scholarly journals Unpacking Leadership Style Values on Motivating New Generation Employees’ Prosocial Organizational Behaviors

2021 ◽  
Vol 13 ◽  
pp. 170-175
Author(s):  
Siyang Liu
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Generational Differences ◽  
Chinese Women ◽  
Significant Rise ◽  
Current Data ◽  
Female Leadership ◽  
Female Entrepreneurs ◽  
Internet Industry ◽  
Organizational Behaviors

Based on current data derived from the International Labour Organization, in 2018, there was a significant rise of Chinese female entrepreneurs in workplaces. One industry that has been viewed the most significantly rise in female leadership is Internet industry, as Chinese women now account for 55% of entrepreneurs within new economy companies. Existing researches distinguished leadership styles into two types based on gender differences. More specifically, men are generally viewed to lead with Task-oriented styles while women have been shown to lead with Interpersonal-oriented styles. However, no studies have directly examined which leadership style can be the most effective when directing GenZ employees in China in terms of prosocial organizational behaviors. In this paper, the author profoundly extends the leadership style values and latent women leadership superiority on motivating prosocial organizational behaviors of Genz employees. Extracting from shared points of leadership styles based on gender types, the author generated 3 hypotheses: Compared with Task-orientated leadership style, interpersonal leadership style is more accepted by Genz employees compared to Millennial (Hypothesis1) and Women prosocial leadership are more acceptable by female GenZ employees (Hypothesis2). Notably, GenZ employees’ prosocial organizational behaviors are motivated when collaborated with most felicitous leaders (Hypothesis3). A sample of 500 applicants in a top internet company were expected to accomplish this research. Consequences provided sufficient evidences for hypothesis 2 through both quantitative and qualitative statistics as well as hypothesis 3. Nevertheless, Hypothesis 1 have not been proved in an accurate manner that generational differences in employees have paltry ramifications of leadership styles preferences. As a matter of fact, both leadership styles are popular among Millennial and Genz employees.

scholarly journals Generational Differences Impact On Leadership Style And Organizational Success

2010 ◽  
Vol 5 (2) ◽  
Author(s):  
Mecca M. Salahuddin
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Generational Differences ◽  
Empirical Method ◽  
Organizational Success ◽  
Generational Cohort ◽  
Structured Interviews ◽  
Cohort Group ◽  
Current Leadership ◽  
Leadership Research

Many factors can affect organizational success. One factor that is important to organizational success is effective leadership.  Research has shown there are differences in leadership style among generations.  A cohort- group whose length approximates the span of life and boundaries and fixed by peer personality defines a generation.  The purpose of this paper is to review the current leadership styles and generational differences literature.  The paper examines whether there is a relationship between leadership style and generational cohort and its potential impact on organizational success.  Structured interviews were conducted with individuals representing each generation.  Five open-ended questions were asked to participants to determine the generation they identified. In addition, participants used a 1-10 ranking scale to identify preferred characteristics in admired leaders.  The interviews demonstrated there are difference and similarities among the generations.  Veterans and Generation Xers view honesty as important core values.  Both express the need for communication in bridging the communication gap.  Differences related to Baby Boomer belief in self-commitment and Veterans recognizing the importance with surrounding yourself with others.  The author recommends researchers continue to examine, using an empirical method, generational differences and leadership styles to understand its affect on organizational success.

scholarly journals The role of female leadership and female entrepreneurship in business in Surabaya

2014 ◽  
Vol 17 (1) ◽  
pp. 37 ◽  
Author(s):  
Liliani Liliani ◽  
Christian Budiman Urbanus
Keyword(s):  
Gender Equality ◽  
Leadership Style ◽  
Social Life ◽  
Point Of View ◽  
Female Leadership ◽  
Female Entrepreneurs ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style

The issue of gender equality has still been a global topic. This implies that male and female should be treated equally. In Indonesia, the realization of gender equality should be pursued by providing wider opportunities for females in various aspects such as in social life with their role in the economy. Nowadays, females can freely open businesses or become entrepreneurs, and even they have opportunity to lead an organization. However, in reality, the number of business females is still very limitedcompared to the males. For that reason, it requires empowering the female for increasing the number of female entrepreneurs in Indonesia. This study provides a typical character of leadership and entrepreneurship of females in running the business. It explores the role of leadership and entrepreneurship of female in business in Surabaya. This is qualitative methods of case study, with in-depth interviews on the informants of female entrepreneurs who have business in Surabaya. It shows that females leadership in business applies transformational and transactional leadership style. Yet, they tend to act as a controller while the role as an enabler is done only for certain conditions. From the entrepreneurship point of view, it shows an important role of entrepreneurship that is to build a culture of innovation and create competitiveness.

