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The missing link? Investigating organizational identity strength and transformational leadership climate as mechanisms that connect CEO charisma with firm performance
... Research has also identified positive relationships between TL and (work) engagement (e.g., Kovjanic, Schuh, & Jonas, 2013;Ng, 2017;Zhu, Avolio, & Walumbwa, 2009), TL and organizational identification (for TL, Boehm, Dwertmann, Bruch, & Shamir, 2015;Kark et al., 2003;Ng, 2017;Walumbwa et al., 2008) and, finally, TL and employee turnover intentions (Tse, Huang, & Lam, 2013;Waldman et al., 2015). ...
... Social identification theory (Bartram et al., 2014) Social identification theory (Boehm et al., 2015;Kark et al., 2003;Walumbwa et al., 2008) Effects on selftranscendence (Leroy et al., 2018) Work engagement Schaufeli and Bakker (2004) defined work engagement as "a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption" (p. 295). ...
... Much research has found TL positively related to organizational identification (Boehm et al., 2015;Kark et al., 2003;Ng, 2017;Walumbwa et al., 2008). This has been explained with arguments mainly based on theories of social identity, the idea that followers identify socially with inspiring leaders who set a personal example and appear to be symbolic of an organization, also making their followers want to identify with its values (Hannah et al., 2016;Ng, 2017 for the mechanisms behind this process include an increased sense of self-worth among followers (Walumbwa et al., 2008), an important personal resource , and social persuasion to the effect that the organization's values "are important and can contribute to followers' own role performance and to the effectiveness and maintenance of the group" (Hannah et al., 2016, p. 254). ...
Even while attempting to explain the same outcomes, research on leadership and on human resource management (HRM) have largely progressed on parallel trajectories. We extend recent efforts to bring these fields closer together by testing how employee perceptions of a high‐performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes. Analyses of 308 subordinates of 76 managers in five multinational companies suggest that a HPWS substitutes for much of the independent influence of TL and constitutes an important boundary condition for some of this influence. Implications for future research on HRM and leadership are discussed.
... Organizational identity (OI) refers to widely shared beliefs among organizational members about the central, distinctive, and enduring characteristics that define "who we are as an organization" (Albert and Whetten, 1985;Cole and Bruch, 2006). A strong OI provides guidance to managers and employees (e.g., Albert and Whetten, 1985), facilitates legitimacy building (He and Baruch, 2010), and contributes to venture performance (Boehm et al., 2015). At the same time, feedback events from within or outside the venture can significantly influence a venture's OI. ...
... Founding team members formulate and communicate ventures' identity claims supported by their wide managerial and definitional power and their key roles in resource acquisition, employee recruitment, and definition of organizational structures. Therefore, we expect that founding teams critically influence a venture's OI (Boehm et al., 2015). In this vein, we propose that the founding team's human capital will be a key determinant of whether ventures can effectively mitigate OI-threatening effects of negative feedback. ...
... We used an adapted version of Milliken's 6-item scale (Boehm et al., 2015;Cole and Bruch, 2006;Gioia and Thomas, 1996;Milliken, 1990). This scale draws on Martin et al.'s (1983) assumption that the strength of an OI reflects the degree to which organizational members perceive an OI to be unique, and that these perceptions (rather than the "objective" OI) impact members' A. Domurath, et al. ...
Although a strong organizational identity (OI) is important for venture success, the impact of negative feedback on a new venture's OI is poorly understood. Drawing on human capital theory we argue that founding teams with more founding and industry experience can more effectively defend OI after negative feedback. Using literature on intra-group bias we further theorize that these benefits of founding and industry experience are more pronounced when feedback emerges from sources external rather than internal to the venture. A multi-period research design and data on 1528 survey responses from 598 members of 81 ventures support our model.
... In the construction industry, the autocratic project management leadership style is helpful when a project faces urgent and stressful problems: missed deadlines, a lack of available labour and materials, or the risk of excessive change orders. As potential concerns arise, it can benefit a project manager to take immediate action without extensive consultation [12]. However, the lack of consultation can result in subordinates, revolting against the rigidity of structure [12]. ...
... As potential concerns arise, it can benefit a project manager to take immediate action without extensive consultation [12]. However, the lack of consultation can result in subordinates, revolting against the rigidity of structure [12]. ...
Currently, there is a dearth of research, examining how project managers' leadership styles influence the performance of construction company workers in Cape Town. Other research has discussed this subject on a national or international level. Still, comprehensive data on Cape Town construction firms is lacking. This has prevented local enterprises from understanding the role of their project managers’ leadership styles on employee performance outcomes. This article sought to ascertain how leadership styles influence employee performance in construction firms and to develop a conceptual framework for improving leadership and performance. Through quantitative techniques, 456 questionnaires were distributed at construction sites across Cape Town. Responses were then analysed using an ANOVA test (with the descriptive and regressive methods) and a post-hoc test (using the Bonferroni Method) and correlation analysis. The results reveal a statistically significant positive relationship between project managers’ leadership styles and the performance of subordinate employees. These findings have subsequently been used to develop a conceptual framework of leadership quality development tools, including training, empowerment, coaching, participation, and delegation. The research contributes to new knowledge that will promote local project managers’ leadership development, improve employee performance, and in doing so, increase successful project outcomes across the city.
... In this context, it is foreseen that the identification of the individuals who are aware of their emotional situations of the self and their colleagues and also who are able to approach with empathy to the organizational processes, will be at a higher level. However, various studies also show that the organizational identification has an impact on the various organizational performance variables (Voss et al., 2006, Boehm et al., 2015. The concept of organizational identification has been investigated under functionalist, social constructionist and postmodern perspectives together with the issues relating to the organization, marketing and strategy. ...
... and Boehm et al. (2015). Again, according to the results of the research, there is a mediator effect of organizational identity on the relationship between emotional intelligence and qualitative performance. ...
... Empirical evidence reveals the significant role of authentic leadership in affecting employees' workplace outcomes [20]. For instance, authentic leadership has been revealed to enhance employees' organizational citizenship behavior (OCB) [16,17,21] positively related to an ethical culture [22], improving employees' organizational commitment [23], increasing employees' work engagement [24,25], better employee performance [26], and trust [25,27]. ...
... In addition, past studies have urged for more empirical research to examine authentic-leadership types globally [7,20]. This study is an attempt to respond to this call, and it explores the role of authentic leadership in affecting employees' communal relationships by focusing on the collectivistic culture of Pakistan, which is quite different from Western culture. ...
Authentic leadership has emerged as a positive relational-leadership approach that has gained the attention of academicians and practitioners by stimulating a healthy work environment. This study examined the direct influence of authentic leadership on employees' communal relationships. In addition, the study examined the mediating role of affective-and cognitive-based trust on these relationships. We adopted a cross-sectional study design and collected data from 200 employees working in the private banking sector in Pakistan. The findings indicated that authentic leadership was positively correlated with communal employee relationships. In addition, both affective-and cognitive-based trust were found to have a positive mediating effect on the relationship between authentic leadership and communal employee relationships. The practical implications, limitations and suggestions for future research are discussed.
... TL has been proven as a leadership style that positively affects many individual and organizational outcomes. TL has been related to leaders' effectiveness (Boehm et al., 2015;Brandt et al., 2016), innovative culture , innovation (Alrowwad et al., 2020;Arif and Akram, 2018;Garc ıa-Morales et al., 2008;Le, 2020;Lei et al., 2020), creativity (Naderi et al., 2019), trust (Le and Lei, 2018;Lei et al., 2019), engagement (Aboramadan and Dahleez, 2020;Buil et al., 2019), knowledge sharing Phong and Son, 2020;Son et al., 2020), job performance (Buil et al., 2019;Torlak and Kuzey, 2019), organizational identification (Buil et al., 2019) and organizational performance (Alrowwad et al., 2020;Arif and Akram, 2018;Boehm et al., 2015;Chung-Wen, 2008;Garc ıa-Morales et al., 2008;Naderi et al., 2019;Para-Gonz alez et al., 2018;Son et al., 2020;Yıldız et al., 2014). ...
