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Examining the Relationship of Leadership and Physical Distance with Business Unit Performance
Abstract
Measures of transformational and transactional contingent reward leadership and physical distance were used to predict the business unit performance of 101 managers. Results revealed that transformational leadership positively predicted unit performance, while contingent reward leadership was not related to performance. Physical distance between leaders and followers negatively moderated the relationship between transformational leadership and unit performance, and positively moderated the relationship between contingent reward leadership and performance. Implications for future work on leadership at a distance are discussed.
... Initially, the leader-follower distance was assumed to have a "neutralizing effect" (Antonakis and Atwater, 2002, p. 685) on the perceived effectiveness of leadership styles. For instance, transformational leaders may require physical proximity to show attention and consideration to be perceived as effective (e.g., Andressen et al., 2012;Howell et al., 2005). The current state of research paints a mixed and incomplete picture of the generalizability of the effectiveness of the FRLM from on-site to remote work contexts. ...
... This study supports the perceived effectiveness of instrumental leadership, transformational leadership, and transactional leadership in the context of remote work. Whereas instrumental leadership had not been studied in virtual environments, our findings align with previous research demonstrating the remote effectiveness of transformational (e.g., Kelloway et al., 2003;Neufeld et al., 2010;Purvanova and Bono, 2009) and transactional leadership (e.g., Howell et al., 2005). For instance, in line with prior studies, we found charismatic factors (i.e., "articulating a vision", "providing an appropriate model") of transformational leadership to be beneficial in remote contexts. ...
... For instance, in line with prior studies, we found charismatic factors (i.e., "articulating a vision", "providing an appropriate model") of transformational leadership to be beneficial in remote contexts. However, some studies (e.g., Andressen et al., 2012;Eisenberg et al., 2019;Hoch and Kozlowski, 2014;Howell et al., 2005) suggest that the effectiveness of transformational-transactional leadership vanishes with increasing leader-follower distance, which contrasts our findings. This discrepancy may be due to changes in remote work. ...
Purpose
The COVID-19 pandemic has amplified the importance of effectively leading a remote workforce in volatile, uncertain, complex and ambiguous (VUCA) environments. This study examines the effectiveness of transformational–transactional leadership (Full-Range Leadership Model, FRLM) and its recent extension of instrumental leadership (eFRLM) in remote work contexts.
Design/methodology/approach
We surveyed 529 remote working followers, providing perceptions on (1) their leaders’ manifestation of eFRLM dimensions and factors, (2) their leaders’ leadership effectiveness and (3) their organizational environment as VUCA.
Findings
Results show that instrumental leadership represents a strongly effective leadership dimension in remote work contexts, explaining unique variance beyond transformational–transactional leadership. Moreover, VUCA environments moderated the association between eFRLM leadership behaviors and leadership effectiveness, with instrumental leadership being particularly effective in more pronounced VUCA environments and transformational–transactional leadership being less effective.
Originality/value
Overall, instrumental leadership appears crucial to consider when predicting leadership effectiveness in virtual and uncertain contexts.
... However, the related findings have to be interpreted with caution, and await replications and extensions in ecologically valid multi-measure studies. Nevertheless, 16 field studies did include additional data sources to assess dependent variables, such as supervisory ratings, and two of them included objective data (e.g., profit, revenue, and productivity ratio; Howell et al., 2005). Objective data were also used in all experimental studies for at least one outcome variable, usually performance measures as part of the experimental task (e.g., Hambley et al., 2007;Hoyt & Blascovich, 2003). ...
... This is in line with a cues-filtered-out perspective, suggesting that clear task and goal assignments are particularly important when information exchange is limited (e.g., Konradt et al., 2003). Specifically, two field studies with multi-source and multi-measurement designs found that the relationship between transactional leadership and objective performance was stronger when the spatial distance to the leader was high as compared to low (Howell & Hall-Merenda, 1999;Howell et al., 2005). Similarly, an experimental study with multi-source data and one measurement found that the effects of transactional leadership on creativity were stronger in an anonymous group decision support system as compared to a non-anonymous group decision support system (Sosik et al., 1998; but see also Sosik et al., 1999). ...
... Results indicated that spatial distance from the leader decreased the positive relationship between transformational leadership and follower performance. In another study, Howell et al. (2005) employed a time lag of 1 year between the measurement of transformational leadership and objective unit performance. Again, results showed that spatial distance to the leader decreased the link between transformational leadership and performance. ...
... Antonakis and Atwater (2002) define distant leadership as a configuration between physical distance, perceived social and cognitive distance, and frequency of interaction. The interaction between managers and employees will therefore change (Howell et al., 2005). With this background, we use a theoretical framework developed from the concept of hybrid leadership, management control, information richness, and distant leadership. ...
... Researchers have identified distant leadership as a problem, particularly because of the physical distance between the actors involved (see, e.g., Antonakis & Atwater, 2002;Howell et al., 2005;Stoopendaal, 2015). Distance is considered a key contextual factor in leader-staff relationships (Chenhall, 2003). ...
... Distant leadership also appears to challenge leaders' efforts to motivate professional staff, and the larger distance between leader and staff members may negatively affect the professionals' motivation, their involvement, and engagement (Howell et al., 2005) because leaders have limited opportunities to interact directly with their colleagues. As stated by Hopwood (1974) and Carlsson-Wall et al. (2011), distant leaders are less able to guide their professional colleagues by social and self-controls, which constitute organizational controls as well as administrative task-oriented controls. ...
This paper studies how clinical leaders perceive their leadership tasks in the context of virtual interactions. We ask whether distant leadership involves a shift from relationship orientation to more task- and control-oriented leaders in hospital settings. We explore two cases involving 10 clinical leaders in a university hospital in Norway. The study indicates that the leaders were aware that lack of direct communication hampers relationship-oriented leadership, which weakens efforts to develop a common identity in the clinics. The absence of direct communication reduces opportunities for relationship-oriented leadership, which may hamper the development of social and self-controls in professional organizations. However, clinical leaders are dependent on professionals’ social and self-controls to perform at high levels. Large distances reduce leaders’ ability to build personal relations with their staff. On the other hand, professionals in healthcare are highly educated, and thus they are to a large degree self-governed. The possible effects of distant leadership may consequently not be that harmful in clinical settings.
... Distal leaders are denied the closeness required for positive relationship development and thus may struggle to produce high-quality exchanges and high levels of trust with their followers (Torres & Bligh, 2012). To date, research has primarily examined the outcomes of physical distance between leaders and followers (i.e., working in a different location or city; Avolio et al., 2004;Burrows et al., 1996;Fenlason & Beehr, 1994;Howell et al., 2005;Howell & Hall-Merenda, 1999). Fewer studies have examined leader-follower distance resulting from varying interaction frequency in the context of high physical separation-the type of context created by the COVID-19 pandemic. ...
... Despite the assumption that followers suffer under distal leaders, Antonakis and Atwater (2002, p. 3) note that "leader effectiveness is contingent on matching the level of leader closeness that followers expect of the leader in various contexts." In addition, research on leader distance has produced mixed results, with some followers reporting poorer performance under distal leaders, whereas others were unaffected (Howell et al., 2005;Shamir, 1995;Yagil, 1998). According to followership theory, not all followers share the same view of their role in the leadership process, and whereas some seek high levels of interaction with their leader, others suffice to remain removed from the leadership process (Uhl-Bien et al., 2014). ...
... Physical distance is the actual physical proximity that exists between a leader and followers and has been studied with mixed results. Whereas some have found that physical distance enhances the perceptions of charisma (Shamir, 1995;Yagil, 1998), others have found that individuals and work units suffer when transformational leaders are physically distant (Howell et al., 2005). During the pandemic, remote work increased by 65%, forcing many employees to physically distance from their leaders for the first time in their careers (Hickman & Robison, 2020), and it remains unclear why some workers easily adapted to physical distance whereas others faced challenges (Banjo et al., 2020). ...
Leader distance theory has received scant empirical attention in the extant literature, however the “work from home” orders associated with COVID‐19 have made this theory and its empirical findings highly relevant for organizations. Our study integrates leader distance theory and followership theory to understand how follower role beliefs affect follower effort, performance, and withdrawal under physical leader distance, and varying conditions of leader interaction frequency. Using a three‐wave survey methodology with 260 adults working remotely, our study finds that followers’ levels of effort, performance, and withdrawal were contingent on leader interaction frequency. Specifically, followers with a co‐production role orientation, who see their role as more collaborative, reported higher levels of effort under conditions of high leader interaction. Furthermore, the indirect effect of co‐production on follower performance and withdrawal via effort was moderated by leader interaction frequency. The results for followers with passive role orientations, however, were in the opposite direction. These followers reported less effort when leader interaction was high, and the mediational chain predicting performance and withdrawal were contingent on leader interaction frequency. Our study contributes to the ongoing conversation about the positive and negative effects of leader distance, and positions followership characteristics as important boundary conditions of distal leadership.
... Researchers have analyzed the impact of distance on such essential organizational phenomena as leadermember exchange (LMX; Schyns, 2013), leader trustworthiness (Torres & Bligh, 2012), charismatic and transformational leadership (Berson, Halevy, Shamir, & Erez, 2015;Howell, Derrick, Neufeld, & Avolio, 2005;Shamir, 1995;Waldman & Yammarino, 1999;Yagil, 1998), and leader's power (Bligh & Riggio, 2013;Collinson, 2005). However, despite increasing attention, the concept of distance remains an elusive one (Lewandowski & Lisk, 2013), and the findings regarding its impact on organizational performance are inconsistent. ...
... Secondly, tangible and intangible types of distance, though conceptually distinct, are not independent. Prior empirical research (Howell et al., 2005;Torres & Bligh, 2012) did not support the notion of independence between psychosocial and external distances. Torres and Bligh (2012) indicated a positive correlation between social and physical distance. ...
... Torres and Bligh (2012) indicated a positive correlation between social and physical distance. Howell et al. (2005) found that transformational leaders are more effective when they are close physically. Transformational leadership according to the latter study implies shared goals and vision, emotional connection, and, as a result, low psychosocial/internal distance. ...
The goal of the present study is to analyze how interactions between intangible and tangible dimensions of distance between a leader and a follower are intertwined with interpersonal conflict, LMX, and satisfaction with a leader. The current research demonstrates that there is a significant relationship among psychosocial distance, physical distance and the frequency of communication, and that these types of distance are not independent, as claimed in the previous research. In addition, physical distance positively moderates the relationship between psychosocial distance and conflict with a leader. The implication is that when physical distance becomes too small, an increased interaction will not fit high psychosocial distance between parties, and conflict will exacerbate. LMX and satisfaction with a leader mediate the relationship between psychosocial distance and both physical distance and frequency of communication. Two dimensions of tangible distance have dissimilar effects. More dynamic communication component can be altered more easily and maintains equilibrium in relationship. Less flexible physical distance leads to potential misfit with psychosocial distance and to a leader-follower conflict. Psychosocial distance should not be equated with differences. The latter can be of a complementary nature, and as such, reduce distance.