scholarly journals Gender leadership styles and linguistic practices: The case of Lebanese International University coordinators

2019 ◽  
Vol 6 (2) ◽  
pp. 47-61
Author(s):  
Nadine Sami Joudi
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Case Study Research ◽  
Female Leadership ◽  
Female Leaders ◽  
Male And Female ◽  
Analytical Perspective ◽  
Academic Settings ◽  
International University ◽  
Linguistic Practices

Sociolinguistic research is interested in the way people, including leaders, use language to construct and perform social identities. Given that an increasing number of professional women have to do leadership side by side with men, this case study research, which was conducted at the Lebanese International University, studied gender and leadership styles from a qualitative content analytical perspective. More specifically, it sought to determine male and female leadership styles and to investigate their linguistic practices through the analysis of self-reflections and interviews. The researcher used five male and five female coordinators’ self-reflections and transcribed interviews that were collected, analysed and categorised to find out any differences in the leadership style and language use of male and female leaders in the academic settings. The findings showed the influence of the genders in their choice of linguistic expressions indicating the noteworthy dominance of the two prevalent dimensions in leadership styles, namely, transformational and transactional. Keywords: Gender leadership styles, gender linguistic practices, transformational leadership, transactional leadership, Lebanon.

On knowing what you want: Leadership styles and organizational behaviors

2004 ◽  
Author(s):  
Maxime A. Tremblay ◽  
Martin Villeneuve ◽  
Genevieve Roy ◽  
Celine M. Blanchard ◽  
Luc G. Pelletier
Keyword(s):  
Leadership Styles ◽  
Organizational Behaviors

scholarly journals Supervisors’ Leadership Styles’ Influence on Foreign Teachers’ Self-Efficacy in a Cross-Cultural Work Setting: A Moderated Mediation Analysis

SAGE Open ◽  
2021 ◽  
Vol 11 (1) ◽  
pp. 215824402199454
Author(s):  
Bernard Gumah ◽  
Liu Wenbin ◽  
Maxwell Akansina Aziabah
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Self Efficacy ◽  
Moderated Mediation ◽  
Cross Cultural ◽  
Cultural Work ◽  
Adaptation Theory ◽  
Foreign Teachers ◽  
Communication Challenges ◽  
Positive Effect

Leadership style impacts on the manner and frequency of feedback transmission. However, communication challenges between superiors and subordinates originate from cultural differences, which undermine the usefulness of feedback. The study tested leadership style’s effect on self-efficacy through a moderated mediation approach, examined through the lens of the cross-cultural adaptation theory. Path analysis conducted on data from 281 foreign teachers in Chengdu, China, revealed that there is a positive effect of Chinese supervisors’ leadership styles on foreign teacher’s self-efficacy. Leadership style similarly has an influence on the nature of feedback. And the nature of feedback in turn mediates leadership style and self-efficacy. We establish in particular that transactional and transformational leadership styles, through the nature of feedback, influence self-efficacy of foreign teachers. Moreover, the association between the nature of feedback and self-efficacy is moderated by the perceived value of feedback. Employees’ perceptions are also found to be crucial in determining the value of feedback. It is thus imperative for supervisors and managers working with foreigners as subordinates to figure out when and how to provide valuable feedback. We conclude with suggested areas for further research.

scholarly journals Your leadership style: why understanding yourself matters

BMJ Leader ◽  
2020 ◽  
Vol 4 (4) ◽  
pp. 165-167
Author(s):  
Clare Felicity Jane Price-Dowd
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Personal Development ◽  
Effective Leadership ◽  
Leadership Theories ◽  
Inclusive Leadership ◽  
Leadership Practice ◽  
Personal Leadership

Understanding of personal leadership style has been shown to be a key part of effective leadership practice. It has been a topic of interest for many decades as we have tried to understand, and replicate, what makes those considered to be ‘great leaders’ so successful. This article gives a brief introduction to different leadership ‘theories’, leadership ‘styles’ and the effect they have on the ‘climate’ in organisations. Having an understanding of the different approaches can help leaders be more effective through comprehending how and why they do what they do, as well as helping them identify where and when they need to adapt their style. By considering how our understanding of leadership has evolved, it is possible to show how effective leadership is not linked to one approach. It is a combination of knowledge, attitudes and behaviours with a focus on both the task in hand and concern for those undertaking that task. Furthermore this understanding supports impactful personal development, which creates positive climates in organisations where compassionate and inclusive leadership behaviours can, and do result in better outcomes for staff and patients.