... TL has been proven as a leadership style that positively affects many individual and organizational outcomes. TL has been related to leaders' effectiveness (Boehm et al., 2015;Brandt et al., 2016), innovative culture , innovation (Alrowwad et al., 2020;Arif and Akram, 2018;Garc ıa-Morales et al., 2008;Le, 2020;Lei et al., 2020), creativity (Naderi et al., 2019), trust (Le and Lei, 2018;Lei et al., 2019), engagement (Aboramadan and Dahleez, 2020;Buil et al., 2019), knowledge sharing Phong and Son, 2020;Son et al., 2020), job performance (Buil et al., 2019;Torlak and Kuzey, 2019), organizational identification (Buil et al., 2019) and organizational performance (Alrowwad et al., 2020;Arif and Akram, 2018;Boehm et al., 2015;Chung-Wen, 2008;Garc ıa-Morales et al., 2008;Naderi et al., 2019;Para-Gonz alez et al., 2018;Son et al., 2020;Yıldız et al., 2014). ...
Purpose-This study proposed and tested a model on the relationship between transformational leadership (TL) and organizational performance (OP) with a possible intervening effect of market orientation (MO) at Omani small and medium enterprises (SMEs). Design/methodology/approach-The study followed a quantitative research design and the deductive approach. Data were collected from 259 employees working in Omani SMEs and were analyzed using structural equation modeling SEM AMOS V24. Findings-The findings supported positive direct effects of transformational leadership on Omani SMEs' business performance and market orientation. The results also supported the effect of market orientation on business performance. Further analysis showed that market orientation partly mediates the relationship between transformational leadership and business performance. Practical implications-The results motivate Omani SMEs' leaders to use intangible capabilities (i.e., market orientation practices) to improve the different aspects of organizational performance. It also suggests that developing SMEs leaders' transformational skills on envisioning the future, adopting open communication styles, motivating employees and stimulating their creativity influences Omani SMEs' performance. Originality/value-Due to the mixed results regarding the TL-OP relationship and the recommendations for further exploring this relationship, this study contributes to theory and practice. It is among the few studies to explore the mediating role of MO between TL and OP in a developing country's SMEs environment.
... Nemanich and Keller (2007) found similar findings when they looked at the effect of transformational leadership style on employee performance in multinationals. Studies by other researchers have also generally revealed a positive and significant relationship between transformational leadership style and employee performance (Asrar-ul-Haq and Kuchinke, 2016;Boehm et al., 2015;Jiang et al., 2017). The study by Boehm et al. (2015) revealed that both the transformational leadership behaviour and the leader"s charisma increased the organisational identity strength, and this subsequently leads to better job performance. ...
... Studies by other researchers have also generally revealed a positive and significant relationship between transformational leadership style and employee performance (Asrar-ul-Haq and Kuchinke, 2016;Boehm et al., 2015;Jiang et al., 2017). The study by Boehm et al. (2015) revealed that both the transformational leadership behaviour and the leader"s charisma increased the organisational identity strength, and this subsequently leads to better job performance. However, some different results were also found. ...
The purpose of this study was to examine the impact of transformational and transactional leadership styles on employee performance. The mediating role of organisational culture was also examined. This quantitative study utilised a survey approach to collect primary data from 165 respondents engaged in the private sector in Jakarta, Indonesia. The data was collected during the Covid 19 pandemic. Structural equation modelling using Smart Pls was used to analyse the data. The data analysis showed that only transformational leadership behaviour had a strong and significant impact on employees’ performance. However, the impact of transactional leadership on employee performance was not significant. In addition, the organisational culture had an indirect effect on employee’s performance. The practical implications suggest that leaders should adopt transformational leadership to inspire and motivate employees. Transformational leaders must develop the inner agility to resolve problems by being open-minded, flexible and adopt best practices. This study provided new insights from the theoretical perspective, and the findings were consistent with the transformational leadership model. From an originality perspective, this study found that organisational culture mediates the relationship between leadership styles on employee performance.
... Leaders defined as an individual who manages to lead their subordinates to achieve the desired target by motivated, encouraging, and inspires their subordinates (Andersen, 2016). In past studies, two different viewpoints on leadership developed into the main focus on applied literature and academic, concerning this, transformational and transactional leadership styles identified as the most general styles for a leader to bring their effectiveness into maximum (Garcia-Morales et al., 2012;Boehm et al., 2015;Gyensare et al., 2016). There are several research studies documented transformational and transactional leadership are positively related to employees' behaviors and outcomes of an organization (Bono and Judge, 2003;Judge and Piccolo, 2004). ...
Today's Business environment has been changed substantially because of globalism and radical changes and development in information processing, communication, and try to gain competitive advantages in such a competitive business environment. Leadership styles can significantly influence the turnover intention of a company; the morale and productivity of its employees; and its ability to attract, motivate, and retain talented people. Unfortunately, many managers/ leaders are either unaware of the significant impact leadership styles can have, are aware but overwhelmed by the extensive and sometimes conflicting information, or are not well informed about how to build and sustain leadership styles effectively to reduce employees' turnover intention. This article mentions that managers and leaders need to know about leadership styles that affect turnover intention and emphasizes its importance. It requires managers and leaders to view it as one of their key tasks and understand the importance of aligning organization and decision making. This conceptualization has potential implications for the proves that finding affective commitment in an organization while improving and maintaining organization performance through participation and involvement, reduce with employees' turnover intention if strong leadership between employees and employers in an understanding of different management ethic.
... These results reinforce the ideas stated by Preston and Brown (2004) and Hoye (2007) that suggest that affective commitment influences the performance of voluntary workers, and this would occur as a consequence of greater stability in their link to these institutions. Distinct to loyalty, identification incorporates a feeling of belonging to the organization (Boehm et al., 2015) that would explain in this case the presence of the emotional variables in all the models associated with high identification. The results also show the relevance of the two types of leadership studied in combination with the emotional variables, confirming what was stated by Miao et al. (2013) and Lee and Ding (2020) who found that leadership increases the trust in the supervision of the leader, and this, in turn, boosts the feeling of belonging. ...
This article is oriented to the analysis of organizational and emotional variables in amateur sporting organizations. The general objective is to analyze the influence of organizational variables such as service quality, transactional leadership, and transformational leadership and emotional variables such as affective commitment, emotional attachment investment, and emotional attachment dividend to predict the credibility that members of amateur sporting organizations perceive, as well as their degree of identification and loyalty. The opinions of 203 members of Chilean amateur football teams [169 men and 34 women, with ages between 18 and 68 years (mean = 32.75 years, DT = 9.92)] have been analyzed through a self-completed questionnaire. To reach the objectives, two types of differential but complementary analyses, in the form of hierarchical regression models (from hereon, HRMs) and qualitative comparative analysis (from hereon, QCA), were performed. The results obtained suggest that the organizational variables are better predictors than the emotional variables in all of the cases. In the same way, the inclusion of the emotional variables improves the predictive capacity of the proposed models to explain identification and loyalty, but not in the case of credibility. In general, the variables considered seem to explain 37% of the credibility, 56% of loyalty, and 65% of identification. On the other hand, considering the results of the QCA, no variable turned out to be necessary. However, different combinations of variables (conditions) were observed that were able to explain between 47 and 91% of the cases of the variables analyzed. In general, based on these results, it was observed that the emotional variables were important in interaction with other organizational ones since they are present in the three combinations that most explain identification and loyalty and are also present in the three combinations that most explain credibility. This study contributes to the literature by supporting the importance of managing emotions in order for sporting organizations to be more successful.
... Subsequent theories of charismatic leadership were developed and applied to a broad array of organisations (House, 1977(House, , 1991House and Aditya, 1997;Kavanagh, 1974). Charismatic leaders act exemplary, motivate and inspire followers, are sensitive and supportive to followers' input and have a comprehensive appeal through their vision and communication (Avolio and Yammarino, 2013;Boehm et al., 2015;House and Howell, 1992;Kirkpatrick and Locke, 1996). Another dimension of transformational leadership is intellectual stimulation. ...
The external image of party leaders has often been analysed through their behaviour or reflection in the media. However, we know little about how party leaders are seen internally. This article addresses this gap in the literature and seeks to explain what determines the variation in party members’ perceptions of leadership styles. It builds on the transactional–transformational continuum and uses original survey data from a modified version of the Multifactor Leadership Questionnaire. The analysis includes 12 political parties with parliamentary representation from Bulgaria, Hungary and Romania between 2004 and 2018. The findings of the mixed-effects linear regression illustrate that in general older and active party members are more likely to see their leaders as transformational. The determinants of leadership style assessment differ greatly across political parties.