... Als Erklärung wird angeführt, dass es für eine transformationale Führungskraft schwierig ist, die Teamkommunikation in hochgradig verteilten Teams zu fördern, so dass sich ihr Einfluss sogar kontraproduktiv auswirken könnte. Dies zeigte sich auch bei Howell et al. (2005), die eine mit zunehmender räumlicher Distanz abnehmende Wirkung transformationaler bei gleichzeitig steigender Wirksamkeit transaktionaler Führung konstatierten. Dieser Zusammenhang lässt sich wie folgt begründen: Austauschorientierte oder transaktionale Führung mit klar definierten Zielen funktioniert über kurze Distanz weniger gut, dürfte aber mit der entstehenden Autonomie der Mitarbeiter über größere Distanzen besser umsetzbar sein (Howell et al., 2005). ...
... Dies zeigte sich auch bei Howell et al. (2005), die eine mit zunehmender räumlicher Distanz abnehmende Wirkung transformationaler bei gleichzeitig steigender Wirksamkeit transaktionaler Führung konstatierten. Dieser Zusammenhang lässt sich wie folgt begründen: Austauschorientierte oder transaktionale Führung mit klar definierten Zielen funktioniert über kurze Distanz weniger gut, dürfte aber mit der entstehenden Autonomie der Mitarbeiter über größere Distanzen besser umsetzbar sein (Howell et al., 2005). Hill und Bartol (2016) arbeiten im Ergebnis einer Befragung von 194 regional breit verteilt tätigen Personen die positiven Effekte der größeren Autonomie der Mitarbeiter für die Teamleistung heraus. ...
Jede Epoche zeichnet sich durch besondere Formen der Führung aus. Dabei ist Führung nicht statisch, sondern unterliegt vielfältigen technisch-organisatorischen und gesellschaftlich begründeten Veränderungen. Organisationen und Führung haben in den letzten Jahren vielfältige Änderungen erfahren, die sich in erster Linie auf die Auswirkungen der laufenden digitalen Transformation zurückführen lassen. So erfolgt derzeit aufgrund der Distanz bzw. des Mangels an direkten Kontakten die wechselseitige Einflussnahme zwischen Führungskräften und Geführten hauptsächlich mit Hilfe digitaler Kommunikationsmittel bzw. mittels sozialer Medien. Diese Einflussnahme wird in diesem Kapitel als virtuelle Führung verstanden. Da traditionelle Führungsmodelle grundsätzlich auf direkten Interaktionen basieren, sind diese Modelle nicht geeignet, um virtuelle Führung zu beschreiben. Es ist deshalb sinnvoll zu analysieren, inwieweit der Einsatz digitaler Medien die Führung verändert bzw. ob hier eine neue Form der Führung entsteht. Oder ergänzen, ersetzen oder erweitern diese neuen Medien den Einfluss der Führungskräfte auf die Mitarbeiter?
... Maintaining distances between the leader and his/her subordinates depends largely on how the leader's behavior affects subordinates, and how the subordinates evaluate those behaviors (Howell et al., 2005). Some subordinates believe that leaders who keep the distance between them and subordinates are more effective and more attractive to them (Shamir, 1995;Yagil, 1998). ...
This research assesses and examines the impact that paradoxical leadership can have on organizational ambidexterity and organizational success at the food industry sector in Egypt. Analysis of data from 300 respondents at the food industry sector in Egypt revealed that paradoxical leadership has a strong relationship with organizational ambidexterity and organizational success. Specifically, we found a statistically significant positive relationship between the dimensions of paradoxical leadership (i.e., maintaining both distance and closeness, maintaining decision control while allowing autonomy, etc.) and organizational success. Also, there is a positive relationship between the dimensions of paradoxical leadership and organizational success. The research contributes to a better comprehension of the influence of paradoxical leadership on organizational ambidexterity and organizational success. The paper confirms that paradoxical leadership is an imperative tool for enhancing organizational ambidexterity and organizational success. Studying paradoxical leadership and organizational ambidexterity is crucial in the food industry of any nation, where companies face increasingly complex and contradictory demands due to local, national, or global pressures. On one hand, food companies must prioritize efficiency, cost-effectiveness, and scalability to remain competitive in a global market. On the other hand, they must also adapt to shifting consumer preferences, such as demands for sustainability, transparency, unique experiences, and sustainability. Paradoxical leadership and organizational ambidexterity offer a framework for navigating these contradictions, which can enable companies to simultaneously pursue competing goals, such as profitability, social responsibility, and sustainability. By embracing paradoxical leadership and organizational ambidexterity, food companies can develop the capacity to innovate, adapt, and thrive in a rapidly changing environment by employing effective management practices, creativity, digital twinning, and artificial intelligence technologies. For instance, a company might adopt an ambidextrous approach to innovation, balancing incremental improvements to existing products with more radical, disruptive innovations through horizontal or vertical value chain mergers and integrations. Similarly, leaders might cultivate a paradoxical mindset by embracing both the analytical, data-driven aspects of decision-making and the intuitive, creative aspects. By doing so, food companies can stay ahead of the curve, capitalize on emerging trends, and build a sustainable competitive advantage.
... Measurement and setting of wellbeing environment are important factors for the management that is affected by the negative workplace environment. An effective leader understands and uses motivational strategies for increase of job resources that lead to employees' wellbeing (Pradeep & Prabhu, 2011;Howell et al., 2005). Management should highlight the adverse working conditions and try to overcome them. ...
The objective of the study is to examine the job wellbeing behaviors by perceived narcissistic supervision and workplace bullying. It also determines the mediating role of emotional exhaustions among the study variables. The dataof 395 of employees was collected from banking and telecom sectors organizations located in Rawalpindi and Islamabad. The data was collected in English language administered scales and relationships among variables were examined by using process macro of Preacher and Hayes 2003. Results of the study revealed a significant negative direct association among perceived narcissistic supervision, workplace bullying, and wellbeing behaviors. Further indirect relation between variables significantly was tested by the mediating role of emotional exhaustions among the study variables. Drawing upon the Conservation of resources theory (COR), the present study has contributed to the literature of adverse working conditions with their relationship of job wellbeing behaviors. The obtained results identified the need for the organization to set the wellbeing behaviors and implement policies with response to workplace bullying and perceived narcissistic supervision. Limitations and future directions are provided for further studies in these areas.
... However, we offer an additional perspective to Zohar's observation and suggest that the dispatcher-driver actual distance affects the relationship between safetyfocused leadership and safe driving outcomes in ways that have not been explained. More specifically, Howell and Hall-Merenda (1999) argued that distance is a key contextual moderator for the quality of leader-follower relationship, and demonstrated that the effect of transformational leadership on performance outcomes is significantly larger in closer than in more distant conditions (replicated by Howell et al. 2005). Hence, we expect that the effect of the leader's influence on driver safety performance outcomes is greater on short-haul trips than on long-haul trips, effectively rendering trip distance as a moderator of the direct relationship. ...
This study investigates the effect of safety-specific transformational leadership (SSTL) on the performance outcomes of safe driving and driving productivity in both long and short-haul truck cargo transport. We conduct our study in the context of a hazardous material (HAZMAT) Indian transport company using a sample of 1,196 trips across 104 unique routes, and driven by 71 truck drivers over a 30-month span. We establish that SSTL is beneficial for truck driving productivity as it positively influences driving productivity in long-haul trips. There is no conclusive evidence of a negative effect on the productivity in short-haul trips. Furthermore, our results show that more experienced drivers are also more likely to indulge in risky driving behavior. Our findings have immediate practical applications for transport companies that wish to promote operational safety, while safeguarding and even improving operational productivity.
... The interaction frequency is also used as a control variable that Howell et al. (2005) suggested could influence employees. This control variable was measured in numbers by the question "How many times do you interact with your supervisor in a week, including talking to him or her in person, on the phone, and by email?" ...
Purpose
Today, psychological well-being is increasingly valued by organizations because it is integral to employee performance. The style of leaders supervising their subordinates is an important influence on their psychological well-being. Abusive supervision can lead to a depletion of resources among their subordinates by inducing psychological stress, leading to a decline in psychological well-being. In this research, the authors use the conservation of resources (COR) theory and self-determination theory to examine the mechanism between abusive supervision and psychological well-being. This study can contribute to previous research by applying the COR theory and self-determination theory, which were not discussed, to explain the relationship between leader's leadership behavior and psychological well-being of organizational members.
Design/methodology/approach
The authors conduct a multi-time data collection method of two waves with six-week intervals. The authors received 322 samples and conducted a confirmatory factor analysis to test result validity and used multiple regression to examine the direct and moderating effects. Additionally, the authors used the bootstrapping method to test mediating effects.
Findings
The results show that abusive supervision is negatively related to psychological well-being and self-determination plays the mediating role between them, while perceived person-organization fit is the moderator between self-determination and psychological well-being.
Originality/value
The authors identified self-determination as the mediator between abusive supervision and psychological well-being and perceived person-organization fit plays the moderating role between self-determination and psychological well-being.
... Given that followers who have more frequent interactions with their leader are likely to have closer relationships, it is not surprising that the concept of social distance between leaders and their followers has been at the center of many leadership theories (see Bligh & Riggio, 2012). Some literature suggests that leader distance can be beneficial to an organization's culture by reducing "micromanagement" issues and other interpersonal problems (Howell et al., 2005). However, most of the literature points to leader distance fostering negative outcomes including poor relationship development and follower perceptions of leaders as uninvolved or disengaged (Erskine, 2012). ...
... Erkutlu (2008) asserts that transformational leadership can achieve progress above and beyond expectations. According to Howell et al. (2005), it functions better for non -routine difficulties and in close physical proximity. ...
This article provides an overview of cartels. The development of cartels began at the end of the 19th century. During this period, big businesses appeared and this marked the official beginning of the modern cartel movement. The typical story of cartels may not simply be their rise and fall, but a story of growth, boom, collapse, renaissance, decline, and criminality. But by the 1980s, cartels were an indispensable part of the global story of big business. They had an impact on organizational change, corporate strategy and technical advancement. Cartels can be seen as a "conspiracy against the public" and this overlooks a number of crucial issues and hides the vast differences in the purposes, forms and services provided by the cartels.
