Download or read book Leaders Conceptions and Evaluations of Followers as Antecedents of Leadership Style Leader member Exchange and Employee Outcomes written by Julie Duong and published by . This book was released on 2011 with total page 354 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Oxford Handbook of Leader Member Exchange written by Talya N. Bauer and published by Oxford University Press. This book was released on 2015-08-14 with total page 457 pages. Available in PDF, EPUB and Kindle. Book excerpt: Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationship quality between leaders and members as the key to understanding leader effects on members, teams, and organizations. This approach views trust- and respect-based relationships as the cornerstone of leadership. LMX has grown from a new theory in the 1970s to a mature area of research in 2015. Interest in this theory has increased rapidly over the past four decades, and the pace of research in this area continues to accelerate dramatically. The Oxford Handbook of Leader-Member Exchange takes stock of the literature to examine its roots, what is currently known, what research gaps may exist, and what areas are in need of the most urgent research.

Download or read book Affect and cognition in upper echelons strategic decision making Empirical and theoretical studies for advancing corporate governance written by Matteo Cristofaro and published by Frontiers Media SA. This book was released on 2023-02-15 with total page 195 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Oxford Handbook of Leadership and Organizations written by David Day and published by Oxford University Press. This book was released on 2014-05-20 with total page 913 pages. Available in PDF, EPUB and Kindle. Book excerpt: As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.

Download or read book Leader Member Exchange as a Predictor of Leaders Positive Work Outcomes written by Matthew Jason Shaffer and published by . This book was released on 2016 with total page 62 pages. Available in PDF, EPUB and Kindle. Book excerpt: Prior research found that the quality of the working relationships between leaders and their followers, or Leader-Member Exchange (LMX) quality in leader-member dyads, predicts positive work outcomes for followers, including job satisfaction, engagement, and performance. Though leaders might be expected to receive similar benefits from high quality LMX with their followers, almost no published, empirical research to-date has reported benefits of LMX for leaders. The current study tested the relationships of LMX and positive work outcomes for leaders among middle managers and their direct supervisees in a large manufacturing company. Hypotheses predicted that average leader-rated LMX and average follower-rated LMX would positively correlate with three beneficial outcomes for leaders: job satisfaction, engagement, and their own performance as rated by their supervisors, while leader-follower deviance on ratings of LMX would negatively correlate with these three variables. The study used an archival dataset that included questionnaire-based measures of LMX quality and the three work outcomes among 25 middle managers and 84 of their supervisees. The supervisors of the 25 managers (17 senior managers) also provided ratings of the managers' individual performance. All measures were collected the same week; all had good reliability (coefficient alpha ≥0.80). Contrary to hypotheses, leader outcomes were unrelated to average leader-rated LMX or average follower-rated LMX. In the only significant finding involving leader outcomes, leader-follower LMX deviance correlated positively with leader engagement (r =.42 -- opposite the hypothesis.) Leaders' LMX ratings were also unexpectedly lower than their followers' ratings of LMX, so leaders' engagement trended higher the further their followers' perceptions of the quality of their relationships exceeded the leaders' own perceptions of LMX. Implications for theory, research, and application of LMX are discussed.

Download or read book Work Engagement written by Arnold B. Bakker and published by Psychology Press. This book was released on 2010-04-05 with total page 218 pages. Available in PDF, EPUB and Kindle. Book excerpt: This book provides the most thorough view available on this new and intriguing dimension of workplace psychology, which is the basis of fulfilling, productive work. The book begins by defining work engagement, which has been described as ‘an opposite to burnout,’ following its development into a more complex concept with far reaching implications for work-life. The chapters discuss the sources of work engagement, emphasizing the importance of leadership, organizational structures, and human resource management as factors that may operate to either enhance or inhibit employee’s experience of work. The book considers the implications of work engagement for both the individual employee and the organization as a whole. To address readers’ practical questions, the book provides in-depth coverage of interventions that can enhance employees’ work engagement and improve management techniques. Based upon the most up-to-date research by the foremost experts in the world, this volume brings together the best knowledge available on work engagement, and will be of great use to academic researchers, upper level students of work and organizational psychology as well as management consultants.