... Based on SIP, if leaders can convey high confidence in the followers' abilities, followers will feel free from potential threats or embarrassment resulting from mistakes. Thus, charismatic leadership is essential for the corporate climate by exhibiting charisma [39,40]. ...
Although prior research has emphasized the disproportional contributions to organizations of charismatic leadership, an emerging line of research has started to examine the potentially negative consequences. In this paper, a theoretical framework was proposed for a study of unethical pro-organization behavior through psychological safety based on social information processing theory, which reveals the detrimental effect that charismatic leadership can have on workplace behavior. To explore this negative possibility, a time-lagged research design was applied for the hypotheses to be verified using 214 pieces of data collected from a service company in China. According to the results, unethical pro-organizational behavior was indirectly influenced by charismatic leadership through psychological safety. Moreover, when employees experienced high performance pressure, charismatic leadership was positively associated with unethical pro-organizational behavior through psychological safety. The implications of these findings were analyzed from the perspectives of charismatic leadership theory and organizational ethical activities to alter the unethical pro-organizational behavior.
... Transformational leadership (hereinafter TRL) research unanimously emphasizes Bass's (1985) contribution to this field (e.g., Boehm et al., 2015;Lim and Ployhart, 2004;Charbonneau, Barling and Kelloway, 2001). Transformational leadership theory, after its birth, has been revised by including four types of transformational behaviour, namely idealized influence, inspirational motivation, individualized con-sideration, and intellectual stimulation (Bass and Avolio, 1993). ...
Previous research highlighted undoubtedly positive impact of transformational leadership on a wide range of performance, including its follower, individual and organizational levels. However, the focus to date has mainly been on the concept's empirical underpinnings and, hence, the purpose of this study is to present and clarify the intellectual structure of transformational leadership-performance relationship studies. Building on the bibliometric analysis, we have provided the information on publishing trends, the most prolific countries and authors that shape this relationship , whereas term analysis provides a taxonomy for ongoing and recommended upcoming research in the field. The results showed a) the field is under a surprisingly strong influence of a diversified research context along with the focus on the well-recognized and expected Anglo-American region; b) there are five clusters which have been recognized as representatives of the field; c) scarcity of research into sales and managerial performance has been identified which indicates that there is a considerable potential for wide-ranging research in fields of marketing and management in general. In the context of contribution, this study provides a reference to researchers entering this field, as well as guidance for future research.
... Are introduced in recent years, the existing related research staff organization fit as a corporate or mediation between leadership behavior and employees work results of variable mechanism and the mediation mechanism is explained by ASA frame model, but pay more attention to research is based on the model of ASA enterprise environment for employees (current and potential), the influence of their research is more of the related factors of ASA precipitation, in order to confirm the ASA model, however, should see, ASA framework still exists the problem of insufficient understanding of process, this is because the interaction between enterprise and individual is a two-way process for a long time, However, it cannot be said that as long as the enterprise gives certain support to the employees, the employees will show a strong innovation reward behavior. This is because if the employees do not recognize the enterprise and the core leadership, and effectively bind the development of the enterprise with their own personal interests, the innovation behavior of the employees will hardly be more frequent and prominent (Cai, Jia, & You, 2013;Adkins & Russell, 1997;Zhao, 2013;Zhao & Long, 2004;Zhao & Long, 2008;Zhao & Long, 2009;Zhao & Long, 2010;Verquer et al., 2003;Liu & Chen, 2011;Tan, 2012;Tang, Lu, & Lee, 2010;Chatman, 1989;Boehm, Dwertmann, & Bruch et al., 2015). Related research shows that leadership in shaping the corporate culture and business environment plays an indispensable role, thus it can be seen in the ASA model, in addition to the ASA model in the process of affect employee support each other and get to the staff to enterprise's identity, transformational leadership behavior exists in the ASA model prepositional effect (Braun, Peus, & Weisweiler et al., 2013;Gong, Huang, & Farh, 2009;Abedi Jafari & Aghaz, 2008). ...
... With a couple of notable exceptions discussed below, the correlations between the primary study constructs and the control variables are not statistically significant. Becker (2005) and Boehm, Dwertmann, Bruch, and Shamir (2015) state that unnecessary control variables can possibly create biased parameter estimates, and excluding unnecessary controls maximizes the power of structural modeling tests by reducing the number of estimated parameters. This, and the control variable moderation analyses reported below, motivate us to exclude the controls from further analysis. ...
This study’s objective is to examine the role of resilience in the dynamic between academic burnout and psychological distress using a sample of US undergraduate accounting majors. It extends prior research—that is, García‐Izquierdo et al. (2018), who examine these relationships using a sample of Spanish nursing students. For this study, a survey instrument was concurrently administered to 443 accounting majors at four geographically dispersed universities. Two alternative models are tested. The first model positions resilience as an exogenous predictor, and dimensions of academic burnout antecedent to psychological distress. The results indicate a significant negative association between resilience, psychological distress, and each of the three academic burnout dimensions. In addition, emotional exhaustion and academic inefficacy have a significant positive association with psychological distress. The alternative model positions psychological distress antecedent to each of the academic burnout dimensions. The results indicate that resilience has a significant negative association with psychological distress, cynicism, and academic inefficacy, but not emotional exhaustion. Moreover, psychological distress has significant positive associations with each academic burnout dimension. In the alternative model specification, resilience is also found to moderate the association between psychological distress and academic inefficacy. This single moderating effect notwithstanding, the findings suggest that the primary role of resilience is that of a compensatory mechanism by acting as an independent exogenous predictor of distress and burnout.
... Transformational leadership (hereinafter TRL) research unanimously emphasizes Bass's (1985) contribution to this field (e.g., Boehm et al., 2015;Lim and Ployhart, 2004;Charbonneau, Barling and Kelloway, 2001). Transformational leadership theory, after its birth, has been revised by including four types of transformational behaviour, namely idealized influence, inspirational motivation, individualized con-sideration, and intellectual stimulation (Bass and Avolio, 1993). ...
... For instance, at the firm level of large companies, as investigated in the present study, the impact of CEOs' charisma or idealized influence on firm performance might be mediated by different structure-related variables which could explain the lack of direct effects of CEO charisma on firm performance (Agle et al., 2006;Clark, Murphy, & Singer, 2014;Tosi et al., 2004;Waldman et al., 2001). A recent study has found that CEO charisma impacts firm performance through transformational leadership climate and organizational identity strength (Boehm, Dwertmann, Bruch, & Shamir, 2015). While we could not explore these mediating mechanisms in our current study, future research could explore this further. ...
This mixed-method study explores the relationship between CEO transformational leadership and firm performance relying exclusively on secondary data. We used a random sample comprising of 42 CEOs of publicly-listed US and European companies. We evaluated their transformational leadership drawing upon media sources which were content analyzed to create individual CEO profiles. These profiles were then given to a panel of three judges who rated the CEOs on their transformational leadership style. We obtained the firm performance data from Thomson Datastream. Our results showed significant associations between intellectual stimulation and inspirational motivation respectively, and different financial performance indicators. We also observed a tendency of positive relationships between individualized consideration and firm performance. These findings remained significant after controlling for company baseline performance, firm size, CEO tenure, and company location. Our findings largely support the positive role of CEO transformational leadership in shaping firm performance.
... Their enacted values and behaviors are likely to trickle down to lower organizational ranks (Boehm, Dwertmann, Bruch, & Shamir, 2015). On the other hand, it can be expected that team leaders are crucial agents in the enactment of strengths-based HR practices, exerting a strong influence on how these practices are perceived by employees (Brewster, Gollan, & Wright, 2013;Purcell & Hutchinson, 2007). ...
... Leaders with the intellectual stimulation characteristic are more likely to alter existing working methods, identify new problem-solving approaches for employees, modify the organizational processes and systems to have a spectacular future, entrust employees to take responsibilities and increase the level of their commitment (Boehm et al., 2015). This can build employee innovation and experimentation, which is important in promoting entrepreneurial orientation within the organization. ...
