scholarly journals Optimizing Innovative Leadership and Followership

2021 ◽  
Author(s):  
Neil E. Grunberg ◽  
Erin S. Barry ◽  
Michael Morrow-Fox ◽  
Maureen Metcalf
Keyword(s):  
Effective Leadership ◽  
Leadership Behaviors ◽  
Developmental Perspective ◽  
Situational Analysis ◽  
Leadership Model ◽  
Innovative Leadership ◽  
Wide Range ◽  
Leaders And Followers ◽  
Communication Context

Leadership and followership development are increasingly recognized as important in all fields of the workforce. The Innovative Leadership Model helps leaders increase self-understanding and optimize the performance of organizations by focusing on Leader Type, Developmental Perspective, Resilience, Situational Analysis, and Leadership Behaviors and Mindsets. The Leader-Follower Framework identifies key elements – Character, Competence, Communication, Context – to guide the development of individual leaders and followers across four psychosocial levels – Personal, Interpersonal, Team, Organizational. Each of these approaches has value and has been applied in various settings and contexts. The present chapter offers a new insight relevant to leadership by combining these two perspectives and their component elements. Understanding and developing each of these elements will optimize effective leadership and followership in a wide range of situations and settings.

scholarly journals In the Eye of the Beholder: How Self-Other Agreements Influence Leadership Training Outcomes as Perceived by Leaders and Their Followers

2021 ◽  
Author(s):  
Karina Nielsen ◽  
Susanne Tafvelin ◽  
Ulrica von Thiele Schwarz ◽  
Henna Hasson
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Training ◽  
Leadership Behaviors ◽  
Forest Industry ◽  
Training Outcomes ◽  
Contingent Reward ◽  
Leaders And Followers ◽  
A Prospective Study ◽  
Prospective Study Design

AbstractBased on Yammarino and Atwater’s self-other agreement typology of leaders, we explored whether leaders’ and followers’ agreement influenced their ratings of leadership behaviors after training where leaders received multi-source feedback to stimulate behavior change. We used a prospective study design including 68 leaders and 237 followers from a Swedish forest industry company. Leaders underwent training to increase their transformational leadership and contingent reward styles and reduce management-by-exception passive and laissez-faire leadership. We found that self-other agreement influences followers and leaders reporting changes in leadership styles. We also found that although some leader types were perceived to improve their leadership behaviors, leaders and followers reported differential patterns in which types of leaders improved the most. Our results have important implications for how feedback should be used to support training to achieve changes in leadership styles.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Lean Six Sigma leadership in higher education institutions

2017 ◽  
Vol 66 (5) ◽  
pp. 638-650 ◽  
Author(s):  
Jing Lu ◽  
Chad Laux ◽  
Jiju Antony
Keyword(s):  
Higher Education ◽  
Six Sigma ◽  
Higher Education Institutions ◽  
Lean Six Sigma ◽  
Quality Of Education ◽  
Leadership Model ◽  
Content Type ◽  
Wide Range ◽  
Leadership Framework

Purpose The purpose of this paper is to critically evaluate whether a Lean Six Sigma (LSS) leadership model could be effectively utilized to resolve efficiency and effective issues like rising costs, quality of education, graduation and retention rates encountered in higher education institutions (HEIs) in the modern era. Design/methodology/approach The authors systematically reviewed the literature on key concepts of LSS and leadership in HEIs in to develop a theoretical model using an inductive theory-building approach in accordance with the exploratory nature of the study. Findings The results of the study proposed a conceptual LSS leadership framework, which provides a basis for testing of LSS leadership representations in HEIs. The results suggest that LSS leadership has advantages for HEI to overcome currents issues and challenges. Research limitations/implications This research is a theoretical study based on the existing literature that identified characteristics that may be adopted in higher education. The proposed LSS leadership framework is based upon leadership, statistical thinking, continuous change and improvement. This model is based upon service and the concepts of adaptive, rather than technical work, of leaders in higher education. Practical implications The proposed LSS leadership framework brings new aspects and perspectives of leadership in HEIs. LSS leadership model has its practical meaning in providing a fundamental base for HEIs to overcome challenges, fulfill missions, and sustain improvements. Social implications HEIs are a foundation for principles of democracy, equality and diversity. HEIs have been a path for citizens but HEIs are facing challenges that are reducing the ability of individuals to improve themselves. Leadership of HEI needs to incorporate new principles to adapt to a changing society. Originality/value LSS project leaders have achieved improved bottom line results and customer satisfaction in a wide range of industries, but LSS application in the HEIs remains to be explored. This paper proposes an effective LSS leadership model, which can help improve the quality of education, reduce non-value added costs and enhance operational efficiency of HEIs.

