scholarly journals Global Mindset and leadership behavior

2016 ◽  
Vol 15 (2) ◽  
pp. 90-107
Author(s):  
Vania Neves ◽  
Patricia Tomei
Keyword(s):  
Organizational Development ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Critical Factor ◽  
Organizational Factors ◽  
Product Line ◽  
Global Mindset ◽  
Product Lines ◽  
On Line ◽  
Foreign Operations

Global Mindset, set of attributes and characteristics that help global leadership to influence individuals, groups and organizations that are anywhere in the world has been described as a critical factor for organizational development. In order to identify factors that affect the Global Mindset of leaders, an on-line survey based on Konyu-Fogel (2011) model was applied to a sample of 163 leaders that work in positions that require international activities in organizations in twenty-two product lines (industries) in Africa, Asia,, South and North America, Europe and Middle East. We conclude that Global Mindset is responsible for 39,1% of variability on leadership behavior, confirming previous studies which identified that global leaders with high Global Mindset are more likely to exhibit leadership behaviors which present understanding on differences across cultures and countries in response to the global environment. Specifically related with demographic factors such as age, gender, number of foreign languages spoken, number of countries worked in and raised/lived in bilíngüe/multiethnic family, the results showed that they do not affect Global Mindset score, different from the factors such as local of employment and posicion. Finnaly, on assessment of organizational factors effects on Global Mindset, we identified a weak relationship under total number of employees, percentage of employees working overseas, location/country of headquarter’s and Global Mindset. On the other hand, product line and percentage of revenue from foreign operations significantly affect business leaders Global Mindset.

Influence of managers’ mindset on leadership behavior

2019 ◽  
Vol 40 (8) ◽  
pp. 829-844
Author(s):  
Tae Kyung Kouzes ◽  
Barry Z. Posner
Keyword(s):  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Organizational Factors ◽  
Leadership Competencies ◽  
Practical Significance ◽  
Content Type ◽  
Fixed Mindset ◽  
Frequent Use ◽  
Management Positions ◽  
Online Leadership

Purpose The purpose of this paper is to focus on exploring the link between managers’ mindset (fixed vs growth) and their choice of leadership behaviors. Design/methodology/approach The sample was drawn from a proprietary database provided by a global organization that offers 360-degree online leadership surveys. Individuals in management positions provided an assessment of their mindset orientation as well as how often they engaged in various leadership behaviors. Findings Growth-minded managers consistently displayed more frequent use of leadership behaviors than did their fixed mindset counterparts; and this relationship was independent of demographic or organizational factors. Research limitations/implications The findings are consistent with previous mindset research but prominently extend those results to managers in corporate settings; and supports previous research regarding the limited influence of demographic and organizational factors on both mindset and leadership. Practical implications Managers’ mindsets influence how much they engage in various leadership behaviors, and improving leadership competencies is more likely to occur when managers hold a growth mindset that abilities can be developed through effort as compared to fixed mindset managers who believe that abilities are inherent and unchangeable. The mindset of managers is predictive of the behavioral choices they make about exercising leadership, and has practical significance since studies have shown that managers are generally more effective in direct relationship to how often they are seen as engaging in leadership. Originality/value This study extends the significance of mindset from the educational to the corporate environment, using a robust sample of managers, and finding that the relationship between mindset and leadership is independent of various demographic and organizational characteristics.

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

The Role of Organizational Processes in Dissemination and Implementation Research

2017 ◽  
Author(s):  
Gregory A. Aarons ◽  
Joanna C. Moullin ◽  
Mark G. Ehrhart
Keyword(s):  
Health Care ◽  
Organizational Development ◽  
Organizational Factors ◽  
Dissemination And Implementation ◽  
Evidence Based ◽  
Organizational Strategies ◽  
Evidence Based Practices ◽  
Effective Dissemination ◽  
Dissemination And Implementation Research ◽  
Ebp Implementation

Both organizational characteristics and specific organizational strategies are important for the effective dissemination and implementation of evidence-based practices (EBPs) in health and allied health care settings, as well as mental health, alcohol/drug treatment, and social service settings. One of the primary goals of this chapter is to support implementers and leaders within organizations in attending to and shaping the context in which implementation takes place in order to increase the likelihood of implementation success and long-term sustainment. The chapter summarizes some of the most critical organizational factors and strategies likely to impact successful evidence-based practice implementation. There are myriad approaches to supporting organizational development and change—this chapter focuses on issues supported by relevant scientific literatures, particularly those germane to EBP implementation in health care and related settings.