The current research aims to investigate the effect of transformational leadership on entrepreneurial orientation in Jordanian commercial banks, and whether organizational learning capability mediates the effect of transformational leadership on entrepreneurial orientation. Adopting a quantitative research design, data were collected by means of a questionnaire-based survey of employees in Jordanian commercial banks. Based on 330 usable responses, the results revealed the significant effect of transformational leadership and two of its dimensions (inspirational motivation and intellectual stimulation) on entrepreneurial orientation. Two other dimensions (idealized influence and individualized consideration) did not contribute to entrepreneurial orientation. Additionally, the results showed that transformational leadership has a significant effect on organizational learning capability, and that organizational learning capability in turn affects entrepreneurial orientation. The findings confirm that organizational learning capability fully mediates the effect of transformational leadership on entrepreneurial orientation. A number of recommendations are advanced, the most important of which is that banks should improve and develop managers’ transformational attributes by training them on how to deal with employees in order to increase their entrepreneurial orientation. Banks should also consider improving their learning capability, as this plays a significant role in enhancing and supporting the effect of transformational leadership attributes on entrepreneurial orientation.
... In the 2000s, Kotter explicitly downplayed the effect of charismatic leadership on business performance and strategy due to its rarity, and there is a broad agreement in the literature on that (Tosi et al., 2004;Angle et al., 2006). Charisma is, however, mentioned in the literature on organisational behaviour (Nohe et al., 2013;Nohe and Michaelis, 2016), group mood contagion (Bono and Ilies, 2006), follower emotions (Sy et al., 2018) and psychodynamics (Kets de Vries, 1988), transformational change climate (Boehm et al., 2015), and CEOs' personal traits (Zhang et al., 2017). ...
This is an electronic version of a PhD thesis awarded by the University of Westminster.This is a comparative case study of two media business leaders, one from Russia and one from Kyrgyzstan. Alexei Kharitonov of the Abak-Press and Kylychbek Sultanov of the Computer Press both started media companies after the break-up of the Soviet Union and managed to grow them from small businesses into the present media holdings.In comparing the media holding from Russia, which is the former Soviet Union’s largest economy, and the one from Kyrgyzstan, which is one of the smallest economies of the post-Soviet space, this will allow us to capture the processes of private media maturation in countries with a shared Soviet past, yet with a different present. The observed time frame is 25 years from the fall of the Soviet Union (1991-2016).
Only 13 media holdings in both Russia and Kyrgyzstan were found to meet the criteria of financial self-sustainability without any reliance on state/foreign funds. The data came from 54 in-depth semi-structured interviews with company founders/owners, senior and junior staff, media experts, academics, representatives of competing businesses, and failed media entrepreneurs. Data collection took place in Ekaterinburg and Bishkek in 2014-16, and it was supported through a University of Westminster scholarship.
Theory-wise, this research is focused on the concepts of charisma, media leadership and media entrepreneurship. The main argument is that Max Weber’s (1947) theory of charismatic authority is applicable to media business leaders in emerging economies. Charisma is a rare and transitory phenomenon (Yukl, 2013). This research argues that the charismatic authority of media leaders in the post-Soviet states is not only the closest to Weber’s original idea, but also morphs into the legal-rational authority of media managers once such companies enjoy financial stability. The reason for this can be explained through the turbulent nature of the media markets being formed (Vartanova, 2013) and the cultural character of the leadership which finds itself able to fit in certain contexts (Walter and Bruch, 2009). Moreover, in the fast-paced transition economy settings, the transformation from charismatic authority to legal-rational authority may take place within a single person. The Weberian theory of charismatic authority is discussed in this research alongside Alan Bryman’s (1992) findings on charisma in organisations and John Kotter’s (1982, 2012) model for the appraisal of general managers. In particular, Kotter’s framework for analysing the personal and background characteristics of company leaders is applied to analyse the maturation of leadership within privately-owned media businesses in Russia and Kyrgyzstan.
... Social identity, such as membership of a team (team identity) is proposed to be positively associated with performance in a number of ways, including in the input of increased discretionary effort, such as greater practice time. 19,20 Social identity has also been shown to impact challenge and threat responses in stressful situations. 21 The present paper reports an exploration of the psychological factors associated with performance in teams participating in a medical simulation-based competition. ...
Objectives:
The present study explored how challenge and threat responses to stress relate to performance, anxiety, confidence, team identity and team characteristics (time spent in training and postgraduate experience) in a medical simulation-based team competition.
Methods:
The study was conducted during a national simulation-based training event for residents, the SIMCUP Italia 2018. The SIMCUP is a simulation competition in which teams of four compete in simulated medical emergency scenarios. Cross-sectional data were collected prior to the 3 days of the competition. Subjects included 95 participants on 24 teams. Before the competition on each day, participants completed brief self-report measures that assessed demands and resources (which underpin challenge and threat responses to stress), cognitive and somatic anxiety, self-confidence and team identification. Participants also reported time (hours) spent practising as a team and years of postgraduate experience. A team of referees judged each scenario for performance and assigned a score. A linear mixed model using demands and resources was built to model performance.
Results:
The data showed that both demands and resources have positive effects on performance (31 [11-50.3] [P < .01] and 54 [25-83.3] [P < .01] percentage points increase for unitary increases in demands and resources, respectively); however, this is balanced by a negative interaction between the two (demands * resources interaction coefficient = -10 [-16 to -4.2]). A high level of resources is associated with better performance until demands become very high. Cognitive and somatic anxieties were found to be correlated with demands (Pearson's r = .51 [P < .01] and Pearson's r = .48 [P < .01], respectively). Time spent training was associated with greater perceptions of resources (Pearson's r = .36 [P < .01]).
Conclusions:
We describe a model of challenge and threat that allows for the estimation of performance according to perceived demands and resources, and the interaction between the two. Higher levels of resources and lower demands were associated with better performance.
... One important underlying assumption in studies of this function is that strategic leaders influence followers at lower levels of management, with whom there is little interaction, through a cascading influence (Bass, Waldman, Avolio, & Bebb, 1987). A prominent focus is on transformational leadership and its influence on outcomes such as firm performance, innovation, or climate (Boehm et al., 2015;Jung et al., 2008;Ou et al., 2014). ...
We attempt to bring clarity to the concept of strategic leadership and guide its development by reviewing and synthesizing the existing management literature on how top managers and board directors influence organizations. We propose a new definition of strategic leadership and offer a framework organized around the essential questions of what strategic leadership is, what strategic leaders do, why they do it, and how they do it. To answer these questions, we organize our review around the eight functions strategic leaders serve, the key attributes of strategic leaders, the theories scholars have used to relate these functions and attributes to outcomes, contextual factors, and the organizational outcomes that strategic leaders affect. We identify how strategic leadership research is concentrated in five streams that rarely interact with each other, and offer suggestions for connecting these streams. Our review provides a big picture of what is known about individuals at the top levels of organizations and highlights the key areas where future investigation is essential.
... In its original conceptualization, Weber (1947) argued that charisma endows leaders with a nearmythical ability to motivate and inspire followers (e.g., Beyer, 1999;House, 1999). Since then, scholars have proposed that charisma contributes to organizational performance through its ability to signal prototypical leader effectiveness (Brodbeck et al., 2000;Den Hartog et al., 1999), strategic dynamism (Wowak, Mannor, Arrfelt, & Mcnamara, 2016), and a collective sense of organizational identity (Boehm, Dwertmann, Bruch, & Shamir, 2015;Nohe, Michaelis, Menges, Zhang, & Sonntag, 2013). ...
We investigate the market signaling capacity of Chief Executive Officer (CEO) charismatic rhetoric. We rely on signaling theory and embodiment theory of charismatic leadership to develop and test the hypothesis that written and visual charismatic signals have a positive influence on investor signal participation. Evaluating CEO letters of S&P100-listed firms from 2012-2015, we find evidence of the presence and interactive effects of both written and visual charismatic market signals. We also find that written or visual charismatic tactics, when assessed independently, have a counterproductive (negative) influence on investor signal participation. Additionally, CEO compensation acts to amplify the market signaling capacity of the combination of written and visual charismatic signals. This research contributes new insight to the literature on the potential downside to CEO charisma, and thereby provides guidance to those curating CEO messages to external stakeholders.
