Founder-CEOs’ Transformational Leader Behaviors and Well-Being

2021 ◽  
Vol 2021 (1) ◽  
pp. 14371
Author(s):  
Feng Xu ◽  
Linlin Jin
Keyword(s):  
Well Being ◽  
Leader Behaviors ◽  
Transformational Leader

Transformational leader attributes: interpersonal skills, engagement, and well-being

2016 ◽  
Vol 37 (5) ◽  
pp. 635-657 ◽  
Author(s):  
Jennifer Mencl ◽  
Andrew J. Wefald ◽  
Kyle W. van Ittersum
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Work Engagement ◽  
Interpersonal Skills ◽  
Well Being ◽  
Leader Behaviors ◽  
Transformational Leader ◽  
Content Type ◽  
Emotional Skills ◽  
Political Skills

Purpose – The purpose of this paper is to examine the effects of interpersonal skills (emotional and political skills) and work engagement on transformational leadership and leader well-being at work. Design/methodology/approach – Emotional control, emotional sensitivity, political skills, work engagement, transformational leadership behaviors, and job satisfaction were assessed in an empirical study of 278 employees. The relationships between emotional skills, political skills, work engagement, and transformational leadership were evaluated using participants in managerial positions (n=159). The combined influence of interpersonal skills and work engagement on job satisfaction was examined as a comparison between managers and non-managers (n=119). Findings – In addition to the positive effects of work engagement on outcome measures, results showed political skill is an important capability contributing to transformational leadership and leaders’ job satisfaction. Findings also showed the interaction of emotional skill, political skill, and work engagement contributed to job satisfaction among managers. Practical implications – Organizations must provide managers with opportunities to develop political skills or modify selection processes to identify candidates who possess political skills for management positions. Organizations will also benefit from implementing ways to engage managers in their work to facilitate transformational leader behaviors and promote their well-being. In addition, organizations can work to identify and develop managers’ emotional control and sensitivity skills specific to individual needs. Originality/value – Research investigating personal attributes that influence transformational leadership as an outcome is limited. This study contributes to the leadership literature and sheds light on the literature on the microfoundations of management competencies by examining managers’ skills and engagement on their leader behaviors and job satisfaction. Insights are discovered regarding the combination of emotional skills, political skills, and work engagement that indicate interpersonal skills and engagement have supplementary effects on transformational leader behaviors and leader well-being.

The influence of CEO values and leadership on middle manager exchange behaviors

2016 ◽  
Vol 7 (1) ◽  
pp. 2-20 ◽  
Author(s):  
Robert Liden ◽  
Pingping Fu ◽  
Jun Liu ◽  
Lynda Song
Keyword(s):  
Social Exchange ◽  
Longitudinal Design ◽  
Middle Level ◽  
Leader Behaviors ◽  
Transformational Leader ◽  
Content Type ◽  
Level Manager ◽  
Interaction Term ◽  
The Relationship ◽  
Role Behaviors

Purpose – The purpose of this paper is to examine the extent to which chief executive officer (CEO) transactional and transformational leader behaviors as well as CEO self-enhancing versus self-transcendent values permeate through the organization to influence middle-level managers. Design/methodology/approach – Using a multi-level longitudinal design, the authors collected self-reported value data from 32 CEOs and 119 top management team (TMT) members rated their CEOs on transactional and transformational leader behaviors at Time 1; 18 months later, TMTs rated the in-role behaviors and organizational citizenship behaviors (OCBs) of 331 mid-level managers. Also, at Time 2, mid-level managers evaluated their relationship with the organization in terms of economic and social exchange. HLM was used to analyze the data. Findings – The authors found the positive relationship between transactional CEO leader behaviors and mid-level manager in-role behaviors to be enhanced when CEOs hold self-transcendent values, whereas this relationship was weakened by CEO self-enhancing values. Similarly, the relationship between CEO transformational leader behaviors and mid-level manager OCBs was found to be strengthened when leaders espoused self-transcendent values. Finally, the authors found that economic exchange mediated the relationship between the transactional leadership * self-enhancing values interaction term and mid-level manager in-role behaviors. Similarly, social exchange mediated the relationship between the transformational leadership * self-transcendent values interaction term and mid-level manager OCBs. Originality/value – Leadership/OB.