... Firstly, the gaps of which of e-leadership style to managing virtual team was captured from (M. Howell, et al (2005); Purvanova and Bono, 2009) examined transformational and transactional leadership, result showed the transformational leadership accompanying people to achieve the goals whereas transactional have a negative effect in virtual leadership. Furthermore, Hambley, et al (2007) adding medium as moderating variable to examining transformational and transactional leadership in virtual teams cohesion, as a result there is no significant effect of leadership style in virtual cohesion, however medium play a significant role, in their experiment richer communication media gives higher constructive team interaction scores. ...
The outbreak of the COVID-19 pandemic has become the main hinderance that needs to be tackle for survival, almost all countries in the world are overwhelmed to overcome the situation. the new challenge is working with the senior generation in adopting new technology, therefore digital leaders must be tech savvy and bring the workforce with them. in leadership research both in manufacturing and services only raised the phenomenon after the crisis that occurred in 2008, while the discussion of leadership who worked virtually during the crisis still did not have research results that have high validity. The first gap found in this study discusses the use of leadership styles in virtual teams, previous research have debated issue of transformational and transactional leadership, the results show that transformational leadership is more directing employees to achieve goals than transactional leadership which has a negative effect on virtual teams. Second, there are still some interesting questions to be answered in previous research, including: How leadership styles facilitate individual affective and motivational processes and virtual team collaboration .This study aims to analyze effective leadership styles for digital leaders in fostering team cohesiveness with the IPO theory quantitative data collection methods were taken with purposive techniques to obtain appropriate samples. Research subjects include employees with lower management (staff) positions who work in a virtual work environment. The pilot study in this study collected 100 samples will then be tested using SMART PLS for data analysis.This study concludes that transformational leadership models can affect work motivation, and work motivation has an influence on employee cohesiveness.
... By building a leadership relationship at a deep emotional level, transformational leadership style inspires enthusiasm for values, goals and tasks among team members (Bass and Avolio, 1997), thus enabling the development of trusting collaboration, which is especially important in the absence of control in the virtual environment. However, recent studies additionally indicate that the communication needs that exist in transformational leadership are often more difficult to realize via digital media, and thus, transactional leadership behaviors with clearly defined objectives may also be appropriate, especially in the virtual context (Andressen et al., 2011;Eisenberg et al., 2019;Hill and Bartol, 2016;Howell et al., 2005). It turns out that overcoming the challenges of leading virtual teams remains difficult, especially as long as leadership approaches imply that leadership responsibilities lie with one person. ...
Purpose
Virtual collaboration in teams becomes increasingly popular at work. With the advantages of working in virtual teams come leadership challenges for which the shared leadership theory is discussed as a potential solution. While previous empirical studies investigating shared leadership in virtual teams generally confirm positive effects on team outcomes, this study aims to investigate in detail the leadership behaviors that are typically shared in these settings and how these shared leadership behaviors affect individual level outcomes.
Design/methodology/approach
Individuals from different teams participated in a questionnaire study ( n = 411). Structural equation modeling was used to assess the effects of shared task- and relations-oriented leadership behaviors on team member’s subjectively perceived productivity and satisfaction with leadership.
Findings
Results indicate that shared task-oriented leadership behaviors have a significant positive effect on subjectively perceived productivity and satisfaction with leadership, while relations-oriented leadership behaviors have a significant negative effect. A hypothesis stipulating a moderating effect of task interdependence was not confirmed.
Practical implications
Practical implications include that in virtual teams with hierarchical organizational structures, it may be recommended that task-oriented leadership behaviors are shared among team members, whereas relations-oriented leadership behaviors should remain the responsibility of the official leader.
Originality/value
The findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual.
... In order to validate the claims made in this paper, empirical studies are required to bridge the gap between theory and practice. While there is some research on leadership in dispersed teams (Joshi, Lazarova, & Liao, 2009), distance and organizational performance (Howell, Neufeld, & Avolio, 2005), and on technology and distance (Townsend, DeMarie, & Hendrickson, 1998); virtually no empirical studies have been conducted on distance's effect on the relationship between servant-leadership and organizational performance. A longitudinal study comparing servant-led organizations, some of which are dispersed and some that are collocated, would be extremely valuable to the field of servant-leadership. ...
In this paper, the authors describe a conceptual model of servant leadership and organizational performance, taking into account the moderating influences of physical distance (i.e. leader geographical dispersion) and unified communication solutions. The authors position physical distance as a barrier to effective servant leadership implementation and introduce unified communication solutions as a means by which to mitigate those negative effects and simultaneously foster the development of community while serving the legitimate needs of subordinates.
... Further muddying the waters is the fact that these various dimensions of virtuality have often been operationalized differently across studies. Geographic dispersion, for example, has been measured based on separation/collocation (e.g., Bonet & Salvador 2017), number of different work site locations (e.g., Hill & Bartol 2016), geographic distance among team members (e.g., Gajendran & Joshi 2012), and various ordinal scales (e.g., Cummings & Haas 2012, Howell et al. 2005, with some studies creating composites based on several of these dimensions (e.g., Hill & Bartol 2016). ...
The growth in virtual work is reshaping how leaders interface with their followers: Face-to-face interactions are increasingly being supplanted by virtual exchanges. To advance understanding of the implications of leading in this changing environment, we apply functional leadership theory to synthesize the findings of the virtual leadership research that has been conducted across different leadership perspectives and levels of analysis. We identify four traditional leadership functions that empirical research suggests have a stronger effect on follower need satisfaction in virtual settings and highlight a new function—facilitate the use of technology—as particularly germane to virtual leadership. Our review reveals several promising future research directions, including the need to examine the effects of leadership along the full spectrum of virtuality and to consider the unique challenges that leaders may encounter in hybrid work environments. We also outline important practical implications for organizations, leaders, and their followers.
Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 10 is January 2023. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.
... Fourth, we assumed that when team leaders frequently interact with their team members, they are sending the message that social interactions are valued in the team and important for team functioning. However, frequent interaction might be interpreted as a form of micromanagement and close control, which is negatively related to team members' wellbeing (Howell et al., 2005). To rule out this interpretation, we computed the correlation between the frequency of leader-team member ...
Women’s representation in the workforce is increasing. However, we still do not know how, why, and when the proportion of females in work teams is related to team performance. Based on Social Role Theory and Congruence Theory, the purpose of the study was to ascertain whether the relationship between the proportion of women in work teams and team performance is mediated by team social cohesion, and whether this indirect effect is moderated by the frequency of leader-team member social interactions. Regarding methodological aspects, the study sample was composed of 178 work teams from three banks. We implemented a time-lagged design and collected data from two distinct sources (team members and team leaders) at three different time points. Our findings indicate that the proportion of women in teams was positively related to team performance via team social cohesion. This indirect effect was moderated by the frequency of leader-team member social interactions, so that it was positive and statistically significant only in teams with medium and high frequency of these interactions. This study reveals that team social cohesion is a mechanism through which the proportion of women in work teams can facilitate team performance, especially when team leaders frequently interact with their team members. The theoretical and practical implications of our findings were discussed.
... Measurement and setting of wellbeing environment are important factors for the management that is affected by the negative workplace environment. An effective leader understands and uses motivational strategies for increase of job resources that lead to employees' wellbeing (Pradeep & Prabhu, 2011;Howell et al., 2005). Management should highlight the adverse working conditions and try to overcome them. ...
The objective of the study is to examine the job wellbeing behaviors by perceived narcissistic supervision and workplace bullying. It also determines the mediating role of emotional exhaustions among the study variables. The data of 395 of employees was collected from banking and telecom sectors organizations located in Rawalpindi and Islamabad. The data was collected in English language administered scales and relationships among variables were examined by using process macro of Preacher and Hayes 2003. Results of the study revealed a significant negative direct association among perceived narcissistic supervision, workplace bullying, and wellbeing behaviors. Further indirect relation between variables significantly was tested by the mediating role of emotional exhaustions among the study variables. Drawing upon the Conservation of resources theory (COR), the present study has contributed to the literature of adverse working conditions with their relationship of job wellbeing behaviors. The obtained results identified the need for the organization to set the wellbeing behaviors and implement policies with response to workplace bullying and perceived narcissistic supervision. Limitations and future directions are provided for further studies in these areas.
... However, it is fundamentally important to deepen knowledge in this regard. Ordinary research of organizational behavior stresses the significance of several leadership aspects (e.g., leadership style, personality traits, decision making) when observing organizational performance (e.g., Howell et al. 2005;Kiss et al. 2021). Thus, it seems fruitful to apply the already gained knowledge to the exceptional organizational context of ISA. ...
This paper presents a systematic literature review of the research on behavioral factors influencing the performance of international strategic alliances. After capturing the relevance of the research field, we observe the distribution of publications and derive quantitative metrics. Further, we focus on the terms related to alliance performance used in this research domain. Then, the results regarding the behavioral factors of influence on the individual, group-related and organizational level and their relation to alliance performance are stated. Our analysis ascertains that some factors are present on at least two behavioral levels and are understood differently on each level, leading to a certain multidimensionality. Therefore, we develop a categorization that cross all behavioral levels based on four broad categories: relational factors, learning and knowledge, conflict, and other (unrelated) factors. Based on this analysis, we identify avenues for future research. Beside methodological needs for research, gaps concerning the multidimensionality we recognized and various influencing factors are identified, as ambiguous results are apparent or other factors have been scarcely analyzed so far.
... However, research indicates that for the collective pole of the belonging paradox to be effective, it needs to be combined with an emphasis on the opposite pole by providing closeness to followers and allowing for individualization (Howell, Neufeld, & Avolio, 2005). ...
Paradoxical leadership, the integration of leadership behaviors that are
seemingly contradictory, but nevertheless interdependent, is becoming
increasingly important in today’s complex and turbulent business
environments. Despite evidence for the positive consequences of
paradoxical leadership, little research has examined how and when
leaders can effectively integrate or reconcile opposing leadership
behaviors. Two of the most fundamental paradoxical challenges that
leaders face include the need to integrate control and empowerment, as well as reconciling collective rules with followers’ individual needs. In this article, we advance a circadian theory of paradoxical leadership that outlines how leaders can combine episodic thinking with circadian
principles to achieve a dynamic equilibrium between the opposing poles of these two leadership paradoxes. Our temporal framework explains how leaders can effectively structure paradoxical leadership episodes that leverage their own and their followers’ circadian processes within a broader framework of situation-driven leadership. In doing so, we contribute to future research by providing a novel circadian perspective on how paradoxical tensions in organizations can be reconciled within the constraints of situational demands.