... These findings appear to support this study's structural model conceptualization of psychological distress as a single HOC as opposed to three unique LOCs. 10 with cynicism. 11 Boehm et al. (2015) and Becker (2005) argued that unnecessary control variables could potentially generate biased parameter estimates, and the exclusion of unnecessary controls maximizes the power of structural modeling tests by decreasing the number of estimated parameters. This motivated the exclusion of all controls from further analysis except gender and business major (as reported below). ...
This study’s purpose is to examine whether resilience, conceptualized by Connor and Davidson (2003) as one’s capacity to persevere and rebound under adversity, was a potential mitigating and/or moderating factor in the dynamic between both psychological distress and academic burnout, and student attrition. We concurrently distributed a survey containing a series of psychometric instruments to a convenience sample of 1,119 students pursuing various business majors at four geographically diverse U.S. universities. Via structural equations modeling analysis, we measured the associations between psychological distress, academic burnout, and departure intentions, and investigated whether student resilience levels are associated with lower distress, burnout, and departure intentions levels. The results indicated significant positive associations between psychological distress and each of the elements of academic burnout, and significant positive associations between the academic burnout elements and departure intentions. However, while resilience did not moderate those associations, it did attenuate them through its direct negative associations with both psychological distress and the cynicism and academic inefficacy elements of academic burnout. Based on these findings, we discuss implications for business educators seeking to enhance individual resilience levels as a coping strategy to combat voluntary student turnover, and better prepare students for the demands of the workplace.
... Transformational leadership and its impact on results such as company efficiency, creativity, or environment are a prominent subject. [29] Strategic leadership has an active role in developing universities to achieve their strategic goals, and giving them the ability to ensure their survival, development and growth, and to adapt to contemporary environmental events and changes, through their ability to influence and their superior flexibility in dealing with events. Universities can only develop if there are strategic leaders with a clear and accurate strategic vision that looks to the future and keeps pace with changes in the internal and external environment. ...
This study aimed to identify the role of strategic leadership in activating time management strategies to enhance administrative creativity skills at Al-Azhar University. The sample of the study was random stratified sample from (245) administrative employees using questionnaire as a main tool for primary data collection. Total respondent were (112) questioners. Descriptive and quantitative approach used in this study. The general results of the study showed high levels of strategic leadership at Al-Azhar University, average level of application of time management strategies and administrative creativity. This means there is acceptance approval that there is a statistically significant relationship between str ategic leadership and time management strategies in Palestinian universities in Gaza Strip with a correlation level (0.724). Also, there is a statistically significant relationship between time management strategies and administrative creativity in Palest inian universities in Gaza Strip under study with a correlation level (0.848). According to static analysis, there is a statistically significant relationship between the dimensions of strategic leadership and administrative creativity in Palestinian univ ersities in Gaza Strip under study, with a level of correlation (0.767%). This leases to high investment process for all available factors and elements in order to maximize and increase production and eliminate waste, wasted and unexploited employees' time and capabilities, which leads to achieving more effectiveness, positivity, productivity and increased organized effort. The study recommended necessity of having the elements of strategic academic leadership and activating time management strategies towa rds enhancing administrative creativity among workers in Palestinian universities in Gaza Strip. Also study recommended to encourage, support, and reward personal initiatives and creative ideas. Also study recommended available of wise and conscious strat egic leadership to rationalize the behavior of individuals, mobilize their energies, mobilize their capabilities, coordinate their efforts, organize their affai rs and direct them in the right direction towards achieving the desired goals and objectives.
... It fits the general idea that people have for a leader: an authoritarian, powerful, decision-based, and solo-operating force. Here, the leader controls and guides the activities of the organization based on his own individual ability without seeking the opinion of others (Boehm, Dwertmann, Bruch & Shamir, 2015). Little or no attention is given to employees unlike in the execution of task (Amanchukwu, Stanley &Ololube, 2015) because of the leaders believe that man avoid responsibility and only works for the fulfilment of his personal goal (Kalu&Okpokwasili, 2018). ...
Organizations today are faced with competitive pressure in a multicultural society as some have failed in meeting their
goals and objectives due to the leadership style adopted and practised by some leaders. This paper intends to expose
leaders on the nitty-gritty that are essential in managing both individuals and groups in the organization be it
governmental or non-governmental, private or public. It also identified the various components of organizational
behavior as well as how leaders can influence the behavior of individuals, groups and the environment where the
organization exists.
... On the one hand, organizational topics can be treated from different programmatic perspectives, as they present multiple facets and are subject to different interpretations (Hempel, 1965;Tsang & Ellsaesser, 2011). For example, "leadership" is a topic that has been explored in multiple research programs (Zhao & Li, 2019), such as contingency theory (Kriger & Seng, 2005), organizational identity theory (Boehm, Dwertmann, Bruch, & Shamir, 2015), and agency theory (Osborn & Jackson, 1988), to name a few. On the other hand, research programs can encompass multiple topical interests. ...
This paper shows how the adoption of open science practices can benefit the theory building process in management and organization studies.
Beside increasing the transparency and credibility of research, open-science-based theorizing ("open theorizing") can help galvanize and increase the relevance of our theorizing. It can even facilitate the development of novel frameworks of understandings "for the people", that is, original theoretical explanations that better satisfy societal needs.
... The compensation ladder leads to higher strategic leadership positions. Previous studies in the literature mostly tended to transformational leadership and influential outcomes such as innovation, operational capability of information processing, and customer retention [50,51]. ...
Information technology (IT) is a competitive path and offers the entrepreneurial opportunity of accumulating business knowledge in capturing consumer behavior. This study employed a conceptual framework to investigate the information processing facet of IT–business alignment under the impact mechanism of transactional leadership in the manufacturing sector of Yunnan Province, China. Specifically, organization culture is taken as a moderating factor extracted from situational theory and has been highlighted as important in previous organizational research. This study aimed at investigating the impact of transactional leadership on IT–business process alignment and studying the moderating effect of organizational culture on the relationship between transactional leadership and IT–business process alignment. The empirical findings reveal that contingent reward and management by exception behaviors of entrepreneurs are significant drivers of IT–business process alignment. Furthermore, market culture had a moderating effect on the relationship between entrepreneurs’ transactional behaviors and IT–business process alignment. Similarly, hierarchy culture exerts a moderating effect on the path between contingent rewarding behavior and IT–business process alignment. Here, it exerts an insignificant moderating effect on the management by exception behavior and IT–business process alignment path. The study findings mainly reveal the association of transactional leadership with IT–business process alignment, along with the moderating role of organizational culture. This study contributes to the literature on business knowledge by showcasing empirical evidence—how information processing aids entrepreneurial behavior to capture market opportunities and consumer behavior.
... Generally, autocratic leadership represents the crop of leaders who make a decision without first enquiring the agreement of their team members. This is usually applied when a quick decision is required and the team consensus is not crucial for the acquisition of successful results (Boehm et al., 2015). Besides, little opportunity is given to staff and team members to make suggestions in this type of leadership, even if it should be done in the best interest of the team or organisation (Amanchukwu et al., 2015). ...
The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in �female� compared to �male�. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
... The inter-scale correlations reported in in Table 1 indicate that none of the correlations between the control variables and the primary study constructs were significant. Becker (2005) and Boehm, Dwertmann, Bruch, and Shamir (2015) reasoned that unnecessary control variables could potentially create biased parameter estimates, and excluding unnecessary controls maximizes the power of structural modeling tests by decreasing the number of estimated parameters. This motivated us to exclude of all controls from further analysis. ...
Academic misconduct is an issue that has plagued educators for as long as there have been formal performance assessments, and the technological advances in recent years have exacerbated an already vexing problem. Today’s student has a broad array of resources available to assist in their learning process. Unfortunately, many of those resources can be used to actively circumvent that process. A variety of assignment assistance websites offer students fee-based access to content ranging from publisher-provided test banks and homework solutions to course specific material generated by the instructor. Unauthorized access to these materials constitutes academic fraud. In this study we evaluate student use of these websites by developing a comprehensive framework consisting of the Dark Triad constellation of personality traits and the Fraud Diamond elements. We find that each Dark Triad trait exerts a unique influence on the Fraud Diamond elements, which in turn are associated with students’ intentions to access and use these websites.