The Dark Side of Transformational Leader Behaviors for Leaders Themselves: A Conservation of Resources Perspective

2019 ◽  
Vol 62 (5) ◽  
pp. 1556-1582 ◽  
Author(s):  
Szu-Han (Joanna) Lin ◽  
Brent A. Scott ◽  
Fadel K. Matta
Keyword(s):  
Dark Side ◽  
Conservation Of Resources ◽  
Leader Behaviors ◽  
Transformational Leader

The Role of Leaders in Facilitating Healing After Organizational Trauma

2017 ◽  
pp. 318-340 ◽  
Author(s):  
Lynda Byrd-Poller ◽  
Jennifer L. Farmer ◽  
Valerie Ford
Keyword(s):  
Organizational Change ◽  
Professional Identity ◽  
Employee Engagement ◽  
21St Century ◽  
Well Being ◽  
Background Information ◽  
Leader Behaviors ◽  
Work Related ◽  
Organizational Trauma

Effective 21st century organizations build cultures that adapt to an unpredictable and changing environment. However, organizational change can be traumatic. This chapter endeavors to make a contribution to knowledge about organizational trauma and leader behaviors - specifically what leaders can do when there are signs of trauma in the organization due to organizational change. Trauma is a psychosocial response to a perceived or actual event beyond one's control that results in personal feelings of overwhelming helplessness. Moreover, this chapter will examine how leader behaviors influence employee engagement and professional identity. The chapter provides background information about employee engagement in general and its positioning inside a broader framework called work-related well-being. The authors also link professional identity to the trauma of organizational change.

scholarly journals Considerate Leadership

Management ◽  
2019 ◽  
Author(s):  
Ronald F. Piccolo ◽  
Garrett K. Moise
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Well Being ◽  
Leader Behavior ◽  
Leadership Theory ◽  
Leader Behaviors ◽  
Supportive Leadership ◽  
Initiating Structure ◽  
Effective Leader ◽  
Concern For Others

Considerate leadership is a particular characterization of leader behavior that emphasizes commitment to developing personal relationships with followers, care and concern for others, willingness to attend to the unique preferences and work styles of subordinates, and facilitating cooperation among members of a work group. The concept was central in the Ohio State Studies of the 1960s and led to studies published by Edward Fleishman, who specified two distinct clusters of effective leader behavior: “Initiating Structure”, or the extent to which a leader defines leader and group member roles, initiates actions, organizes group activities and defines how tasks are to be accomplished by the group; and “Consideration,” the extent to which a leader exhibits concern for the welfare of the members of the group. Around the same time as the Ohio State studies, research conducted at the University of Michigan revealed a similar pattern of effective behavior, distinguishing leader behaviors that were task-oriented (i.e., initiating structure) from those that were people-oriented (i.e., consideration). According to this model, leaders who were people-oriented were more considerate, helpful, and supportive of subordinates. Similarly, Blake and Mouton proposed a Managerial Grid in 1964, which identified five important behaviors for effective managers. These behaviors were clustered into a concern for production, which concerns the degree to which a manager emphasizes specific and concrete objectives; organizational efficiency and productivity when making decisions; and a concern for people, or the degree to which a employee needs and preferences are taking into account. These three sets of seminal studies represented a meaningful evolution in leadership research, which, up to that point, had focused primarily on identifying the specific and unique traits characteristic of great leaders. Since then, several models of leader behavior have included reference to a leader’s care and concern for others, appreciation of individual differences, and interest in the general welfare of the team. For example, transformational leadership theory, as introduced by Bass in 1985, highlights four dimensions of especially effective leader behavior, including individualized consideration, or the degree to which leaders attend to followers’ needs, act as mentors or coaches, and listen to followers’ concerns. Similarly, recent models of servant leadership theory, as discussed in Reed, et al. 2011 (cited under Servant Leadership), include an “interpersonal support” (caring) dimension, where leaders “perceive their decisions in the context of utilitarianism and benevolence, stressing an overarching concern for the well-being of others, including society at large” (p. 418). Lastly, Rafferty and Griffin 2006 (cited under Supportive Leadership) isolates supportive leadership as distinct from developmental leadership. In doing so, the authors define supportive leadership as behaviors that are attentive the interest of subordinates and considerate of their personal feelings and concerns. As recently as 2013, van Knippenberg and Sitkin made a critical assessment of the charismatic-transformational leadership paradigm. In doing so, they offered four criticisms of how these leadership models have been developed and tested. Especially relevant in their review is a summary of how essential leader behaviors, such as leader consideration, are described, operationalized, measured, and tested in various modern models of effective leadership.

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