Download or read book Exploring Distance in Leader follower Relationships written by Michelle C. Bligh and published by Routledge. This book was released on 2013 with total page 354 pages. Available in PDF, EPUB and Kindle. Book excerpt: Leaders face new challenges as they cope with changes in culture, technology and the workplace. In this edited volume, based on a conference at Claremont, scholars of leadership studies from three continents discuss the latest psychological research on interpersonal leader-follower relations. The book tackles the impact of distance - physical, interpersonal and social - on our organizations, governments and societies.

Download or read book Developmental Antecedents of Leader follower Relationships and Trust written by Stephanie Grosvenor and published by . This book was released on 2005 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The SAGE Handbook of Leadership written by Alan Bryman and published by SAGE. This book was released on 2011-02-17 with total page 593 pages. Available in PDF, EPUB and Kindle. Book excerpt: Leadership pervades every aspect of organizational and social life, and its study has never been more diverse, nor more fertile. With contributions from those who have defined that territory, this volume is not only a key point of reference for researchers, students and practitioners, but also an agenda-setting prospective and retrospective look at the state of leadership in the twenty-first century. It evaluates the domain and stretches it further by considering leadership scholarship from every angle, concluding with an optimistic look at the future of leaders, followers and their place in organizations and society at large. Each section represents a distinctive slant on leadership: - Macro perspectives - including strategic leadership, organization theory, charismatic leadership, complexity leadership, and networks. - Political and philosophical perspectives - including distributed leadership, critical leadership, ethics, the military and cults. - Psychological perspectives - including personality, leadership style and contingency theories, transformational leadership, exchange relationships, shared leadership, cognition, leadership development, gender, trust, identity and the ′dark side′ of leadership. - Cultural perspectives - including spirituality, aesthetics, and creativity. - Contemporary and emergent perspectives - followership, historical methods, virtual leadership, emotions, image, celebrity, and the quest for a general theory of leadership

Download or read book Studying Leadership written by Doris Schedlitzki and published by SAGE. This book was released on 2021-11-24 with total page 515 pages. Available in PDF, EPUB and Kindle. Book excerpt: This book is your comprehensive guide to key leadership theories, topics and trends. It goes beyond the basics to explore contemporary issues such as power and politics, authenticity, followership, toxicity, language, identity, ethics and sustainability, enabling you to gain a deep, holistic understanding of the field. Updated throughout with new examples, Critical Thinking boxes and further reading suggestions, the third edition of Studying Leadership: Traditional and Critical Approaches is the ideal accompaniment to leadership courses across a range of subject areas, including Business & Management, Health and Education. Lecturers can access a range of useful resources, including an instructor’s manual, selected SAGE Business Cases and videos, PowerPoint slides and a testbank, via the companion website. Doris Schedlitzki is Professor in Organisational Leadership at Guildhall School of Business and Law, London Metropolitan University. Gareth Edwards is Professor of Leadership and Community Studies at Bristol Business School, University of the West of England.

Download or read book Leadership and Followership in an Organizational Change Context written by Khan, Sajjad Nawaz and published by IGI Global. This book was released on 2021-09-24 with total page 361 pages. Available in PDF, EPUB and Kindle. Book excerpt: Often it seems that people place a spotlight on leaders and disregard the probability that the success of the organization lies somewhere in the followers. However, literature on followership is often overlooked and research on it ignored. As organizations rapidly change, it is essential to understand organizational change through simultaneous discussions of both leaders and followers and the roles they play in the ultimate success of the company. Leadership and Followership in an Organizational Change Context is a pivotal reference source that establishes the concept and definitions of leadership and followership in the context of organizational change and discusses the leadership and followership styles that can contribute to organizational effectiveness. While highlighting topics such as leadership style, employee engagement, and succession planning, this book is ideally designed for managers, executives, directors, upper-level management, business professionals, academicians, researchers, industry professionals, and students seeking current research on the types of changes that organizations are facing and how such changes can be managed.