... Generally, autocratic leadership represents the crop of leaders who make a decision without first enquiring the agreement of their team members. This is usually applied when a quick decision is required and the team consensus is not crucial for the acquisition of successful results (Boehm et al., 2015). Besides, little opportunity is given to staff and team members to make suggestions in this type of leadership, even if it should be done in the best interest of the team or organisation (Amanchukwu et al., 2015). ...
The impact of different leadership styles on employee performance was investigated in this study, whereby the proposed styles included transformational leadership, Laissez-Faire leadership, democratic leadership, and autocratic leadership. Concomitantly, the moderating effect of gender between such leadership styles and employee performance was also tested. The required data were collected by utilising a structured questionnaire and disseminating it through an online survey, engaging a sample size of 211 employees of multinational corporations in Malaysia selected using convenient sampling. Accordingly, IBM SPSS 24 was employed to conduct the reliability and normality assessment, while IBM SPSS AMOS 24 application was for the purpose of conducting the confirmatory factor analysis (CFA), structural equation modelling (SEM), and moderation analysis. As a result, a positive and significant relationship was found between the transformational, Laissez-Faire, and democratic leadership styles towards employee performance in Malaysia, respectively. Furthermore, the relationship between autocratic leadership and employee performance was statistically insignificant following the hypothesis testing. Meanwhile, the impact of transformational and Laissez-Faire leadership styles on employee performance was fully moderated by gender, whereas the correlation between democratic leadership and employee performance was only partially moderated. In contrast, gender posed a statistically insignificant impact for autocratic leadership and employee performance association. Moreover, the effect of transformational leadership on employee performance was more pronounced in males compared to females. The effect of Laissez-Faire leadership on employee performance is more pronounced in 'female' compared to 'male'. Meanwhile, the effect of democratic leadership on the variable was more pronounced in females compared to males, but with a minimum difference. The managerial implications, limitations, and future research avenues are discussed accordingly.
... Works of research primarily focused on transformational and transactional leadership styles (Bass and Avolio, 1993;Hassi, 2018;Rowold and Rohmann, 2009;Tims et al., 2011;Vecchio et al., 2008), which have been proven as highly useful approaches of increasing the effectiveness of leaders (Boehm et al., 2015). In this case, leaders are capable of stimulating, mobilizing and inspiring their employees to achieve the desired objectives (Andersen, 2016). ...
Purpose-This study aims to investigate the effects of transformational and transactional leaders' behaviors on employees' affective commitment and organizational citizenship behavior in the context of nonprofit organizations (NPOs). Additionally, this study attempts to examine the role of work engagement, as an intervening mechanism as work engagement in NPOs has been empirically neglected (Park et al., 2018). Design/methodology/approach-Data were conducted from 400 employees working in Italian NPOs in the North of Italy. For verifying the hypotheses of this study, structural equation modeling techniques were implemented. Findings-It was found that both transformational and transactional leaderships influenced positively affective commitment and organizational citizenship behavior, and work engagement was revealed to have significant positive mediating effects on the relationship between the variables examined in this study. Practical implications-The results of this study may be beneficial to leaders and supervisors of NPOs, specifically regarding the influence of the leaders' behaviors on the employees' outcomes. Originality/value-Due to the limited number of studies conducted on leadership in nonprofit organizations, this study theoretically and empirically contributes to the leadership literature as it is the first study to investigate the two styles of leadership on work-related outcomes via work engagement in the nonprofit sector.
Employee performance is dynamic and can have great impact on the overall performance of any company and its sustainability. A number of factors that can be controlled by the company can affect the employees' performance. The present paper starts with a thorough literature review for identifying these key driving in order to develop a system dynamics models that will be able to assess different improvement scenarios and initiatives. Based on causal loop diagrams, stock and flow diagrams are developed and solved using system dynamics theory. The model developed can be used for organizations to assess the impact of different improvement initiatives.
This study examined the impact of leadership styles on employees' work performance in some selected Southwestern Nigerian private Universities. For employees' to perform at their utmost best, Universities need leaders who can adapt to different situations and possess various leadership styles that fit in every situation and at any given point in time. Purposive sampling technique was adopted in selecting 10 private universities majorly in Ondo, Ekiti and Osun state respectively out of the 36 private universities in southwest , Nigeria. To measure transformational, transactional and laissez-faire leadership styles, a subordinate's perception of his/her superior's leadership style was collected by reviewing Multi-factor leadership questionnaire (MLQ-Form 5X) by Bass and Avolio, (2000). The researchers personally designed questions to measure the impact of autocratic leadership style. Data collected were analysed based on descriptive analyses of demographic information. The four hypotheses presumed for this study were tested using linear regression and Pearson correlation. All the hypotheses are examined at 0.01 and 0.05 alpha levels of significance. The study concluded that Universities driven by the desire to achieve better performance from his/her employees should try to exhibit more of transformational and transactional leadership styles and less of laissez-faire and autocratic leadership styles. This study recommends that good and effective leadership style is what Universities need to survive in this competitive and hostile business environment. Therefore, Universities should implement leadership training and development programmes in order to meet the essential knowledge and skills necessary in developing the leadership capabilities of employees.
Climate change and environmental crises are currently affecting the living environment of both people and the planet in general. This necessitates businesses to have a prompt and effective response to minimize or improve the harmful effects that lead to environmental imbalance and fulfill corporate social responsibility through focusing on transitioning to a model of sustainable economic development and encouraging the development and production of green products. This study discovers that the five factors green creativity, green dynamic capabilities, green transformational leadership, reactive green innovation, and proactive green innovation have a positive influence on and aid in the creation of exceptional green product development performance. A survey questionnaire was used to collect data for this research with the participation of more than 1000 people. These figures reveal that the participants are people who are knowledgeable about environmental issues and are actively interested in environmental protection (as well as people who have used green products). Research using software to support SPSS.20 and AMOS.24 to test the hypotheses. The study serves as a framework to help businesses better comprehend the relationship between economics and the environment with the purpose of providing valuable data and raising awareness for innovation in development models for businesses and organizations.
ÖZET
İnsanlık tarihiyle yaşıt olan liderlik kavramı klasik dönemlerden modern ve
post-modern dönemlere kadar çeşitli değişim ve dönüşümlerden geçmiştir.
Bu dönüşüm sürecinde kavrama yeni yorumlar ve yeni açılımlar getirilmiştir.
Bu çalışmanın amacı iş yaşamında sürekli olarak dönüşen ve yeni kavramlar
ile ilişkilendirilen liderlik kavramıyla ilgili akademik yazındaki güncel
durumu tespit edebilmektir. Bu maksatla Web of Science (WoS) veri tabanlarında
Sosyal Bilimler Atıf Dizini (SSCI) üzerinden 2015-2020 yılları
arasında yönetim ve işletme kategorilerinde “Leadership Quarterly” ve “Leadership”
dergilerinde, başlığında “liderlik” ifadesi olan makaleler taranmıştır.
Tarama sonucu ulaşılan 290 makaleye ilişkin bibliyometrik analiz
gerçekleştirilmiştir. İlk olarak makalelere dair performans analizi yapılmıştır.
Sonraki aşamada bilimsel haritalama analizi ile alan yazınına dair ilişki
ağları saptanmaya çalışılmıştır. Analiz sonuçlarına göre “karizmatik liderlik”
kavramına olan ilginin klasik yönetim anlayışı döneminden bu yana eksilmediği
anlaşılmaktadır. “Dönüşümcü liderlik” ve “etkileşimci liderlik” ise
en çok çalışılan liderlik yaklaşımlarıdır. Ayrıca “otantik liderlik, manevi liderlik,
etik liderlik, dağıtımcı liderlik, paylaşımcı liderlik” gibi yeni liderlik
yaklaşımlarının çalışmalarda yer alan güncel liderlik yaklaşımları olduğu
görülmektedir. Sonuç olarak geleneksel dönemdeki “tek-adam, büyük-adam
liderlik" anlayışının modern dönemlerde giderek "lider-üye etkileşimi" anlayışına
dönüştüğü görülmektedir. Bugünün liderinin daha çok hizmet
eden, daha çok güdüleyen, daha çok paylaşan ve daha dinamik olması çalışmalarda
genel kabul görmektedir.