New Principals in an Urban Bureaucracy: A Sense of Efficacy

1996 ◽  
Vol 6 (6) ◽  
pp. 661-690 ◽  
Author(s):  
Karen Osterman ◽  
Susan Sullivan
Keyword(s):  
Organizational Support ◽  
Role Models ◽  
School Change ◽  
Organizational Context ◽  
Leadership Behavior ◽  
Sense Of Self ◽  
Organizational Factors ◽  
Internal Factors ◽  
Mediating Role ◽  
Sense Of Efficacy

As principals assume their roles in an urban bureaucracy, what are some of the personal and organizational factors that support or restrict their efforts to bring about school change? Based on interviews with newly appointed principals, this study concludes that external and internal factors interact to influence leadership behavior. External factors, particularly role models, district expectations, and personal and organizational support, influence principals’ sense of self-efficacy. This internal factor, in turn, appeared to play an important mediating role influencing principals’ interpretation of the organizational context and their problem-solving processes.

scholarly journals Utilization of a Gas-Sensing System to Discriminate Smell and to Monitor Fermentation during the Manufacture of Oolong Tea Leaves

Micromachines ◽  
2021 ◽  
Vol 12 (1) ◽  
pp. 93
Author(s):  
Ting-Shiang Tseng ◽  
Mei-Hui Hsiao ◽  
Po-An Chen ◽  
Shu-Yen Lin ◽  
Shih-Wen Chiu ◽  
...  
Keyword(s):  
Gas Sensing ◽  
Critical Factor ◽  
Current Method ◽  
Sensory Function ◽  
Oxide Semiconductor ◽  
Tea Leaves ◽  
Linear Discriminant ◽  
Oolong Tea ◽  
Olfactory Sense ◽  
On Line

The operational duration of shaking tea leaves is a critical factor in the manufacture of oolong tea; this duration influences the formation of its flavor and fragrance. The current method to control the duration of fermentation relies on the olfactory sense of tea masters; they monitor the entire process through their olfactory sense, and their experience decides the duration of shaking and setting. Because of this human factor and olfactory fatigue, it is difficult to define an optimum duration of shaking and setting; an inappropriate duration of shaking and setting deteriorates the quality of the tea. In this study, we used metal-oxide-semiconductor gas sensors to establish an electronic nose (E-nose) system and tested its feasibility. This research was divided into two experiments: distinguishing samples at various stages and an on-line experiment. The samples of tea leaves at various stages exhibited large differences in the level of grassy smell. From the experience of practitioners and from previous research, the samples could be categorized into three groups: before the first shaking (BS1), before the shaking group, and after the shaking group. We input the experimental results into a linear discriminant analysis to decrease the dimensions and to classify the samples into various groups. The results show that the smell can also be categorized into three groups. After distinguishing the samples with large differences, we conducted an on-line experiment in a tea factory and tried to monitor the smell variation during the manufacturing process. The results from the E-nose were similar to those of the sense of practitioners, which means that an E-nose has the possibility to replace the sensory function of practitioners in the future.

scholarly journals Health-Oriented Self- and Employee Leadership in Virtual Teams: A Qualitative Study with Virtual Leaders

2020 ◽  
Vol 17 (18) ◽  
pp. 6519
Author(s):  
Ilona Efimov ◽  
Volker Harth ◽  
Stefanie Mache
Keyword(s):  
Virtual Teams ◽  
Leadership Behaviors ◽  
Qualitative Content Analysis ◽  
Workplace Health Promotion ◽  
Organizational Factors ◽  
Working Environment ◽  
Stress Factors ◽  
Boundary Management ◽  
Personal Factors ◽  
Great Awareness

Virtual teamwork as a new way of working is becoming increasingly prevalent in a growingly globalized and digitalized working environment. Due to the associated raise in health-related stress factors at the workplace and the central role of leaders in workplace health promotion, the aim of this study is to obtain initial findings on the use of health-oriented self- and employee leadership in virtual teams from the perspective of virtual leaders. Semi-structured telephone interviews were conducted with 13 virtual leaders by using the problem-centered interview method. The collected data were deductively and inductively evaluated and interpreted using the qualitative content analysis according to Mayring. The results show that virtual leaders ascribed great value of health and showed great awareness in health-oriented self- and employee leadership. Physical activity and boundary management were particularly mentioned as health-oriented self-leadership behaviors. The majority of leaders described communication, building trust, support in boundary management and implementation of personal meetings as health-oriented employee leadership behaviors. In addition to social, technical, and personal factors, primarily organizational factors were mentioned as factors of influence in this context. For a more comprehensive understanding of health-oriented leadership, the inclusion of virtual team members in further research studies is necessary.

The Importance of Similarity: How Gender Congruence Matters for the Impact of Leadership Training

2021 ◽  
pp. 009539972110642
Author(s):  
Trine H. Fjendbo ◽  
Christian B. Jacobsen ◽  
Seung-Ho An
Keyword(s):  
Leadership Training ◽  
Large Scale ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Female Gender ◽  
Perceived Leadership ◽  
Scale Field ◽  
Before And After ◽  
Large Scale Field ◽  
The Impact

Leadership training is key to promoting more active leadership, but the effects of leadership training can depend on the gender context. Gender congruence between manager and employee can affect how the manager employs leadership behaviors adapted from training and how employees perceive leadership behavior. Quantitative data on 474 managers’ 4,833 employees before and after a large-scale field experiment with leadership training enable us to examine changes in employee-perceived leadership following training. The results show that gender congruence between manager and employee is associated with stronger leadership training effects on employee-perceived leadership behaviors. Female gender congruence shows the most pronounced effects.

