Not all Disclosures are Created Equal: Employee Ratings of Leader Effectiveness After Disclosure

This research is carried out to examine the influences of blue ocean leadership styles on emotional intelligence. A stratified random sampling technique is used to identify the sample for this study. Questionnaire is distributed to 120 middle to top level leaders from the selected government link companies (GLCs) which is listed in the Government Link Transformation Programme (GLTP). A partial least square structural model (PLS-SEM) approach is used to analyses the data for this study. The findings indicate that there is a significant relationship between blue ocean leadership style and emotional intelligence. This study would give practical implications where it could inform leaders that they need to have high emotional intelligence in order to lead the organization. This study also contributes to new knowledge by pointing to the leadership role of accurate attributions, where each attribution can lead to enhancing leader effectiveness.

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Consideration and Initiating Structure and Their Relationships With Leader Effectiveness: A Meta-Analysis.

Academy of Management Proceedings ◽

10.5465/ambpp.1988.4980535 ◽

1988 ◽

Vol 1988 (1) ◽

pp. 201-205 ◽

Cited By ~ 17

Author(s):

Bruce M. Fisher ◽

Jack E. Edwards

Keyword(s):

Meta Analysis ◽

Leader Effectiveness ◽

Initiating Structure

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Machiavellian Leader Effectiveness

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000284 ◽

2021 ◽

Author(s):

Hanna A. Genau ◽

Gerhard Blickle ◽

Nora Schütte ◽

James A. Meurs

Keyword(s):

Transformational Leadership ◽

Leadership Effectiveness ◽

Political Skill ◽

Moderated Mediation ◽

Leader Effectiveness ◽

Negatively Associated ◽

Mediation Analyses ◽

Activation Theory ◽

Trait Activation ◽

Trait Activation Theory

Abstract. Research on the effectiveness of Machiavellian leaders has found contradictory results. By linking socioanalytic and trait activation theory to the Machiavellianism and leadership literature, we argue that political skill may explain these findings by moderating the relation between Machiavellianism and leadership effectiveness. Using a multisource design and moderated mediation analyses with 153 leaders, 287 subordinates, and 153 superiors, we show that leaders who are both strongly politically skilled and high on Machiavellianism successfully enact transformational leadership, mediating improved leader effectiveness. However, when leader political skill is low, high Machiavellianism is negatively associated with (subordinate-rated) transformational leadership, resulting in lower leader effectiveness ratings by superiors. We discuss these results in light of current research on Machiavellianism in leadership and work contexts.

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