... Indeed, transformational leaders that encourage employees to deal with problems, thus emphasizing "selfcontrol," were beneficial for reducing the perception of isolation experienced by autonomous teleworkers (Munir et al., 2016;Neufeld et al., 2010). In contrast, teleworkers who were less able to act autonomously preferred the transparent approach (e.g., about job requirements) of transactional leaders who are reinforced their role through reward and penalty systems (Howell et al., 2005;Overbey, 2013). ...
The increasing diffusion of remote working puts organizational control in the foreground. As employees work at a distance from traditional offices and/or are geographically dispersed, companies are called upon to influence their willingness to act in accordance with a company's vision, values, and objectives. To date, a comprehensive understanding of how organizational control is implied in remote work arrangements (RWAs) is still lacking. To fill this gap, a research synthesis—that is, a systematic review of 131 studies that empirically investigated this issue—is carried on. The analysis is not limited to direct forms of control (e.g., output control) but also includes managerial practices as well as actions enacted by employees that influence the dynamics of control, acting as indirect levers of control. Findings were presented and discussed in relation to five “control domains”: control systems, supervisory management styles, trusting relationships, organizational identification, and work identity in RWAs.
... The COVID-19 pandemic has made it imperative for organizations to practice social distancing (Farboodi et al., 2020;Fong et al., 2020;Jones et al., 2020), modify existing business models (Bauer et al., 2020;Mims, 2020;Isenberg & Di Fiore, 2020;Scheepers & Bogie, 2020), and redesign workflows (Nassuaer, 2020; Quraishi et al., 2020;Simon, 2020) -these changes bring challenges to leaders in terms of adapting to hyper-dynamic working context and managing tasks, resources, and workflows wisely. The COVID-19 pandemic also brings about a movement from an agminated workforce to a dispersed one, and this movement has made technologymediated leadership more imperative than ever before, making questions such as how to manage employees that work from home effectively and efficiently in the remote working environment become critical (Bartik et al., 2020;Choudhury et al., 2020;Howell et al., 2005). ...
The COVID-19 pandemic has made it imperative to practice social distancing, making technology-mediated leadership more needed than ever before. E-leadership sheds light on coordinating and reshaping the workforce through the integration of leadership and advanced information technology. However, extant e-leadership literature is still based on the assumption that it is a technology-assisted natural intelligence (i.e., human intelligence) system. Artificial intelligence (AI)-simulated leaders can be a viable alternative to human leaders because of their abilities to learn and apply learning to works. The pandemic, coupled with AI technology, drives us to revisit and rethink e-leadership from an AI perspective. By integrating AI into e-leadership, we propose “e-leadership 2.0,” which explores the possibility of substituting natural intelligence with AI in a leadership context. From the standpoint of leader presence and leadership substitute theory, this chapter explored the possibility of substituting human leaders with AI-simulated leaders and boundary conditions.
... Education attainment had six categories mentioned above: elementary school, high school, college diploma, bachelor, master, and PhD. Because Howell et al. (2005) found that interaction frequency also influences employee performance, we included interaction frequency as a control variable measured with the response to how many times they interacted with their supervisors in a week including in person, by phone, by email, or otherwise. ...
With today’s increasingly dynamic and competitive business environment, creativity is critical for enterprises to enhance their competitiveness. Companies today invest and seek new ways to enhance creativity of employees within the organization. Our study describes the effects of servant leadership, psychological safety, and employee well-being on creativity under the conservation of resources theory. We used a sample of 252 full-time employees in the United Kingdom who had been recruited online and collected their data for analysis. We conducted confirmatory factor analyses to test the validity of the measurement model and regression to evaluate the direct effects. Subsequently, we used bootstrapping to confirm mediation and serial mediation effects. The results showed that servant leadership was positively related to creativity and that psychological safety and employee well-being were serial mediators between them.
... fragiler (Bos et al., 2002;Jarvenpaa & Leidner, 1999), entwickelt sich zeitlich verzögert (Bos et al., 2002) oder sinkt beträchtlich (Lojeski & Reilly, 2020, S. xii). In Anlehnung an Meyerson et al. (1996) Howell et al. (2005), die eine mit zunehmender räumlicher Distanz abnehmende Wirkung transformationaler bei gleichzeitig steigender Wirksamkeit transaktionaler Führung konstatierten. Dieser Zusammenhang lässt sich wie folgt begründen: Austauschorientierte oder transaktionale Führung mit klar definierten Zielen funktioniert über kurze Distanz weniger gut, dürfte aber mit der entstehenden Autonomie der Mitarbeiter über größere Distanzen besser umsetzbar sein . ...
Das Buch bietet eine Übersicht über ausgewählte aktuelle Ansätze der Führungsforschung und -theorie. Die Welt der klassischen Führungstheorien mit ihren eindimensionalen Konzepten ist einer Führungswelt gewichen, die sich durch Ambiguität, Mehrdeutigkeit sowie Unschärfe auszeichnet. Umso wichtiger ist es, diesbezüglich neue Theorien und Konzepte von Führung zu kennen, aber auch kritisch zu hinterfragen. Die Autoren betrachten Führung aus einer organisationswissenschaftlichen und interdisziplinären Perspektive und geben in diesem Lehrbuch Orientierung im „Dschungel der Führungstheorien“. Zahlreiche praktische Beispiele, Literaturempfehlungen und Kontrollfragen ergänzen die Ausführungen.
Für die zweite Auflage wurde das gesamte Buch gründlich überarbeitet, bestimmte Themen, wie z.B. geteilte und partizipative Führung sowie verteilte Führung, wurden neu aufgeteilt und erweitert.
Der Inhalt
Neocharismatische Führungstheorien – Austauschtheoretische Führungssicht – Implizite Theorien der Führung – Psychoanalytische Führungssicht – Partizipative und geteilte Führung – Verteilte und substituierbare Führung – Mikropolitischer Führungsansatz – Symbolische Führung – Ethische und destruktive Führung – Mythen, Metaphern und Romantik der Führung – Virtuelle Führung – Führung und Frauen – Globale Führung
Die Autoren
Irma Rybnikova ist Professorin für Betriebswirtschaftslehre mit den Schwerpunkten Personal und Organisation an der Hochschule Hamm-Lippstadt.
Rainhart Lang ist Emeritus an der TU Chemnitz, wo er bis 2017 als Professor für Organisation und Arbeitswissenschaft tätig war.
... Howell et al. [83] suggested that interaction frequency influences employee performance. We included interaction frequency as a control variable. ...
Knowledge acquisition practices are important to enterprises, particularly since market competition is intensifying. In recent years, organizations have begun to pay more attention to knowledge sharing practices. Many organizations are looking for methods to motivate their employees to actively share knowledge with other employees. This study uses the conservation of resources theory to examine coaching leadership as an antecedent—and employee well-being as a mediator—in facilitating knowledge sharing intention; it finds that self-efficacy is the boundary condition in these relations. We collected data in two waves and recruited participants online—full-time employees in the UK and US. Using a sample of 322 employees, we conducted a confirmatory factor analysis to test the validity of the results and used hierarchical multiple regression to examine the direct and interaction effects. Then, we used the bootstrapping method to test the indirect and moderated mediation effects. Our results show that coaching leadership is positively related to knowledge sharing intention, and employee well-being mediates the relationship. Moreover, self-efficacy positively moderates the direct and indirect effects. Our findings demonstrate that employee well-being is a mediating mechanism in the relationship between coaching leadership and knowledge sharing intention, with self-efficacy acting as a boundary condition.
... Charalampous et al., 2019;McDonald et al., 2008). It has been argued that due to physical remoteness, virtual employees experience professional disadvantage and social isolation (Kurland and Egan, 1999), are excluded from important interactions (Richardson and McKenna, 2014), and receive limited managerial support with respect to their career growth and development (Howell et al., 2005). Similarly, in knowledge-intensive industries, employees have reported reduced support in career management (Redman et al., 2009). ...
Purpose
The question of responsibility for career development is critical for virtual employees who work remotely. The purpose of this paper is to (1) compare the perceptions of virtual and on-location employees in the high-tech industry about where responsibility lies for career management, as reflected in their psychological contract (PC) and (2) evaluate the ability of virtual employees to exercise behaviors capable of enhancing their career development.
Design/methodology/approach
A mixed-methods approach was used for this study. Study 1 consisted of semi-structured interviews ( N = 40) with virtual and on-location employees working for the same high-tech organization, exploring perceptions responsibility for career self-management as captured by their PCs. Study 2, a quantitative survey of virtual and on-location employees ( N = 146) working for various organizations in the high-tech sector, examined perceptions of career self-management through the perceived PC, as well as the perceived ability to exercise behaviors that would enhance career development.
Findings
Both categories of employees assumed that they, together with their direct manager, had responsibility for managing their career development. Nevertheless, virtual employees had lower expectations of support from their managers in this respect (Study 1) and felt that they actually received less support from their managers (Study 2). The results of both studies show, however, that virtuality does not have any significant effect on employees’ self-reported proactive career-influencing behaviors.
Originality/value
The study contributes to existing research by highlighting the perceived joint responsibility for career management and the critical role played by line management in this regard and by showing that virtuality does not have a significant effect on employees’ self-reported proactive career-influencing behaviors.
... Physically distant leaders are not able to provide as much real-time feedback and recognition of excellent performance. Howell et al. (2005) found that when leaders were physically distant from their followers, their transformational behaviors had less impact on work unit performance. Research on e-leadership suggests that interacting with employees in person is significantly different than interacting in virtual environments (Roman et al., 2019). ...
... Unlike the traditional organizations with collocated workers, the organizations with distributed work are staffed workers in different geographic locations or even different time zones, which is referred to geographic and temporal boundaries (Cascio & Shurygailo, 2003). The geographic distance between leader and followers brings about structural distance (the distance that due to the organization's physical/spatial structure, the span of the management, and organization members' opportunity to communicate, defined by Napier and Ferris in 1993 within the organization (Antonakis & Atwater, 2002), and further influence workers' job performance and satisfaction (Napier & Ferris, 1993, Howell, Neufeld & Avolio 2005). In the similar vein, the temporal distance asks for extra time and effort from both workers and leader to collaborate "from East to West" by using the "follow-the-sun" approach (DasGupta, 2011). ...