Anahtar Kelimeler: Liderlik, Etkileşimci Liderlik, Dönüşümcü Liderlik,
Bibliyometrik Analiz, Karizmatik Liderlik
ABSTRACT
The concept of leadership, which is as old as the history of humanity, has
gone through various changes and transformations from classical periods
to modern and post-modern periods. In this transformation process, new
interpretations and new expansions have been brought to the concept. The
aim of this study is to determine the current situation in the academic literature
on the concept of leadership, which is constantly transformed in business
life and associated with new concepts. For this purpose, articles with
the phrase "leadership" in the title were searched in the "Leadership Quarterly"
and "Leadership" journals in the management and business categories
between 2015-2020 through the Social Sciences Citation Index (SSCI)
in Web of Science (WoS) databases. A bibliometric analysis was performed
on 290 articles that were accessed as a result of the search. First, a performance
analysis of the articles was made. In the next stage, it was tried to
determine the relation networks related to the literature with scientific
mapping analysis. According to the results of the analysis, it is understood
that the interest in the concept of "charismatic leadership" has not decreased
since the period of classical management understanding. “Transformational
leadership” and “transactional leadership” are the most studied leadership
approaches. In addition, it is seen that new leadership approaches
such as "authentic leadership, spiritual leadership, ethical leadership, distributed
leadership, shared leadership" are current leadership approaches
included in the studies. As a result, it is seen that the understanding of "oneman,
great-man leadership" in the traditional period gradually transforms
into "leader-member interaction" in modern times. It is generally accepted
in studies that today's leader is more serving, more motivating, more sharing
and more dynamic.
Keywords: Leadership, Transactional Leadership, Transformational Leadership,
Bibliometric Analysis, Charismatic Leadership
A variety of collective phenomena are understood to exist to the extent that workers agree on their perceptions of the phenomena, such as perceptions of their organization’s climate or perceptions of their team’s mental model. Researchers conducting group-level studies of such phenomena measure individuals’ perceptions via surveys and then aggregate data to the group level if the mean within-group agreement for a sample of groups is sufficiently high. Despite this widespread practice, we know little about the factors potentially affecting mean within-group agreement. Here, focusing on work climate, we report an investigation of a number of expected contextual (social interaction) and methodological predictors of mean rWG, a common statistic for judging within-group agreement in applied psychology and management research. We used the novel approach of meta-CART, which allowed us to assess the relative importance and possible interactions of the predictor variables. Notably, mean rWG values are driven by both contextual (average number of individuals per group and cultural individualism-collectivism) and methodological factors (the number of items in a scale and scale reliability). Our findings are largely consistent with expectations concerning how social interaction affects within-group agreement and psychometric arguments regarding why adding more items to a scale will not necessarily increase the magnitude of an index based on a Spearman-Brown “stepped-up correction.” We discuss the key insights from our results, which are relevant to the study of multilevel phenomena relying on the aggregation of individual-level data and informative for how meta-analytic researchers can simultaneously examine multiple moderator variables.
Purpose
This study aims to examine the impact of transformational leadership on green innovation and green learning in construction supply chains.
Design/methodology/approach
A theoretical framework of research hypotheses between transformational leadership, green learning and green innovation is developed. Using a survey questionnaire, data are collected from construction firms in Vietnam. Structural equation modeling is used to test the research hypotheses.
Findings
The results indicate that transformational leadership promotes both green learning and green innovation (i.e. green product innovation and green process innovation) while green learning positively affects green process innovation. Furthermore, it is found that green learning mediates the linkage between transformational leadership and green process innovation.
Research limitations/implications
This study contributes to the development of leadership research in construction by showing the significance of leadership at the supply chain level.
Originality/value
Leadership is regarded as a key factor for most organizations' success and competitive advantages. In construction, leadership has been widely studied at the project and organizational levels while its important role is also explored at the supply chain level. Nevertheless, in terms of construction supply chains, there has been still very limited evidence about the effects of transformational leadership. Thus, this study fills the gap in knowledge by empirically examining the relationships between transformational leadership, green learning and green innovation.
The main object of this paper is to shed light on the credence to truthful leader affecting commitment of followers. If exists the credence to a truthful leader might have side effects such as success in the life philosophy, radiation of happiness and commitment to organizations. The desired outcome should serve for all. The aim of this study is to measure the commitment level affected by credence to a truthful leader. To serve this aim a survey has been conducted throughout all the workers of the industry leading textile retail dealer firm of Turkey in 2016 which is believed to have a truthful leader. A multiple regression analysis had been executed to measure the relation from the predictors of credence to leader to the dimensions of commitment. It was assumed to be three kinds of commitment: affective, continuity, and normative. Credence to a truthful leader had affected commitments mostly by the predicting conditions of the leader: a. being honest and fair, b. creating a positive work environment, c. self-confidence, d. sharing information, e. delegation and heeding the followers, e. not creating tension, and f. trust worthiness. The results reported in the article were generally consistent with the prior studies. To conclude it is safe to say that solidarity can only be achieved through credence to a common dream. If the project to give life to that dream was well designed, it would be possible to have power to created corporate spill over's. The study was one of the attempts to make happy both the organizations and individuals working within. Project managers are apt to be truthful leaders because they need commitment but have little fixed ideas to offer in return.
ÖZET
Örgütsel kimlik bir örgütün ayırt edici bir özelliği olarak, örgütün karakteri, kişiliği ve
durumunu tasvir eden bir kavramdır. Eski zamanlarda daha durağan bir yapıya sahip olan
örgütsel kimliğin modernizm ve postmodernizm ile birlikte daha dinamik bir yapıya tekâmül
ettiği görülmektedir. Ayrıca örgütsel kimlik neyin değerli, neyin değersiz olduğu gibi
konularda çalışanların algısını yönlendiren bir işleve sahip olması bakımından örgütsel bağlılık,
örgütsel verim ve örgütsel performans açısından oldukça önemli bir kavramdır. Bu nedenle
örgütsel kimlik kavramı sosyal bilimcilerin ilgisini çeken bir kavram olmuştur. Artan bu ilgi
doğrultusunda alan yazını çeşitlenerek giderek genişlemektedir. Bu araştırmada, örgütsel
kimlik konusunda alan yazının genel bir görünümünü çıkarmak amacıyla uluslararası literatür
belirli kıstaslar doğrultusunda bibliyometrik analiz yöntemi ile incelenmiştir. Araştırmada,
makalenin yayınlandığı ülke, dergi, yayınlanma yılı ve yazarlar gibi kıstaslar kullanılmıştır. Bu
kıstaslar kapsamında Web of Scince, Sosyal Bilimler Atıf İndeksi (SSCI) ve Gelişen Kaynaklar
Atıf İndeksi (ESCI) üzerinden ulaşılan 149 adet makale değerlendirilmiştir. Makalelere ait
analizler Web of Science ve VOSviewer uygulamaları ile gerçekleştirilmiştir. Yapılan analizler sonucunda ulaşılan bulgular doğrultusunda, yayınlanan en eski tarihli makalenin, 1995 yılında
yayınlandığı görülmektedir. En fazla makalenin Organization Studies dergisinde yayınlandığı
görülmektedir. Ortak kelime analizi sonucuna göre imaj, örgütsel kimlik, özdeşleşme, yönetim,
yansımalar, stratejik değişim, meşruiyet kelimeleri öne çıkan kelimeler olarak konu hakkında
yapılan çalışmalarda en sık tercih edilen anahtar kelimelerdir.
Anahtar Kelimeler: Örgütsel Kimlik, Örgütsel Özdeşleşme, Alan Yazın İncelemesi,
Bibliyometrik analiz
Abstract
Organizational identity is a concept that describes the character, personality and status of
the organization as a distinctive feature. It is seen that the organizational identity, which had a
more stable structure in the past, has evolved into a more dynamic structure with modernism and
postmodernism. in addition, organizational commitment is a very important concept in terms
of organizational efficiency and organizational performance, as it has a function that directs
the perception of employees on issues such as what is valuable and what is worthless. For this
reason, the concept of organizational identity has attracted the attention of social scientists. in
line with this increasing interest, the literature is expanding and diversifying. in this research,
the international literature was examined with the bibliometric analysis method in line with
certain criteria in order to get a general view of the literature on organizational identity. in the
research, criteria such as the country in which the article was published, the journal, the year of
publication and the authors were used. Within the scope of these criteria, 149 articles accessed
through Web of Science, Social Sciences Citation Index (SSCI) and Emerging Sciences Citation
Index (ESCI) were evaluated. The analyzes of the articles were carried out with Web of Science
and VOSviewer applications. in line with the findings obtained as a result of the analyzes, it
is seen that the oldest published article was published in 1995. It is seen that the most articles
were published in the journal of Organization Studies. According to the results of the common
word analysis, image, organizational identity, identification, management, responses, strategic
change and legitimacy are the most frequently preferred keywords in the studies.