scholarly journals Determinants of Financial Capability: A Situational Analysis for Namibia

2022 ◽  
Vol 7 (6) ◽  
pp. 7-13
Author(s):  
Asa Romeo Asa ◽  
Johanna Pangeiko Nautwima
Keyword(s):  
Rural Areas ◽  
Financial Services ◽  
Economic Inequality ◽  
Financial System ◽  
Financial Inclusion ◽  
Situational Analysis ◽  
The Poor ◽  
Development Agenda ◽  
Wide Range ◽  
Ease Of Access

It is imperative that if the poor in society benefit from the massive developments in the financial sector, then such a sector must be genuinely inclusive. It should meet the needs of all citizens with the potential to use such financial services productively. This paper scopes financial inclusivity as a process ensuring ease of access, availability, and usage of financial services by all members of society. To reduce socio-economic inequality, the poor in developing countries, like everyone else, need access to a wide range of financial services that are convenient, flexible, and reasonably priced. Therefore, financial inclusivity is sought to be significant towards the global development agenda as a tool for increasing the poor’s access to financial services, often cited as a mechanism that can help reduce poverty and lower income inequality. For many years, microfinance has been heralded as a mechanism for enhancing financial inclusion. It provides an avenue through which the marginalized and the poor can access and benefit from the formal financial system. Moreover, financial inclusivity is substantially evident in the rural areas among the poor, who have no collateral or credit history for participating in the legal financial system. As a result, financial inclusion is receiving increased attention as an essential tool for reducing aspects of socio-economic inequality characterized by the isolation of individuals and communities from formal financial services, like affordable and accessible credit.

The Servant Leadership Movement

2020 ◽  
pp. 59-98
Author(s):  
Maria Pressentin
Keyword(s):  
Servant Leadership ◽  
Case Studies ◽  
Culturally Diverse ◽  
Leadership Behaviors ◽  
Organizational Success ◽  
Leadership Model ◽  
Leadership Models ◽  
Younger Generation

Uncommon to other well-known leadership models, servant leadership explicitly states that the leader serves as steward by focusing the needs of the follower, whilst growing the followers' autonomy. Consequentially, followers increase in capabilities and collaboration, strengthen the leader-follower relationships through partnership, generating decisions that can withstand challenges and sustain organizational success. The purpose of this chapter is to convey the applicability of this universal leadership model, illustrating how it would support culturally diverse case studies. Research has already stated that servant leadership is beneficial to Millennials. Little literature has focused on how to operationalize it for the younger generation. Barbuto Jr. and Gottfredson mentioned the vital necessity to train Millennials in servant leadership behaviors. This chapter highlights how servant leadership might be applied based on Van Dierendonck's and Van Dierendonck and Nuijten's research on Millennials in Asia.