Leaders are playing important roles in modern organizations. The globalization and the development of advanced information technology (AIT) make it possible for the dispersed workforce to work together beyond temporal and geographical boundaries. This new working mode brings about both opportunities and challenges to the leaders. E-leadership provides a solution for organizations to influence the workforce through the integration of leadership and AIT. Extant E-leadership studies, however, are still based on the assumption that E-leadership is an AIT-assisted natural intelligence system (human intelligence). The newly developed technology allows us to think about E-leadership differently. In particular, Artificial intelligence (AI) technology appears to be a possible alternative to the human leader, because of its abilities to learn from the human, environment, and apply that to the works. In this study, I propose it is time to revisit E-leadership from the AI perspective. By integrating AI into E-leadership, I proposed the concept of "E-leadership 2.0", which takes AI into account. From the perspective of a leader's presence and leadership substitute theory, this study discussed whether the AI-simulated leader would have the equivalent effects as the human leader does, and boundary conditions of AI-simulated leader's effectiveness. Contribution and future research were discussed as well.
... Unlike the traditional organizations with collocated workers, the organizations with distributed work are staffed workers in different geographic locations or even different time zones, which is referred to geographic and temporal boundaries (Cascio & Shurygailo, 2003). The geographic distance between leader and followers brings about structural distance (the distance that due to the organization's physical/spatial structure, the span of the management, and organization members' opportunity to communicate, defined by Napier and Ferris in 1993 within the organization (Antonakis & Atwater, 2002), and further influence workers' job performance and satisfaction (Napier & Ferris, 1993, Howell, Neufeld & Avolio 2005). In the similar vein, the temporal distance asks for extra time and effort from both workers and leader to collaborate "from East to West" by using the "follow-the-sun" approach (DasGupta, 2011). ...
Leaders are playing important roles in modern organizations. The globalization and the development of advanced information technology (AIT) make it possible for the dispersed workforce to work together beyond temporal and geographical boundaries. This new working mode brings about both opportunities and challenges to the leaders. E-leadership provides a solution for organizations to influence the workforce through the integration of leadership and AIT. Extant E-leadership studies, however, are still based on the assumption that E-leadership is an AIT-assisted natural intelligence system (human intelligence). The newly developed technology allows us to think about E-leadership differently. In particular, Artificial intelligence (AI) technology appears to be a possible alternative to the human leader, because of its abilities to learn from the human, environment, and apply that to the works. In this study, I propose it is time to revisit E-leadership from the AI perspective. By integrating AI into E-leadership, I proposed the concept of "E-leadership 2.0", which takes AI into account. From the perspective of a leader's presence and leadership substitute theory, this study discussed whether the AI-simulated leader would have the equivalent effects as the human leader does, and boundary conditions of AI-simulated leader's effectiveness. Contribution and future research were discussed as well.
Aus dem Vorwort:
[D]as Arbeiten in verschiedensten Projektformaten hat sich in nahezu allen Feldern der Wissensarbeit etabliert, um der zunehmenden Komplexität bei der Erarbeitung von Lösungen
gerecht zu werden. Agile und hybride Vorgehensmodelle bzw. Organisationsansätze haben sich in verschiedensten Ausprägungen in der Projektarbeit etabliert und zum MindsetShift von der Ergebnis- zur Lösungsorientierung beigetragen. Agile Muster werden dabei von der Projektebene auf die Unternehmensebenen skaliert und führen zu neuen Governance-Strukturen und -prozessen sowie Führungsverständnissen (u.a. Agile Leadership). Die Weiterentwicklung der Projektarbeit selbst und vor allem neue Wege des Zusammenarbeitens in Projektteams scheinen dagegen heutzutage aus dem Blickfeld der Forschung zu geraten. Daher ist es für unsere beiden GI-Fachgruppen Projektmanagement (WI-PM) und Vorgehensmodelle (WI-VM) an der Zeit, die Strukturen der agierenden Teams wieder ins Blickfeld zu rücken. Die Arbeit in Projekten hat sich in den letzten Jahren deutlich verändert. Die Flexibilisierung von Wissensarbeit hinsichtlich Raum, Zeit und Arbeitsform wurde während der Pandemie gewollt forciert und hat den agierenden Individuen immer neue Freiheiten gewährt, die zu erweiterten und neuen Möglichkeiten des mobilen Arbeitens (z.B. Home Office, Coworking etc.) geführt haben. In der Folge sind damit auch die Wünsche und Ansprüche des Individuums immer mehr in den Mittelpunkt gerückt und die Kultur des Ermöglichens wird zum Führungsziel.
Der War-for-Talents im IT-Sektor hat sein Übriges dazu beigetragen, dass Individualwünsche akzeptiert werden. Das Projektteam selbst und die Kooperation in und zwischen Teams haben sich mit der Digitalisierung stark verändert. Selbstregulierende Prozesse in den Teams gewinnen an Bedeutung. Virtualisierung führt zu neuen Formaten und Ritualen in Projekten. KI-basierte Tools werden zum neuen Hilfsmittel bis hin zum Co-Piloten bei Entwicklungsarbeiten. Der Faktor Mensch scheint immer mehr ausgehebelt zu werden und die Gefahr der weiteren Isolierung der Teammitglieder ist real. Um dem entgegenzuwirken, wollen wir uns bei unserer gemeinsamen Fachtagung „Projektmanagement und Vorgehensmodelle“ in Friedberg u.a. mit folgenden Fragen beschäftigen: Wie wird sich das Arbeiten in Projektteams in einer veränderten und zunehmend von neuen KI-Tools geprägten Arbeitswelt weiterentwickeln? Wie kann Teamarbeit neu interpretiert und vor allem gestaltet werden? Diese Fragen aus Sicht von Wissenschaft und Praxis zu vertiefen und Lösungen zu diskutieren bildet den Themenschwerpunkt der PVM 2024 mit dem Leitthema „Neues Arbeiten in Projekten – Teamarbeit neu interpretiert“. Die Fachtagung eröffnet mit einem eingeladenen Keynote-Vortrag. Das Hauptprogramm umfasst 8 ausgewählte Beiträge aus Praxis und Wissenschaft, die einen wissenschaftlichen Review-Prozess durchlaufen haben. Wir möchten uns an dieser Stelle ausdrücklich bei den Mitgliedern des Programmkomitees bedanken, die durch ihre Begutachtung der eingereichten Beiträge einen objektiven Bewertungsprozess erst möglich gemacht haben.
Ergänzend dazu liefern 3 ausgewählten „Future Track“-Vorträge weitere Impulse durch die Vorstellung neuer, innovativer Konzepte, Methoden und Tools, die mit dem Auditorium direkt diskutiert und vertieft werden können. Mit Workshops und Kompaktbriefings wird die Tagung um ein attraktives Schulungsprogramm ergänzt. Eine Exkursion und das Konferenzdinner bieten reichlich Gelegenheit für den Austausch zwischen den Teilnehmenden und den Fachgruppen. Unser besonderer Dank gilt der Gastgeberin der PVM 2024, der Technischen Hochschule
Mittelhessen in Friedberg. Auch danken wir unseren Kooperationspartnern GPM Deutsche Gesellschaft für Projektmanagement e.V. (Fachgruppe IT-Projektmanagement) und dem PMI Germany Chapter e.V. für die langjährige gute Zusammenarbeit. Wir bedanken uns an dieser Stelle ebenso bei all denen, die an der Organisation und der Gestaltung dieser Tagung beteiligt sind. Wir hoffen, dass der vorliegende Tagungsband für Sie neue Erkenntnisse, authentische Erfahrungen und Anregungen enthält. Wir würden uns freuen, die eine oder andere Fra-
gestellung auch in der GI-Fachgruppenarbeit zu vertiefen. Informationen zu Workshops, Terminen und Kontakten finden Sie auf den Internetseiten der Fachgruppe Vorgehensmo-
delle WI-VM (https://fg-wi-vm.gi.de/) und der Fachgruppe Projektmanagement WI-PM (https://fg-wi-pm.gi.de/).
Mục đích của nghiên cứu nhằm kiểm định ảnh hưởng của phong cách lãnh đạo chuyển đổi đối với hiệu quả làm việc của nhân viên thông qua vai trò của cam kết tổ chức trong ngành dịch vụ tại Thành phố Hồ Chí Minh. Dữ liệu nghiên cứu được thu thập từ nhân viên của các doanh nghiệp ngành dịch vụ ở Thành phố Hồ Chí Minh, sau quá trình làm sạch dữ liệu còn 572 mẫu được đưa vào phân tích chính thức bằng phần mềm Smart PLS 3.3.3. Dữ liệu phân tích được thực hiện thông qua mô hình phương trình cấu trúc bình phương nhỏ nhất từng phần (PLS-SEM) trong hai giai đoạn, tức là mô hình đo lường và mô hình cấu trúc. Kết quả xác nhận rằng lãnh đạo chuyển đổi có tác động tích cực đến hiệu quả làm việc của nhân viên, đồng thời cam kết tổ chức của nhân viên có vai trò trung gian. Từ đó đưa ra kết luận, một số hàm ý quản trị có giá trị tham khảo cho các doanh nghiệp ngành dịch vụ tại Thành phố Hồ Chí Minh để tìm được giải pháp gia tăng sự hiệu quả làm việc trong công việc của nhân viên. Nghiên cứu bao gồm các nội dung chính là (i) đặt vấn đề, (ii) cơ sở lý thuyết và mô hình nghiên cứu, (iii) phương pháp nghiên cứu, (iv) kết quả nghiên cứu, (v) kết
luận và khuyến nghị và (vi) hạn chế và hướng nghiên cứu trong tương lai.