Download or read book Authentic Leadership and Employee Outcomes written by Chi Tit Yeung and published by . This book was released on 2014 with total page 234 pages. Available in PDF, EPUB and Kindle. Book excerpt: Authentic leadership, its fundamental values, and its mediated effects on employee outcomes were studied. Past leadership studies have had different situational or environmental objectives, have concentrated mostly on the short or medium terms and have not focused on the core, fundamental values of leadership. Most of the existing leadership studies with different situational or environmental objectives have focused on the personality or behaviour of the leader and on the resulting psychological and financial outcomes, rather than on employee outcomes. Situations and environments have become increasingly complicated and their complexities cannot be explained by a single leadership style. As a result, concerns about the effectiveness of conventional leadership styles have been well noted. Both business practitioners and academic researchers are interested in finding a leadership style that works in different situations and environments, and has the potential to deliver the best, legitimate, ethical follower outcomes. Authentic leadership is the recent research focus. Harter (2002) described the fundamental concept of leader authenticity as to ‘know thyself’ and ‘to thy own self be true’. Walumbwa, Avolio, Gardner et al. (2008, p. 94) further defined authentic leadership as ‘a pattern of leader behaviour that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalised moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development’. In this study, the authenticity of a leader and the mediated effects of authentic leadership on employee outcomes were studied. Possible boundary conditions and limitations of the work were also considered. Demographic information was included with tenure-related control variables. The mediated effects of authentic leadership on employee outcomes through the psychological capital, social exchange, and uncertainty management mediation processes were examined. Drawing on the well-established theoretical background of psychological capital theory and social exchange theory, the psychological capital and social exchange mediating processes were empirically tested. The uncertainty management process was also empirically tested, by considering how employees prioritise decisions when facing uncertainties during interactions between leaders and followers. A research model was developed to study the effects of authentic leadership on the follower attitude outcome of job satisfaction and the behavioural outcomes of helping behaviour and employee voice behaviour. The direct and mediated effects of authentic leadership on employee outcomes were investigated. Questionnaires were prepared based on past studies and data were collected to empirically test the research model. The data were collected in dyads, giving 409 pairs of validated questionnaires from leaders and followers. The 409 followers worked with 103 direct supervisors or leaders in 50 organisations in Hong Kong. The study achieved its aims. Authentic leadership was found to play a significant role in followers’ perceptions and to affect the followers’ helping behaviour and job satisfaction. Post-hoc testing indicated that authentic leadership can be a leader’s core value, regardless of the situation or environment that the leader is in. The results reinforced that authentic leadership plays an important role with a transformational objective. The psychological capital process of the self-efficacy of the leader played a full mediating role in employee voice behaviour, but not in the other two processes using trust and psychological safety as mediators. All three mediating processes had partial mediation effects on job satisfaction, possibly due to the high authenticity of the leaders in the sample. The social exchange process of trust in leaders fully mediated helping behaviour, but the other two processes using self-efficacy and psychological safety as mediators did not. Using psychological capital theory and social exchange helped to explain and understand the mediating mechanisms by which authentic leadership affects employee outcomes. The results reinforced the construct validity of authentic leadership theory. The study achieved all four of its objectives. The contributions of the study, its implications for future studies and business practitioners, and its limitations are discussed. Recommendations for future research are also included.

Download or read book Leaders and Followers written by Trudy Heller and published by . This book was released on 1986 with total page 304 pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book Antecedents and Consequences of Leader Authenticity written by John Marcus Read and published by . This book was released on 2012 with total page 576 pages. Available in PDF, EPUB and Kindle. Book excerpt: Recent major ecological disasters and economic crises were attributed in part to organizational and national leadership failures over the past decade. In 2005, scholars met to develop the concept of authentic leadership in response to the emerging need for positive forms of leadership (Avolio & Gardner, 2005) that build sustainable organizations and communities. Integrated models link psychological attributes of leaders and their ability and economic performance data to deliver positive outcomes at individual, team and organizational levels (Gardner et al., 2005; lilies, Morgeson, & Nahrgang, 2005; Lord & Hall, 2005; Michie & Gooty, 2005). This thesis reports the development of a model of leader authenticity and an examination the interactions among leader authenticity and well-established transformational leadership theory (Avolio, 2004; Bass, 1990) as well as authentic leadership (Avolio & Gardner, 2005; Gardner et al., 2005; Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008). Predicted positive organizational outcomes of employee engagement and job satisfaction were tested. Other key associations were hypothesized and explored. Findings suggested that leaders' management of their emotions was positively related with transformational and authentic leadership. The question whether transformational leadership was more or less authentic is an important distinction proposed by earlier research (Bass & Steidlmeier, 1999). The findings showed that followers' perceptions of leader authenticity specifically, behavioral integrity, was positively related with levels of authentic leadership and transformational leadership. By contrast, according to leaders, there was no direct association found among authentic leadership and transformational leadership. Second, according to followers' perceptions, partial support was found for the mediating role of authentic leadership and transformational leadership between leader authenticity and positive organizational outcomes. Third, according to followers' perceptions, partial support was found for the mediating role of authentic leadership, transformational leadership and selected climates for innovation and ethical behavior between leader authenticity and positive organizational outcomes. Notably, an instrumental (selfish) ethical climate was found to be inversely related with authentic leadership but not with transformational leadership and resulted in significantly lower employee engagement and job satisfaction. The current study contributes significantly to conceptual and theoretical development of leader authenticity, its antecedents and consequences for leadership, as well as pointing to key factors known to promote organizational performance and sustainability.