Empowering and Directive Leadership: The Cost of Changing Styles

2021 ◽  
pp. 227853372110083
Author(s):  
Smita Mukherjee ◽  
Zubin R. Mulla
Keyword(s):  
Laboratory Experiment ◽  
Leadership Styles ◽  
Leadership Style ◽  
Affective Commitment ◽  
Team Outcomes ◽  
History Of ◽  
Satisfaction With The Leader ◽  
The Cost ◽  
First Time

We examine the cost of leaders changing between empowering and directive leadership styles on team outcomes. In a laboratory experiment, we collected data from 240 participants in 80 teams. Confederates enacted different leadership styles and led teams of participants in performing a series of tasks. When leaders changed their style from directive to empowering, teams took time to respond in terms of higher satisfaction with leader and affective commitment. However, when leaders changed their style from empowering to directive, the deterioration of satisfaction with leader and reduction in affective commitment were immediate. Moreover, teams of leaders who had been consistently directive showed higher affective commitment as compared to teams of leaders who had a history of being empowering but later shifted to being directive. First time managers can get inputs on how they should enact their leadership style and be aware that switching between styles may impose long-term costs on the team’s affective commitment and satisfaction with the leader.

scholarly journals Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

2016 ◽  
Vol 9 (4) ◽  
pp. 131
Author(s):  
Hamid Hassan ◽  
Sarosh Asad ◽  
Yasuo Hoshino
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Contemporary Literature ◽  
Maturity Model ◽  
Participative Leadership ◽  
Capability Maturity ◽  
Organizational Maturity ◽  
Different Dimensions ◽  
Organization Life Cycle

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

scholarly journals Effect of Leadership Styles, Organizational Climate and Ethos of Work on Employee Productivity (PT. HP Metals Indonesia the Powder Coating)

2016 ◽  
Vol 11 (2) ◽  
pp. 262 ◽  
Author(s):  
Ade Parluangan Nasution ◽  
Ponco Bambang Mahargiono ◽  
Yoyok Soesatyo
Keyword(s):  
Organizational Climate ◽  
Leadership Styles ◽  
Leadership Style ◽  
Work Ethic ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Powder Coating ◽  
Employee Productivity ◽  
Work Ethics ◽  
Almost All

<p>The aim of this study is to investigate and examine the effect of leadership style on employee productivity, identify and examine the effect of organizational climate on employee productivity, to identify and examine the effect of the work ethic on employee productivity, in order to know and examine the variables that have the most impact level dominant on employee productivity PT. HP Metals Indonesia part Powder Coating.</p><p>This research is an explanatory research or study the explanation, the research describes causal relationships between variables through hypothesis testing. The numbers of sample in this study are 98 respondents. The independent variables consist of: Leadership styles (X1), Organizational Climate (X2), Work Ethics (X3). The dependent variable in this study is Productivity employee (Y). While, the technique of analysis using multiple linear regression analysis</p>Based on the analysis in this study showed that the variables of leadership style, organizational climate, work ethic on employee productivity responded well by employees. Aspects of leadership style that followed targeted Climate employee srated the organization has also been rated as good, especially on the cooperation between employees and management, while at the work ethic of employee srated very high, especially on adherence to regulations, adherence to labor standards and work ethics. And employee productivity is also very positive response from almost all three elements, namely timeliness, quality of work and quantity of work.

scholarly journals Nurses' leadership styles in the icu: association with personal and professional profile and workload

2009 ◽  
Vol 17 (1) ◽  
pp. 28-33 ◽  
Author(s):  
Alexandre Pazetto Balsanelli ◽  
Isabel Cristina Kowal Olm Cunha ◽  
Iveth Yamaguchi Whitaker
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
T Test ◽  
Descriptive Statistics ◽  
Nursing Workload ◽  
Comparison Test ◽  
Multiple Comparison Test ◽  
Professional Profile ◽  
Student’S T ◽  
Student’S T Test

This study aims to explore the association between nurses' leadership styles and personal and professional nursing profile and workload. The sample consisted of seven nurses and seven nursing technicians who were grouped into pairs. At the end of three months, nurses were queried regarding what leadership style would be adopted when the nursing technician under their evaluation delivered care to patients admitted to the ICU. Relevant data was analyzed by applying descriptive statistics, Tukey's multiple comparison test and Student's t-test (p< 0.05). Nursing workload reached 80.1% on average. The personal and professional profile variables did not show any relation with the leadership styles chosen by nurses (p>0.05). The determine, persuade, and share leadership styles prevailed. However, whenever the nursing workload peaked, the determine and persuade styles were used (p<0.05).

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