In der heutigen von Digitalisierung und dem arbeitnehmerseitigen Wunsch nach ortsflexibler Ausübung beruflicher Tätigkeiten geprägten Arbeitswelt stellt die Führung von Projektteams auf Distanz eine zentrale Herausforderung dar. Der vorliegende Beitrag zeigt zunächst die wesentlichen Grundlagen von Führung auf Distanz auf. Bezogen auf die Führung von Projektteams werden darauf aufbauend zwei Gestaltungsfelder für Projektleiter näher beleuchtet: die Mediennutzung und die Führungsbeziehung. Zentrale Aspekte wie die Gestaltung eines an die Projektsituation angepassten Medienportfolios, die Etablierung klarer Kommunikationsregeln und der gezielte Einsatz von Vertrauensvorschüssen sowie der Aufbau gefühlter Nähe werden als essenziell für den Projekterfolg hervorgehoben. Der Beitrag schließt mit praxisorientierten Empfehlungen für Projektleiter, um Projektteams auch bei räumlicher Distanz effektiv zur führen.
https://dl.gi.de/items/9d5de26c-f714-486d-ba2b-e66692ff9b02
يهدف البحث الحالي الى تحديد الاثر بين ممارسات الإدارة عن بعد بأبعادها المتمثلة بـ (فعالية التواصل عن بعد ، تقييم الأداء عن بعد ، استثمار القدرات عن بعد) في الاستقلال الوظيفي بأبعاده المتمثلة بـ ( استقلالية اتخاذ القرار ، استقلالية جدول العمل ، استقلالية أسلوب العمل) ، حيث طبق البحث على موظفين فروع المصرف الأهلي العراقي، وانطلاقا من مشكلة واقعية مؤثرة ومتزايدة في مجال الاعمال المصرفية، فقد تمت تشخيص مشكلة البحث بعدة تساؤولات أهمها معرفة ما هو أثر ممارسات الإدارة عن بعد في الاستقلال الوظيفي ، كان مجتمع الدراسة يتألف من (385) موظف، بينما تكون المجتمع المستهدف من (173) موظفا، تم توزيع استمارة استبيان إلكترونيا على المجتمع المستهدف المتمثل بالأفراد العاملين الذين تتم ادارتهم عن بعد في المصرف الأهلي العراقي، وكانت عدد الاستبانات الصالحة المسترجعة بعد فرز البيانات وتدقيقها (139) استبانة صالحة للتحليل اي بمعدل (80٪) تم تحليلها من وفقا لأسلوب نمذجة المعادلات الهيكلية – طريقة المربعات الصغرى والأساليب الإحصائية الوصفية بالاعتماد على برنامج Spss وبرنامج SmartPLS، وتوصل البحث الحالي الى عدة نتائج كان من أهمها ان ممارسات الإدارة عن بعد استطاعت ان تؤثر في المتغير التابع الاستقلال الوظيفي ، فكان لإدارة الاداء عن بعد تأثيرعلى الاستقلال الوظيفي للافراد العاملين من خلال استخدام أسلوب رصد التقدم بالاداء ونسبة انجاز المهام بغض النظر عن أساليب أنجازها ،وكذلك تم التوصل الى ان إدارة التوظيف عن بعد يمكن أن يؤثر في الاستقلال الوظيفي لما يوفرمن فرص لاستثمار قدرات ومهارات القوى العاملة والحرص على الاستفادة منها ، ومنحهم فرص وصلاحيات لاداء أعمالهم بغض النظر عن أماكن تواجدهم .
Transformational Leadership on Organizational Commitment and Job Performance of Construction Employees in Oman
Mergers in higher education are large‐scale, complex organisational change processes seeking to integrate former independent institutions into a new organisational entity. Mergers are often justified by reference to broad overarching goals such as quality, relevance, and efficiency. In practice, mergers entail attempts at organisational integration which can be inhibited by several obstacles, increasing and large internal distances can be such a hindrance to integration. In this paper, we explore how different forms of distance to leadership in the context of higher education can be conceptualised, and how experiences of different forms of distance interrelate. This paper shows that geographical distance can also mask other conceptualisations of distances and that geographical distance can also interact with other forms of distances. The empirical basis consists of data from a large‐scale research project addressing the organisational transformations taking place in Norwegian higher education due to mergers between 2016 and 2017.
Remote work has become a routine experience for many managers, forcing them to adapt to new ways of ensuring that employees follow company procedure and achieve job targets. Key among these changes have been to the move to computer-mediated surveillance (CMS), where managers monitor employees through electronic representations of work and computer-mediated interaction (CMI), where managers interact with employees through online communication. The outcome of this move is ambiguous and contradictory. CMS can strengthen control because of how effective it is at reporting on work. However, CMI can weaken control because of how effective it is at withholding work practice. We review the literature on remote work to explain how these apparently contradictory effects interact. We show that the joint effect of CMI and CMS goes beyond changing the amount of control over employees. Instead, this joint effect requires managers to ensure the accessibility necessary for control of remote work: that employees make their work visible and that they make themselves reachable for interaction with managers and peers. We use this new domain of control to outline a two-dimensional model of control.
Purpose
Recent academic work on leadership has focused largely on organizational leadership. This study takes a close look at political leadership, especially that given to popular movements, and delineates a new model of transformational leadership.
Design/methodology/approach
The current study borrows models from organizational leadership research and applies them to a specific case study to reveal critical concepts underlying transformational leadership. Application of these models to Bangladesh's founding father, Bangabandhu Sheikh Mujibur Rahman, during the two decades of the 1950 and 1960s, shows potential for a new flexible framework for transformational leadership with added significance on leader–follower relatedness, socio-historical context and charisma.
Findings
This study presents clear evidence on the nature of leadership in popular movements and using a specific case study elucidates that movements pick leaders who meet distinct criteria specific to the movement, including a vision that resounds with key follower-groups and prototypicality.
Research limitations/implications
This study presents a new lens under which political and popular leadership can be studied, focusing away from person, political party or rational choice and voting behavior-based ideas of political leadership.
Originality/value
The findings reveal the importance of seeking new ways to fit leadership theory with burgeoning social phenomenon.
Small and medium enterprises (SMEs) are instrumental to most economies and leadership offers a means for SMEs to face today's business challenges. Despite the need for effective leadership in SMEs, researchers rarely examine leadership theories in this context. The SME context is characterized by proximal conditions that are conducive to role-modeling leadership. Role-modeling leadership, although popular in the practitioner literature, is an underdeveloped concept in the scientific literature because such leadership has been confounded with other leadership theories and behaviors. The present study showcases role-modeling leadership as a distinct style of leadership and investigates its nomological framework between SMEs and large organizations. Using a sample of 371 employees across the UK, the findings supported (a) leader identification as an antecedent of role-modeling leadership and (b) a chain of outcomes between role-modeling leadership, leader–member exchange, job stress, job satisfaction, and turnover intent. However, the moderating effect of organization size was not supported. The present study contributes to theory by unraveling how a novel style of leadership is predicted as well as its relationship with important organizational outcomes. Limitations and suggestions for future research are discussed.
Fulltext available here: https://onlinelibrary.wiley.com/share/author/HVRTAPEFKMERYPKRVEFQ?target=10.1002/jls.21843
The disruptive effects of digital technology throughout multiple industries, have caused the business environment to become highly volatile and uncertain, forcing organizations to transform digitally in order to maintain or improve their performance and ensure their survival. Digital transformation is most often driven by, or results in, innovation, which has been proven to be a factor that improves an organization’s performance. Thus, organizations that wish to stay competitive in the new dynamically changing environment have to adopt digital transformation strategies with a strong element of innovation. By conducting a systematic literature review of 52 articles, followed by a concept analysis of related terms, this paper examines whether leadership is a critical factor in the design and implementation of such a strategy and if it has an impact on organizational performance.KeywordsInnovationDigital transformationLeadershipOrganizational performance
Örgütlerin büyümesi ve teknolojik gelişmeler lider ve izleyenlerinin daha geniş bir alanda çalışmalarına ve uzaklaşmalarına neden olmaktadır. Bu uzaklık izleyenlerin lider ile ilgili algılarını değiştirmekte ve örgüt içi ilişkileri etkilemektedir. Lider izleyen uzaklığı konusunda yapılan çalışmaların arttığı görülürken Türkiye'deki çalışmaların azlığı dikkat çekmektedir. Bu çalışmada kavramın kuramsal alt yapısı verilerek endüstri/örgüt psikolojisi çalışmalarında ölçüm aracı olarak kullanılabilecek lider izleyen uzaklığı ölçeğinin Türkçe geçerlemesi yapılmıştır. Bu kapsamda orijinal ölçek Türkçeye uyarlanmış, ölçeğin iç tutarlılığı test edilmiş, uyarlanan ölçek için iki farklı örneklemden toplanan verilerle keşfedici ve doğrulatıcı faktör analizi ve ölçüt bağımlı geçerlilik çalışması yapılmıştır. Sonuçta ölçeğin üç boyutlu yapısı ile Türkçe kullanılabileceği tespit edilmiştir. Anahtar Kelimeler: Lider izleyen uzaklığı, fiziksel mesafe, sosyal mesafe, ilişkisel mesafe, ölçek, geçerleme çalışması Abstract The growth of organizations and developments in the technology causes leaders and followers work in wider areas and brings distance between them. This distance is effecting the perceptions of the followers about the leader and intra-organizational relations. Despite its importance, leader follower distance studies in Turkey are scarce. In this study, after giving the theoretical framework of leader follower distance, Turkish version of the leader follower distance scale, which can be used as a measurement tool in industrial/organizational psychology studies, has been validated. The study includes adapting the original scale to Turkish, testing internal consistency; performing exploratory and confirmatory factor analysis and doing criterion-dependent validity study with data collected from two samples. As a result, three-dimensional structure of the scale was validated to be used in Turkey.
The objective of the research is to determine the direct effects of the State Public Junior High School Principals Leadership Behaviour, Organizational Culture, Work Motivation, and Decision Making towards Work Performance. The data were collected through 4 months survey to the State Public Junior High Schools in Bogor Regency and Bogor City involving samples of 62 Principals had been selected from the target population of 102 principals. The path technique was used to analyse the data. The research found positive direct effect of leadership behaviour, organizational culture, work motivation, decision making on work performance; leadership behaviour, organizational culture on work motivation; leadership behaviour, organizational culture, work motivation on decision making. Based on the result of research, this indicates the crucial role of leadership behaviour, organizational culture, work motivation, and decision making on the principals work performance. This implies that improved work performance of the State Public Junior High School Principals can be realized through improving on leadership behaviour, organizational culture, work motivation, and decision making. These findings suggest that the leadership behaviour, organizational culture, work motivation, and decision making are important determinants of the principals work performance.
The aim of this study was to identify specific management practices that promote the psychological health of remote workers in the context of the COVID‐19 crisis. A two‐round Delphi study was conducted among 28 teleworkers and 22 managers. A list of 60 specific management practices was presented and participants had to identify whether each one could be used in the current remote working context and, if so, how useful it was to promote psychological health at work. Results indicate that most specific management practices usually used in a face‐to‐face setting can also be used in a remote context (85%). Practices that show consideration, establishing work structure, and allowing flexibility were also identified as the most useful to promote remote workers' psychological health during the pandemic. This study contributes to the advancement of knowledge about specific management practices, remote working, and crisis management. It also suggests specific practices that managers can adopt to promote the psychological health of their employees during a period of crisis, even while managing from a distance. Cet article a pour objectif d'identifier les pratiques de gestion favorisant la santé psychologique des télétravailleurs durant la crise de la COVID‐19. Une étude Delphi a été réalisée auprès de télétravailleur·euses et de gestionnaires (n = 50). Parmi 60 pratiques de gestion, les participant·es devant identifier celles qui s'appliquent en travail à distance et leur utilité afin de promouvoir la santé psychologique au travail, le cas échéant. Les résultats révèlent que les pratiques de gestion orientées vers la considération, la structure de travail et la flexibilité seraient les plus utiles pour promouvoir la santé psychologique. Cette étude suggère les pratiques de gestion à instaurer par les gestionnaires afin de favoriser la santé psychologique au travail dans un contexte de gestion à distance.
