scholarly journals Development of scenarios for leadership psychology research to reveal the relationships between leaders’ Dark Triad traits and Full Range Leadership styles

2019 ◽  
Vol 23 ◽  
pp. 95-111
Author(s):  
Tadas Vadvilavičius ◽  
Aurelija Stelmokienė
Keyword(s):  
Leadership Styles ◽  
Full Range ◽  
Dark Triad ◽  
Psychology Research ◽  
Full Range Leadership

scholarly journals Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations

2021 ◽  
Vol 10 (1) ◽  
pp. 313-321
Author(s):  
MUHAMMAD NAVEED RIAZ ◽  
MASUD AKHTAR ◽  
GILNAZ MURTAZA
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Full Range ◽  
Hierarchical Regression ◽  
Full Range Leadership ◽  
Multifactor Leadership ◽  
Decision Making Styles ◽  
Laissez Faire ◽  
Moderating Role

The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.

Connecting influence tactics with full-range leadership styles

2018 ◽  
Vol 39 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Guy J. Curtis
Keyword(s):  
Leadership Styles ◽  
Full Range ◽  
Influence Tactics ◽  
Future Research ◽  
Content Type ◽  
Rational Persuasion ◽  
Full Range Leadership ◽  
Leaders And Followers ◽  
Transformational And Transactional Leadership ◽  
Power And Influence

Purpose Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

scholarly journals Preferred leadership style, managerial and entrepreneurial inclination among Hungarian students

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Éva Perpék ◽  
Ágnes Győri ◽  
György Lengyel
Keyword(s):  
University Students ◽  
Leadership Styles ◽  
Leadership Style ◽  
Complex Analysis ◽  
Full Range ◽  
Cultural Resources ◽  
Exploratory Research ◽  
Online Questionnaire ◽  
Full Range Leadership ◽  
Style Preferences

AbstractAlthough a great deal of research has been done on leadership styles, and university students have often been the subject of exploratory research in social sciences, the Full Range Leadership model has been applied to young people only in a few instances. In this article, the authors seek to survey the preferred leadership styles among Hungarian students and explore how they correlate with managerial and entrepreneurial inclination. A complex analysis of leadership style preferences of university students combined with their managerial and entrepreneurial inclination, social and cultural resources is rare in the research practice so far. The online questionnaire used in the research was completed by 335 university students studying economics, engineering and social studies both in Budapest and in the country. The questionnaire was completed by 335 university students. The results are exploratory and they amend the existing leadership typologies at some points. Based on the results of the Multifactor Leadership Questionnaire featuring 36 self-rating items, four distinct leadership styles emerged within the target group, representing the transformational, the supportive, the defensive, and the laissez-faire leadership types. The multivariate analysis has shown that while managerial inclination is related to the transformational style of leadership, entrepreneurial aspirations are associated with the transformational and supportive leadership styles.

The Impact of Culture Value Dimensions on Full Range Leadership Styles at Industry Level

2015 ◽  
Vol 21 (5) ◽  
pp. 1542-1545
Author(s):  
Amin Vakilbashi ◽  
Wan Khairuzzaman ◽  
Mozhdeh Mokhber
Keyword(s):  
Leadership Styles ◽  
Full Range ◽  
Industry Level ◽  
Full Range Leadership ◽  
The Impact

APPLYING THE FULL RANGE LEADERSHIP MODEL TO MANAGING EMPLOYEES IN THE LAS VEGAS CASINO-GAMING INDUSTRY

2013 ◽  
Vol 5 (1) ◽  
pp. 46-66
Author(s):  
Gregory W Goussak ◽  
Jon K Webber ◽  
Elliot Ser
Keyword(s):  
Leadership Styles ◽  
Las Vegas ◽  
Full Range ◽  
Employee Perceptions ◽  
Gaming Industry ◽  
Managerial Leadership ◽  
Full Range Leadership Model ◽  
Revenue Growth ◽  
Full Range Leadership ◽  
Casino Gaming

Early researchers concluded that leaders exhibit certain qualities not found among the common man (Bass, 1990; Burns, 1978; Hernez-Broome & Hughes, 2004; Moser & vander Nat, 2003; Northouse, 2010; and Stodgill, 1948).  As researchers started looking at these phenomena, they realized that leadership is an evolving process that changes from paradigm-to-paradigm; shifting as environmental values change within society (Bass, 1990).  The significant growth of the casino-gaming industry over the past two decades necessitates management understanding of how leading in the 21st century could affect operational productivity and organizational performance.  The purpose of this research study was to investigate and analyze employee perceptions about managerial leadership styles in the Las Vegas casino-gaming industry.  This study focused on the leadership styles in the Full Range Leadership Model (FRLM) and the relationship between employee perceptions and revenue growth.  Participants completed the Multifactor Leadership Questionnaire Form 5X (MLQ) to communicate their perceptions about managerial leadership styles.  The study discovered that employees in Las Vegas casino-gaming operations perceived their managers as following the contingent rewards transactional leadership style and that revenue growth was not a determining factor in their perceptions.

