zabol University of Medical Sciences with respect to Hersey and Blanchard model that was based on their biographical characteristics.Research design, approach and method: The research methodology is descriptive-causal and comparative. The data were collected from 300 individuals (124 female and 176 male participants).Main findings: No significant difference was observed between the directive, persuasive, participative and delegative leadership styles of male and female managers. However, there was a significant difference between the mean of the directive, persuasive, participative and delegative leadership styles of managers, considering their work experience, education level and field of study.Research limitations: The conservative atmosphere in university environments may affect the manager’s responses to the questionnaire; therefore, in the generalisation of the results, this issue should be taken into account.Practical implications: It is recommended to hold in-service courses for managers who have a lower education level or less work experience or have been graduated from the fields of study other than the Management major. It is also suggested to pay attention to the managers’ fields of study and managerial experiences at the time of employment.Contribution: This study enhances the quality of managers’ leadership style and consequently increases the productivity in university environments. 

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