The COVID-19 pandemic has brought forth substantial unrest in the ways in which people work and organize. This had led to disconnection, rapid adaptation, work from home, emergence of a new digital industry, and an opportunity to create anew. This chapter provides a position for the future state of work and organizing, drawing on the belongingness hypothesis, to characterize a revised method of human connection that acknowledges unique differences in online connections. It also explores the role that flexibility and working from home have on organizational outcomes, through changing presenteeism, changes in how people develop trust, and how social resources are deployed. Advancing an understanding of this position creates a possible post-pandemic model of work that acknowledges the current climate and the learnings from before that pandemic. Through genuine acknowledgment of the current and past ways of working, it is possible to build a pathway to heighten employee’s sense of belonging and trust. This will support the return to, and evolution of, a form of normality post-pandemic.
This study aims to determine and analyze the influence of Information Technology Utilization and Knowledge Management on Employee Performance with Motivation as Intervening Variables in the Regional Government of Sidoarjo Regency. The analytical tool used in the form of a questionnaire distributed to 100 employees in 15 sub-districts in Sidoarjo regency with the results of the use of Information Technology has a significant effect on motivation; knowledge management has a significant effect on motivation; the utilization of Information Technology and knowledge management simultaneously have a significant effect on motivation; Information Technology utilization has a significant effect on employee performance; knowledge management has a significant effect on employee performance; motivation has a significant effect on employee performance and the use of Information Technology and knowledge management has a direct and significant effect on employee performance through motivation.
We meta‐analytically assess the virtuality‐team effectiveness relationship using 73 samples of organizational teams (5738 teams) reporting on a wide range of productive (e.g., earnings), performance (e.g., customer ratings), social (e.g., cohesion), and team member (e.g., project satisfaction) outcomes. Our results suggest that in work organizations, virtuality is not a direct input—negative or positive—to team effectiveness. In contrast, using 109 samples of non‐organizational teams (5620 teams), we show that virtuality is a significant negative input to team effectiveness. We also meta‐analytically assess the issue of results generalizability from non‐organizational to organizational settings, and find that overall, results from non‐organizational studies largely fail to generalize to organizational virtual teams. Using moderator analysis, we explore a number of study features that may explain the poor results generalizability from non‐organizational to organizational studies. We find that results from non‐organizational studies using undergraduate students, short team duration, and laboratory settings drive the non‐generalizability effect, whereas results from non‐organizational studies using graduate students, longer team duration, and classroom settings produce results comparable to those of organizational studies of virtual teams. Theoretical, methodological, and practical implications are discussed.
The style of leadership is important to organizational job performance. This study intends to investigate the leading style of leadership, which has a greater impacts on organizational job performance. It also studies the relationship between four common leadership styles including democratic, autocratic, charismatic, and transformational leadership on the organizational job performance in public sector organizations. The data was collected by using quantitative methods and the result was obtained upon 90 respondents. The findings indicate a significant relationship between charismatic leadership, transformational leadership, and organizational job performance. However, democratic leadership was found to have an insignificant but positive relationship with organizational performance. Autocratic leadership is also found to have a negative and insignificant relationship with organizational job performance as employees have the least saying and leaders using coercion and enforce their decision on employees without their participation. The study also indicated that charismatic leadership has the most effective effects on organizational job performance followed by the transformational leadership style. Democratic leadership has the least contribution to organizational job performance. This study helps public sector organizations in Kurdistan Region to enhance productivity, satisfaction, and commitment of the employees that together maintain organizational job performances.
As organizations continue to adopt anywhere working, it remains critical to address the leadership and management challenges of leading anywhere workers. Through interviews with experienced anywhere leaders from several different organizations, this chapter clarifies how leaders meet and overcome those challenges. Building on existing behaviorally-based models of leadership, the authors propose a hierarchical taxonomy of anywhere leadership effectiveness behaviors. The taxonomy is composed of four metacategories (Relationships, Flexibility, Productivity, Culture) and fourteen subcategories, which detail the behavioral capabilities necessary for anywhere leadership. In doing so, this chapter provides a common framework for understanding anywhere leadership, lays the foundation for the assessment and development of anywhere leaders, and is a starting point for further research.
Provides a nontechnical introduction to the partial least squares (PLS) approach. As a logical base for comparison, the PLS approach for structural path estimation is contrasted to the covariance-based approach. In so doing, a set of considerations are then provided with the goal of helping the reader understand the conditions under which it might be reasonable or even more appropriate to employ this technique. This chapter builds up from various simple 2 latent variable models to a more complex one. The formal PLS model is provided along with a discussion of the properties of its estimates. An empirical example is provided as a basis for highlighting the various analytic considerations when using PLS and the set of tests that one can employ is assessing the validity of a PLS-based model. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Update and extension of the 1996 meta-analysis of the transformational leadership literature by Lowe, Kroeck and Sivasubramaniam (1996) published in The Leadership Quarterly.
This laboratory study developed a leader categorization model to provide an application of cognitive inference to understanding the impact of leader reward and punishment behaviors. In addition to traditional leader contingent and noncontingent reward and punishment behaviors, the study divided noncontingent rewards and punishment behav iors into discretionary and required. It was found that whereas both contingent and noncontingent rewards aroused feelings of positive affect toward the leader, it took contingent punishment to result in a significantly higher improvement in production between the first and second production periods. Practitioner implications of these findings are discussed.
This study investigated 3 broad classes of individual-differences variables (job-search motives, competencies, and constraints) as predictors of job-search intensity among 292 unemployed job seekers. Also assessed was the relationship between job-search intensity and reemployment success in a longitudinal context. Results show significant relationships between the predictors employment commitment, financial hardship, job-search self-efficacy, and motivation control and the outcome job-search intensity. Support was not found for a relationship between perceived job-search constraints and job-search intensity. Motivation control was highlighted as the only lagged predictor of job-search intensity over time for those who were continuously unemployed. Job-search intensity predicted Time 2 reemployment status for the sample as a whole, but not reemployment quality for those who found jobs over the study's duration. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A longitudinal laboratory experiment was conducted to evaluate the effects of leadership style (transactional vs transformational) and anonymity level (identified vs anonymous) on group potency and effectiveness of 36 undergraduate student work groups performing a creativity task using a Group Decision Support System (GDSS). GDSS are interactive networks of computers for generating solutions to unstructured problems. Results indicated that GDSS anonymity amplified the positive effect of transformational leadership on group potency relative to transactional leadership in the group writing session of the task. GDSS anonymity also increased the effect of transformational leadership relative to transactional leadership on group effectiveness. Implications for practice and future research are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Transformational leaders are postulated to be responsible for performance beyond ordinary expectations as they transmit a sense of mission, stimulate learning experiences, and arouse new ways of thinking. Transactional leaders achieve performance as merely required by the use of contingent rewards or negative feedback. Previous research has shown that subordinates' perceptions of transformational leadership add to the prediction of subordinates' satisfaction and effectiveness ratings beyond that of perceptions of transactional leadership. The present study replicates the previous augmentation effects using subordinates' effectiveness ratings but was unable to confirm the augmentation hypothesis with independently attained superiors' evaluations as the criteria because of smaller sample size, although trends in the correlations were in the hypothesized direction. Transformational leadership obtained from their subordinates' ratings significantly differentiated top performing managers (identified as such through other sources) from ordinary managers as hypothesized. Results are discussed as they relate to a domestic work force that is becoming better educated and is more concerned about interesting work and self-development. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Presents methods for assessing agreement among the judgments made by a single group of judges on a single variable in regard to a single target. For example, the group of judges could be editorial consultants, members of an assessment center, or members of a team. The single target could be a manuscript, a lower level manager, or a team. The variable on which the target is judged could be overall publishability in the case of the manuscript, managerial potential for the lower level manager, or a team cooperativeness for the team. The methods presented are based on new procedures for estimating interrater reliability. For such situations, these procedures furnish more accurate and interpretable estimates of agreement than estimates provided by procedures commonly used to estimate agreement, consistency, or interrater reliability. The proposed methods include processes for controlling for the spurious influences of response biases (e.g., positive leniency and social desirability) on estimates of interrater reliability. (49 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
The authors examined the linkages between leader-member exchange (LMX), transformational and transactional leadership, and physical distance in predicting performance of 317 followers over a 1-year period. Results from a partial least squares analysis revealed that LMX was related positively to transformational and contingent reward leadership and negatively to management-by-exception. LMX and active management-by-exception positively predicted follower performance, and physical distance moderated leadership-performance relationships. Transformational leadership produced significantly higher follower performance in close versus distant situations, whereas LMX produced high follower performance irrespective of physical distance between leaders and followers. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results reveal that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-yr interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Hundreds of articles in statistical journals have pointed out that standard analysis of variance, Pearson product- moment correlations, and least squares regression can be highly misleading and can have relatively low power even under very small departures from normality. In practical terms, psychology journals are littered with nonsignificant results that would have been significant if a more modern method had been used. Modern robust techniques, developed during the past 30 years, provide very effective methods for dealing with nonnormality, and they compete very well with conventional procedures when standard assumptions are met. In addition, modern methods provide accurate confidence intervals for a much broader range of situations, they provide more effective methods for detecting and studying outliers, and they can be used to get a deeper understanding of how variables are related. This article outlines and illustrates these results.
The ability to detect and accurately estimate the strength of interaction effects are critical issues that ar e fundamental to social science research in general and IS research in particular. Within the IS discipline, a large percentage of research has been devoted to examining the conditions and contexts under whic h relationships may vary, often under the general umbrella of contingency theory ( McKeen, Guimaraes, and Wetherbe 1994; Weill and Olson 1989). In our survey of such studies where such moderating variables are explored, a majority fail to either detect and/or provide an estimate of the effect size. In cases where effects sizes are estimated, the numbers are generally small. These results have, in turn, led some to question the usefulness of contingency theory and the need to detect interact ion effects (e.g., Weill and Olson 1989). This paper addresses this issue by providing a new latent variable modeling approach that can give more accurate estimates of such interaction effects by accounting for the measurement error in measures which attenuates the estimated relationships. The feasibility of this approach at recovering the true effects is demonstrated in two studies: a simulated data set where the underlying true effects are known and a Voice Mail adoption data set where the emotion of enjoyment is shown to have both a substantial direct and interaction effect on adoption intention.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
This study examined the 5-factor model of personality, transformational leadership, and team performance under conditions similar to typical and maximum performance contexts. Data were collected from 39 combat teams from an Asian military sample (N = 276). Results found that neuroticism and agreeableness were negatively related to transformational leadership ratings. Team performance ratings correlated at only.18 across the typical and maximum contexts. Furthermore, transformational leadership related more strongly to team performance in the maximum rather than the typical context. Finally, transformational leadership fully mediated the relationship between leader personality and team performance in the maximum context but only partially mediated the relationship between leader personality and team performance in the typical context. The Discussion section focuses on how these findings, although interesting, need to be replicated with different designs, contexts, and measures.