Frequency of Leadership Behaviors Among Athletic Trainers in University Settings

2017 ◽  
Vol 12 (3) ◽  
pp. 165-178 ◽  
Author(s):  
Matthew R. Kutz ◽  
Jennifer Doherty-Restrepo
Keyword(s):  
Athletic Training ◽  
Leadership Behaviors ◽  
Survey Design ◽  
Leadership Behavior ◽  
Athletic Trainers ◽  
Demographic Variables ◽  
Training Context ◽  
Paired Samples ◽  
Frequency Of Use ◽  
University Settings

Context: Leadership has been reported to be an important factor in the practice of athletic training. However, no research has identified the frequency in which leadership is practiced by athletic trainers. Objective: To explore and compare the frequency with which athletic trainers practice leadership in their athletic training and non–athletic training roles. Setting: Survey design using athletic trainers in clinical and academic roles. Patients or Other Participants: One hundred one athletic trainers in university settings (69% program directors; 31% university-based clinicians), yielding a 12% response rate and a satisfactory effect size (d = 0.73); mean age of respondents was 41 ± 9.5 years, mean experience was 18 ± 9.0 years, and 98% of respondents had at least a master's degree. Main Outcome Measure(s): Frequency of leadership behavior by athletic trainers was assessed using the Frequency of Leadership in Athletic Training Scale (FLATS). Data on frequency of use were organized by different demographic variables and between athletic training roles and non–athletic training roles. Results: The FLATS psychometric analysis yielded satisfactory internal consistency and validity (α = 0.91 to 0.96; correlations ranged from r = 0.39 to r = 0.87, P ≤ .05; concurrent validity was supported by differences between scale items and selected demographic characteristics). Paired-samples t tests indicated significant differences between practice frequencies of leadership behaviors in athletic training roles when compared with out of athletic training roles (mean = 2.24 ± 0.33 versus 1.98 ± .38, P = .000). Furthermore, mean scores for 44 (of 47) FLATS items were significantly higher for in versus out of athletic training roles (P ≤ .05). Independent t tests showed significant differences between specific item frequencies among different variables (ranges: t43–99 = −3.290 to 3.339, P = .001 to .05). Conclusions: A majority (85%) of leadership behaviors are practiced frequently (often or always) by athletic trainers. Frequency of leadership behavior by athletic trainers decreases when they are not functioning in an athletic training context.

scholarly journals Fragment-oriented programming: a framework to design and implement software product line domain components

DYNA ◽  
2018 ◽  
Vol 85 (207) ◽  
pp. 74-83 ◽  
Author(s):  
Daniel Correa ◽  
Raúl Mazo ◽  
Gloria Lucia Giraldo Goméz
Keyword(s):  
Software Product Line ◽  
Preliminary Evidence ◽  
Product Line ◽  
Software Systems ◽  
Software Components ◽  
Product Lines ◽  
Reusable Software ◽  
Software Products ◽  
Manual Intervention ◽  
Software Product

Software product lines facilitate the industrialization of software development. The main goal is to create a set of reusable software components for the rapid production of a software systems family. Many authors have proposed different approaches to design and implement the components of a product line. However, the construction and integration of these components continue to be a complex and time-consuming process. This paper introduces Fragment-oriented programming (FragOP), a framework to design and implement software product line domain components, and derive software products. FragOP is based on: (i) domain components, (ii) fragmentations points and (iii)fragments. FragOP was implemented in the VariaMos tool and using it we created a clothing stores software product line. We derivedfive different products, integrating automatically thousands of lines of code. On average, only three lines of code were manually modified;which provided preliminary evidence that using FragOP reduces manual intervention when integrating domain components.

scholarly journals The impact of public managers' leadership styles on results-based planning practices in Vietnam

2021 ◽  
Author(s):  
◽  
Ha Pham
Keyword(s):  
Leadership Styles ◽  
Leadership Behaviors ◽  
Organizational Factors ◽  
Public Organizations ◽  
Managerial Leadership ◽  
Public Managers ◽  
Mixed Method Design ◽  
Autocratic Leadership ◽  
The Impact

<p>Over past decade, there has been increased use of results-based management in Vietnam and other countries, but little empirical research exists on results-based planning (RBP) in the planning functions of public organizations. Some experiences suggest that managerial leadership may be among the determinants of success, affecting whether and how RBP is used. This thesis answers the following question: What is the impact of leadership styles by public managers on the practices of RBP?  Using empirical observations of current RBP in Vietnamese public organizations and a multiphase mixed method design, this study finds that transformational, transactional, and autocratic leadership styles are often concurrent among public managers (but in varying intensities), and these ‘combined’ leadership styles have a direct, positive, and strong effect on the use and outcomes of RBP practices. This study also finds that leadership effects on RBP are stronger than other organizational factors examined (RBP-related training, bureaucratic culture, funding). Furthermore, among three components of these combined leadership styles, transformational leadership has the greatest contribution to the higher performance of RBP practices. The findings of this research also show the specific leadership behaviors by public managers that are most associated with the increased RBP.  This study contributes to the literature by offering empirical evidence of the role of leadership in deploying reforms such as results-based planning in a context of a developing country. It also provides public organizations with knowledge of leadership styles for implementing such reforms.</p>

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