scholarly journals The role of Motivational Factors on Employee Engagement at Readymade Garments Industry, with Leadership as Moderator

2020 ◽  
Author(s):  
Dalowar Hossan ◽  
Zuraina Binti Dato' Mansor ◽  
Mst Fahima Aktar ◽  
Nurain binti mohd roshedi ◽  
Saurov Roy
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Full Range ◽  
Motivational Factors ◽  
Path Coefficient ◽  
Full Range Leadership ◽  
Transactional Leadership Style ◽  
The Relationship

The current study aims to extend the literature by examining the moderating effect of leadership styles on the relationship between motivational factors and employee engagement in the context of the readymade garments (RMG) industry of Bangladeshwhere both leadership styles, motivational factors and employee engagement are known to be at an unsatisfactory level. The study used Herzberg’s two-factor theory and the full range leadership model. Quantitative technique had been used and the hypotheses were investigated through path coefficient analysis of 387 employees at the RMG industry of Bangladesh. The findings show thatextrinsic motivational factors, intrinsic motivational factors, transactional leadership style and transformational leadership stylehave significant effect on employee engagement as well as transactional leadership style moderates the relationship between intrinsic motivational factors and employee engagement. The paper discusses the implications of the findings and provides constructive suggestions on how to use motivational factors and leadership styles to positively impact employee engagement. The conclusionsrecommend that the industry focuses on leadership styles and motivational factors in order to fulfil more ambitious targets and sustain business for the long term.

The Relationship between Integrated Marketing Communication and Leadership Styles - In the Context of Malaysian Higher Education

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Siti Aishah Chu Abdulllah ◽  
Mohamad Md Yussoff ◽  
Hasrina Mustafa
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Full Range ◽  
Leadership Theory ◽  
Marketing Communication ◽  
Intellectual Stimulation ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Strategic Integration ◽  
Full Range Leadership

The purposes of this study are to assess the level of IMC implementation, to investigate the factors for developing and implementing a successful IMC plan, and to determine the interconnection between leadership styles and IMC in the selected Malaysian public and private higher learning institutions (HLIs) based on the perceptions of administrators and lecturers. Qualitative methods were employed, whereby IMC four-stage framework and seven dimensions of full range leadership theory served as the basis of this study. The results of this study show that a majority of the interviewees claimed that their institutions have reached stage 4 (strategic integration) of the IMC framework. Nevertheless, there were inconsistencies in the answers between the administrators and lecturers. The results also reveal that the important factors in developing and implementing a successful IMC plan in Malaysian HLIs are uniting functional operations by aligning the activities of the HLIs toward serving the customers, getting support from the top management of HLIs, studying their customers thoroughly, and utilising social networks to communicate with their current and prospective customers. Moreover, the leadership styles practised in the interviewees� institutions expose that the dimension of intellectual stimulation was the most mentioned, followed by laissez-faire, inspirational motivation, and management-by-exception. The leaders of the selected Malaysian public HLIs showed a higher tendency of practising transformational leadership style compared to the leaders of the selected Malaysian private HLIs who showed the tendency of practising transactional leadership style. Thus, practising an appropriate leadership style is an important factor that influences the effectiveness of leaders in the Malaysian HLIs.�Keywords: Integrated marketing communication; integrated marketing communication framework; leadership styles; full range leadership theory.

scholarly journals Developing Workforce Capability in Nonprofits Through Effective Leadership

2021 ◽  
Vol 20 (1) ◽  
Author(s):  
Catherine Byrnes Smoyer ◽  
Rocky J Dwyer ◽  
Janice K. Garfield ◽  
Brandon D. Simmons
Keyword(s):  
United States ◽  
Nonprofit Organizations ◽  
Single Case ◽  
Full Range ◽  
The United States ◽  
Annual Reports ◽  
Structured Interviews ◽  
Full Range Leadership ◽  
Available Information ◽  
Nonprofit Leaders

Leaders of nonprofit organizations in the United States must build workforce capabilities to meet increasing demands for services. This single-case study explored strategies nonprofit leaders used to build workforce capability to address increasing service demands. The conceptual lens for this study was the full-range leadership theory. Data were collected through semi-structured interviews with senior executives of a single nonprofit organization located in the Midwestern region of the United States, which included internal organizational and workforce performance data, strategy plans, annual reports internal and external financial documents, and publicly available information. Four major themes related to building workforce capacity emerged from a thematic analysis of the data: (1) an emphasis on employee development, (2) the expansion of technology systems, (3) a concentration on developing a culture of autonomy and trust, and (4) the introduction of processes and measurements. The findings from this study might contribute to positive social change by providing nonprofit leaders with strategies and data to support a deeper understanding of how to effectively build workforce capability to address increasing service demands.

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