This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance.
In linear regression the mean surface in sample space is a plane. In non-linear regression the mean surface may be an arbitrary curved surface but in other respects the models are similar. In practice the mean surface in most non-linear regression models will be approximately planar in the region(s) of high likelihood allowing good approximations based on linear regression techniques to be used. Non-linear regression models can still present tricky computational and inferential problems. (Indeed, the examples here exceeded the capacity of S-PLUS for Windows 3.1.)
The authors used measures of leadership, locus of control, and support for innovation to predict the consolidated-unit performance of 78 managers. Results revealed that 3 transformational-leadership measures were associated with a higher internal locus of control and significantly and positively predicted business-unit performance over a 1-year interval. Transactional measures of leadership, including contingent reward and management by exception (active and passive), were each negatively related to business-unit performance. Causal relationships between the transformational-leadership behaviors and unit performance were moderated by the level of support for innovation in the business unit.
Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced by training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.
Hundreds of articles in statistical journals have pointed out that standard analysis of variance, Pearson product-moment correlations, and least squares regression can be highly misleading and can have relatively low power even under very small departures from normality In practical terms, psychology journals are littered with nonsignificant results that would have been significant if a more modern method had been used. Modern robust techniques, developed during the past 30 years, provide very effective methods for dealing with nonnormality, and they compete very well with conventional procedures when standard assumptions are met. In addition, modem methods provide accurate confidence intervals for a much broader range of situations, they provide more effective methods for detecting and studying outliers, and they can be used to get a deeper understanding of how variables are related. This article outlines and illustrates these results.
There is perhaps no construct that is so fundamental to interpersonal interactions in organizations, yet so incompletely understood, than distance. Part of the difficulty in developing a comprehensive and informed understanding of the role distance plays in organizations is that theory and research in this area have been quite fragmented, focusing on narrow aspects of the construct and lacking the integration necessary to build a more general knowledge base. For example, Graen (1976) has contributed greatly to our understanding of one aspect of distance, presenting a model based on role theory whereby in-group and out-group members are hypothesized to enjoy different rewards, benefit from different leadership behaviors, and experience different levels of satisfaction and performance ratings based on relative closeness (or distance) in their working relationship with their supervisor. Other researchers have explored the phenomena of psychological distance (Rothaus, Morton, & Hanson 1965), spatial distance (Kerr & Jermier 1978; Ferris & Rowland 1985), and physical distance (Sundstrom, Burt, & Kamp 1980; Sundstrom 1986) in the supervisor-subordinate relationship. This research, although a good starting point, does not adequately define or integrate the various aspects of distance in organizations. This article represents an effort to develop a broader and more extensive understanding of the role distance plays in organizations by integrating the various types of distance into a theoretical model. A model of Dyadic Distance in the supervisor-subordinate relationship is presented which develops the new constructs of Dyadic, Psychological, Structural, and Functional Distance, examines their process dynamics and impact on Human Resource Management issues such as performance evaluations and turnover, and proposes needed directions for future research in this important area.
In marketing applications of structural equation models with unobservable variables, researchers have relied almost exclusively on LISREL for parameter estimation. Apparently they have been little concerned about the frequent inability of marketing data to meet the requirements for maximum likelihood estimation or the common occurrence of improper solutions in LISREL modeling. The authors demonstrate that partial least squares (PLS) can be used to overcome these two problems. PLS is somewhat less well-grounded than LISREL in traditional statistical and psychometric theory. The authors show, however, that under certain model specifications the two methods produce the same results. In more general cases, the methods provide results which diverge in certain systematic ways. These differences are analyzed and explained in terms of the underlying objectives of each method.
A total of 3786 respondents in 14 independent samples, ranging in size from 45 to 549 in US and foreign firms and agencies, completed the latest version of the Multifactor Leadership Questionnaire (MLQ Form 5X), each describing their respective leader. Based on prior literature, nine models representing different factor structures were compared to determine the best fit for the MLQ survey. The models were tested in an original set of nine samples, and then in a second replication set comprised of five samples. Results indicated the factor structure for the MLQ survey was best represented by six lower order factors and three correlated higher-order factors.
The statistical tests used in the analysis of structural equation models with unobservable variables and measurement error are examined. A drawback of the commonly applied chi square test, in addition to the known problems related to sample size and power, is that it may indicate an increasing correspondence between the hypothesized model and the observed data as both the measurement properties and the relationship between constructs decline. Further, and contrary to common assertion, the risk of making a Type II error can be substantial even when the sample size is large. Moreover, the present testing methods are unable to assess a model's explanatory power. To overcome these problems, the authors develop and apply a testing system based on measures of shared variance within the structural model, measurement model, and overall model.
Using data from 48 Fortune 500 firms, the authors assessed transactional and charismatic CEO leadership as predictors of financial performance. The authors also hypothesized that the relationship between CEO leadership attributes and performance depends on perceived environmental uncertainty, as reported by immediate CEO subordinates. Uncertainty strongly moderated the relationships between performance (measured in later years) and both transactional leadership and charisma. However, the interaction of transactional leadership and uncertainty had no significant effect beyond that of the charisma-uncertainty interaction. Consistent with expectations, charisma predicted performance under conditions of uncertainty but not under conditions of certainty. ABSTRACT FROM AUTHOR Copyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts)
The paper reviews the path-goal theory of leadership. This theory states that a leader's behavior is important for good performance as a function of its impact on subordinates' perceptions of paths to goals and the attractiveness of the goals. When leader behavior clarifies these goals or makes them more attractive the satisfaction, performance, and the leader acceptance is expected to increase. The specific relationship between leader behavior and these criteria will depend upon the personality of the subordinate and the existing task environment. The paper discusses these complex relationships in some detail.
The concept of leader distance has been subsumed in a number of leadership theories; however, with few exceptions, leadership scholars have not expressly defined nor discussed leader distance, how distance is implicated in the legitimization of a leader, and how distance affects leader outcomes. We review available literature and demonstrate that integral to untangling the dynamics of the leadership influencing process is an understanding of leader–follower distance. We present distance in terms of three independent dimensions: leader–follower physical distance, perceived social distance, and perceived task interaction frequency. We discuss possible antecedents of leader–follower distance, including organizational and task characteristics, national culture, and leader/follower implicit motives. Finally, we use configural theory to present eight typologies (i.e., coexistence of a cluster or constellation of independent factors serving as a unit of analysis) of leader distance and propose an integrated cross-level model of leader distance, linking the distance typologies to leader outcomes at the individual and group levels of analysis.
A meta-analysis of the transformational leadership literature using the Multifactor Leadership Questionnaire (MLQ) was conducted to (a) integrate the diverse findings, (b) compute an average effect for different leadership scales, and (c) probe for certain moderators of the leadership style-effectiveness relationship. Transformational leadership scales of the MLQ were found to be reliable and significantly predicted work unit effectiveness across the set of studies examined. Moderator variables suggested by the literature, including level of the leader (high or low), organizational setting (public or private), and operationalization of the criterion measure (subordinate perceptions or organizational measures of effectiveness), were empirically tested and found to have differential impacts on correlations between leader style and effectiveness. The operationalization of the criterion variable emerged as a powerful moderator. Unanticipated findings for type of organization and level of the leader are explored regarding the frequency of transformational leader behavior and relationships with effectiveness.
This study examined the attribution of charisma to socially close and distant leaders. Respondents were 554 Israeli combat soldiers who completed five questionnaires describing their perceptions of either their platoon commander or their battalion commander. The results showed that the attribution of charisma to socially close leaders is related to the ascription of extraordinary traits to the leader and to the perception both of the leader as a behavioral model and of his confidence in the individual. The attribution of charisma to distant leaders was related to a willingness to accept the leader's ideas, the perceived confidence of the leader in the group, the ascription of extraordinary traits to the leader, and a general positive impression of the leader. The results are discussed with regard to the influence of situational variables on the attribution of leadership qualities.
In this article we review literature to build a broad understanding of what constitutes e-leadership in organizations. We propose a framework based on Adaptive Structuration Theory that could be used to study how Advanced Information Technology could influence and is influenced by leadership. According to our framework, the effects of Advanced Information Technology emerge from their interaction with organizational structures of which leadership is a part. Furthermore, organizational structures, including leadership, may themselves be transformed as a result of interactions with Advanced Information Technology. We use our Adaptive Structuration Theory–based framework to pool relevant results and suggestions from a diverse array of literature to provide recommendations for developing a research agenda on e-leadership.
One assumption shared by many contemporary models of leadership is that situational variables moderate the relationships between leader behaviors and subordinate responses. Recently, however, R. J. House and J. L. Baetz (1979 in B. Staw & L. Cummings, Eds., Research in Organizational Behavior (Vol. 1), Greenwich, Connecticut, JAI Press) have suggested that the effects of some leader traits and behaviors may be relatively invariant; that is, have the same effects in a variety of situations. One possible class of leader behaviors which may have relatively consistent effects across situations are those known as leader reward and punishment behaviors. The first goal of the research reported here was to increase our understanding of the relationships between leader contingent and noncontingent reward and punishment behaviors and subordinate responses. Contingent reward behavior was found to have the most pronounced relationships with subordinate performance and satisfaction, followed by noncontingent punishment behavior. Neither leader noncontingent reward nor contingent punishment behavior were found to be related to either subordinate performance or satisfaction, with the exception that noncontingent reward behavior was negatively related to subordinates' satisfaction with work. The second goal of the research was to examine the effects of a variety of potential moderators on the relationships between leader reward and punishment behaviors and subordinate responses. The results of this study suggest that the relationships between leader reward and punishment behaviors and subordinates' performance are relatively free of moderating effects.
Systems under indirect observation using PLS A second generation of multivariate analysis methods
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Leadership in an open army? Civilian connections, interorganizational frameworks, and changes in military leadership Out-of-the-box leadership: Transforming the twenty-first-century army and other top-performing organizations
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Transformational leadership and objective performance in banks
- Geyer