Download or read book Presentatie Schaduwlopen written by and published by . This book was released on 1982 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt:

Download or read book The Connecting Leader written by Zahira Jaser and published by Information Age Publishing. This book was released on 2021-02 with total page pages. Available in PDF, EPUB and Kindle. Book excerpt: "Previous books of the Leadership Horizon Series showed unequivocally how both leaders and followers play an equally important part in the co-production of leadership outcomes, and how leader and follower identities are fluid, so that the same individual can enact both at different times. This book stretches the notion of leadership a step further by exploring the co-enactment of both roles, identities, and positions of leader and follower by one same individual. This individual is defined as a connecting leader, as in this co-enactment he/she functions as connector between different leadership relationships. The concept of connecting leader emerges from the observation that most individuals in organizations engage in the leader-follower role co-enactment: managers, pulled between executives and reportees; CEOs, between the board and the head of departments; or employees involved in cross functional teams, leading and following in different degrees, subject to their expertise. Yet, despite its pervasiveness this concept is at best under theorized by the literature, which, dominated by dyadic and romanticized views, mostly presents the roles as enacted by separate individuals facing each other. To advance our understanding of connecting leaders the editor proposes to shift our focus on leadership in three ways: to unpack the interconnectedness and interplay of leader and follower identities; to investigate the tensions arising from the co-enactment and how these can be overcome; to widen the way in which we study leadership, through new configurations (e.g. leadership triads) and ontologies; and finally to consider the similarities between leading and following. The book chapters are organized to mirror these areas of exploration. Understanding leadership from a perspective that acknowledges that many individuals in organizations are not just leaders or followers, but both, democratizes the way we theorize leadership, and moves us further away from the temptation to romanticize it"--

Download or read book Emotions and Leadership in Organizations and Educational Institutes written by Osman Titrek and published by Frontiers Media SA. This book was released on 2023-11-28 with total page 288 pages. Available in PDF, EPUB and Kindle. Book excerpt: Emotion management is an important source of social capital and synergy for organizations. Managers have a great role in the creation of this synergy. A manager who can cope with their emotions indirectly contributes to organizational effectiveness. This situation is especially important in human-oriented organizations providing services rather than goods, such as educational institutions. Leadership is a process of social influence, which maximizes the efforts of others towards the achievement of a goal. Leadership stems from social influence rather than authority or power. In terms of system approach, the input, output, process, and feedback of educational organizations are always related to human behaviors. Therefore, organizations must address the nature of human beings in all of their managerial processes. Although organizations, in which people are at the foreground, try to continue their functioning on a rational and formal basis throughout the managerial process, they sometimes have to manage emotional and informal phenomena. In this case, there is a need for managers and school leaders who can shape the rationale in line with the requirements of human nature. What is expected from this administrator is that they do not ignore human needs and emotions while providing the management of educational institutions. For this reason, these managers should be "leaders" rather than "executives" who only work in a formal framework of organization management. Moreover, principals and teachers should also be leaders in all educational processes. Emotions are the main catalyst of positive organizational culture. Leaders can create an effective organizational culture with the main source of positive emotions between employers. Positive emotions also motivate employees for organizational purposes. If a leader wishes to create and maintain an effective organizational culture, it is essential to support positive behavior and emotional climate in their institutes and schools. Leaders-school-managers and teachers, therefore, need to develop emotion management abilities. Educational organizations need to shape their organizational culture, climate, and psychology to support their leaders in efficiently managing their employees’ emotions. Up to now, this topic has been usually addressed as the main catalyst and a sub-dimension of emotional intelligence. Moreover, current evidence classifies social and empathy skills as other sub-dimensions of emotional intelligence. For this reason, this collection of peer-reviewed articles will draw attention to the contemporary term "emotional management" and contribute to educational fields by means of exploring the relationship between emotions and leadership.