Leadership Convergence and Divergence in the Era of Globalization

2017 ◽  
pp. 286-309
Author(s):  
Shinhee Jeong ◽  
Doo Hun Lim ◽  
Sunyoung Park
Keyword(s):  
Effective Leadership ◽  
Leadership Behaviors ◽  
Global Leadership ◽  
Future Research ◽  
Leadership Competency ◽  
Competency Models ◽  
Future Research Directions ◽  
Convergence And Divergence ◽  
Definition Of ◽  
Practical Implications

To sustain or enhance corporate competitiveness in the 21st century, it is important for organizations to comprehensively understand the influences of globalization on their businesses. The purpose of this study is to review and analyze existing literature about globalization trends and their impact on leadership, and to integrate major themes to present what constitutes effective leadership behaviors emerging as convergent and universal, or divergent and contingent. This chapter provides an overview of global convergence, divergence, and crossvergence in Human Resource practice and leadership. It also suggests a definition of global leadership and reviews global leadership competency models in the current literature. Utilizing content analysis, this chapter analyzes the existing literature and presents emerging themes for effective leadership behaviors that include universal and converging, and contingent and diverging. Finally, future research directions as well as practical implications are presented.

Transformationeel leiderschap en carrière maken: sekseverschillen in consequenties van effectief leiderschap

2005 ◽  
Vol 18 (2) ◽  
Author(s):  
Marloes L. van Engen ◽  
Claartje J. Vinkenburg
Keyword(s):  
Transformational Leadership ◽  
Sex Differences ◽  
Leadership Styles ◽  
Effective Leadership ◽  
Leadership Behaviors ◽  
Top Management ◽  
Female Managers ◽  
Management Positions ◽  
Laissez Faire ◽  
Individualized Consideration

Transformational leadership and career making: sex differences in consequences of effective leadership Transformational leadership and career making: sex differences in consequences of effective leadership Marloes L. van Engen & Claartje J. Vinkenburg, Gedrag & Organisatie, Volume 18, April 2005, nr. 2, pp. 103-121 Despite indications that women, when compared to men, make more use of the effective leadership styles (i.e. transformational leadership) and less use of ineffective leadership styles (transactional and laissez-faire leadership), women in top level leadership positions remain scarce. In this study the relationship between leadership styles and career making is examined. Respondents indicated the degree to which leadership behaviors, measured by 36 items of the Multifactor Leadership Questionnaire, were likely to lead to the promotion of male and female managers to middle, higher and top management positions. The results show that transformational leadership, especially 'inspirational motivation', contributes to a larger extent to getting promoted than transactional and laissez-faire leadership. 'Individualized consideration' was found to be more important for the promotion of female managers than for the promotion of male managers. Meanwhile, 'individualized consideration' and 'contingent reward' were seen as particularly important for promotions to middle and higher management levels, and less so for promotions to top management levels. Thus, female managers may be confronted with the paradox that the style that is seen as most suitable for them is not the style that helps them to get promoted to the top level of organizations.

Pragmatic leadership: A return to wisdom

2013 ◽  
Vol 19 (1) ◽  
pp. 25-43 ◽  
Author(s):  
Diane Ruwhiu ◽  
Malcolm Cone
Keyword(s):  
Leadership Practices ◽  
Good Practice ◽  
Unique Contribution ◽  
Leadership Roles ◽  
Indigenous Leadership ◽  
Leadership Practice ◽  
Innovative Leadership ◽  
Wide Range ◽  
Kaupapa Māori ◽  
Pragmatic Leadership

AbstractTe Ao Māori, or the Māori world, locates Māori philosophy, ethics and knowledge (wisdom) in a central role, and is therefore foundational to Māori thinking and practice. In this article, we present an example of pragmatic leadership, using the epistemological and ontological space of kaupapa Māori, a perspective that represents practice guided by the wisdom of Te Ao Māori. To do so, we draw from narrative shared by 22 Māori practitioners involved in leadership roles in a wide range of organisations to illustrate key features of Māori leadership practice. We argue that this approach offers a unique contribution and deeper understanding to the contemporary and instrumental representation of pragmatic leadership. Such a perspective allows researchers to explore leadership practices, particularly those that may be heavily influenced by culturally specific behaviours. In regards to practitioners, it provides foundation for innovative leadership practices grounded on giving weight to more deeply contextualised processes and relations. The consequences are widespread not only for researchers and practitioners of leadership, but also for a perception of indigenous leadership that is true to the indigenous logics in which they are grounded and reflective of good practice.

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