Keywords: Organizational Identity, Organizational Identification, Literature Review,
Bibliometric analysis
It is inevitable that there will be some changes in the world along with the progress of the age and these changes will be seen as technological advances. There are many arguments about whether technology is beneficial or harmful. However, it is a known fact that technology has both positive and negative results in human life. in particular, because of technological advances, the use of digital tools and platforms has been intensively used, and the frequency of encountering what can be called “e-disease” has also increased. in this study, some technological problems that arise due to technology and spread rapidly as a disease are discussed. Within the scope of the study, it is tried to examine the effects of these e-diseases, which are caught by individuals rather than individual problems, in terms of organizations. From this point of view, firstly, as a basic problem related to the use of intensive technology, technology addiction was given. Then, some e-diseases which came into existence because of technological addiction were mentioned and a two-dimensional evaluation was made in terms of organizations.
Keywords: Technology, Addiction, E-diseases, Organizational Functioning.
It is inevitable that there will be some changes in the world along with the progress of the age and these changes will be seen as technological advances. There are many arguments about whether technology is beneficial or harmful. However, it is a known fact that technology has both positive and negative results in human life. in particular, because of technological advances, the use of digital tools and platforms has been intensively used, and the frequency of encountering what can be called “e-disease” has also increased. in this study, some technological problems that arise due to technology and spread rapidly as a disease are discussed. Within the scope of the study, it is tried to examine the effects of these e-diseases, which are caught by individuals rather than individual problems, in terms of organizations. From this point of view, firstly, as a basic problem related to the use of intensive technology, technology addiction was given. Then, some e-diseases which came into existence because of technological addiction were mentioned and a two-dimensional evaluation was made in terms of organizations.
Keywords: Technology, Addiction, E-diseases, Organizational Functioning.
p>Effective organizational sustenance is predicated on employees’ job performance. Ability to have workforce that are suitable for global best practice is contingent on good recruitment, selection and placement strategy of the organization. The study population was the University of Ibadan, teaching and non-teaching staff, male (mean = 26.39, SD = 4.47), female (mean = 26.73, SD = 5.63). The covid-19 pandemic necessitated online questionnaire administration to the participants using Google form. It was found that there was significant relationship between recruitment, selection, placement and employee performance; there was significant joint influence of recruitment, selection and placement on employees’ performance; there was significant independent influence of placement and employee performance, there was no significant independent influence of recruitment and selection on employee performance. University of Ibadan should devise means of ensuring that the most productive workers are recruited, selected for employment and eventually given appointment for placement in the different departments and units within the university. The procedure for selection and placement of the would-be employees should be thorough, objective and devoid of sentiment. Gender consideration for employment into establishment should be discouraged, and the most qualified candidate should be considered ahead of gender or any other factors that might distort merit in the selection process.
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This article describes the use of social media data to study leadership, specifically the perception and behaviour of CEOs and corporate leaders towards Sustainable Investing (SI). The world is calling for a more sustainable approach, including investment, towards development following "Our Common Future", the report by United Nations World Commission on Environment and Development in 1987. Investment decision making process is closely linked with corporate strategic planning and leadership. Transformational Leadership (TL) theory is used as theoretical base to study the phenomenon of leadership in SI. Coverage around TL in SI remains scarce, leading to a theory gap. In this inductive, theory-building study, source of data are the leaders of world"s top investment management companies who nowadays are increasingly opening themselves to providing insights on their investment strategies and portfolio to public. Media and social media data collection through the use of public and social media were used due to abundance of readily available materials in the internet, enabling low cost and time efficiency of data collection. Data gathering, storing and preliminary explication approaches are discussed, along with discussion on pros and cons thereof.
The study focused on the impact of autocratic leadership style on job performance of subordinates in academic libraries in Port Harcourt, Rivers State, Nigeria. The research design was a survey. The respondents were the 74 professional and para-professional staff working in the libraries studied. Data collection was through questionnaire. instrument titled “Autocratic Leadership Style on Job Performance of Subordinates in Academic Libraries (ALSJPSAL)” consisting of five (5) item statements. Analysis was done using frequency and mean for the research question. Findings of the study revealed that autocratic leadership style tends to develop dependent and uncreative subordinates who are afraid to take up responsibility. Autocratic leadership style, however, shows a significant negative impact on employee performance. This style of leadership tended to have work groups that were less productive and subordinates showed a high degree of dissatisfaction on the job. Therefore, autocratic leaders tend to limit the performance of subordinates. It is recommended that autocratic leadership style may be very valuable in situations where decisions need to be made as quickly and decisively as possible. Since autocratic leadership style leads to job dissatisfaction of subordinates, library heads should be closely monitored by the parent institution to check their excesses.
The purpose of this research is to investigate the psychological mechanisms that cause the influence of transformational and transactional leadership on employee performance. Based on employee stewardship theory (EST) and social exchange theory (SET), an organizational commitment was selected as a perfect moderating variable to conduct the study. The data were collected from sixteen (16) organizations in the public sector of Ghana, consisting of 330 full-time employees. The results indicate that organizational commitment positively moderates transformational leadership while transactional leadership does not. We realized that when transformational leadership is high, organizational commitment goes up, thereby increasing employee performance. On the other hand, when transactional leadership goes up, organizational commitment decreases, causing employees performance to dwindle. Therefore, transactional leaders should augment their approach with transformational leadership to increase employee performance. This research offers practical implications relevant to provide strategies for leaders to PSOs to influence employees to perform beyond the limit.
Guided by theories of moral psychology and social identity, one hundred and fifty-three public relations practitioners working in the United States participated in an online experiment that tested how professional identity influences moral reasoning. Professional associations appear to be a valuable resource for socialization as members of PRSA who, in addition to engaging in higher levels of moral reasoning than the average adult, report they have access to regular ethics training, ethics resources and mentors, and are familiar with their industry’s code of ethics. Socialization in later career stages appears to contribute to moral reasoning maintenance, sustaining levels of moral reasoning, rather than development.
The newly hired staff who can adapt well with an organization’s culture could
perform effectively and maintain better socialization in the workplace. This would
result in happy working life and leads to organizational success. The aims of this
study were to (1) investigate the organizational culture of newly-hired customs
officers hold with them at work and (2) examine the job performance of newly-hired
customs officers and the interrelationship between customs’ organizational culture
and performance. A mixed method was administered in this study. The correlation
and multiple regression analyses were applied. The results showed that the majority
of newly-hired customs officers hold four main cultures ranked from the highest
including social safety, facilitation, technology adaptation, and investigation
suppression. The recommendation is to cultivate the importance of continuous
learning into newly hired officers. Leaders should socialize them by face-to-face
communication particularly two-way communication. The organization’s culture
model was proposed to the Customs Bureau.
The influence of CEOs’ early life experiences on their strategic decisions has attracted considerable research attention. However, existing studies have limited understanding of its influence on firms’ corporate social responsibility (CSR) activities. In this study, based on imprinting and upper echelons theories, we propose that CEOs who have experienced famine during their childhood are more likely to make a high level of philanthropic donations. Furthermore, we investigated boundary conditions that facilitate or impede the relationship between CEOs’ childhood famine experience and philanthropic donations based on the resource dependence view. We tested our theoretical model using the sample of publicly listed firms in China. By conducting difference-in-differences analyses, we found that CEOs who experienced famine in childhood between 7 and 11 years old tend to increase their firms’ donation level, and this positive relationship is amplified when the firm is relatively large and weakened when the CEO is female. Implications and limitations also are discussed.
Goodness-of-fit (GOF) indexes provide "rules of thumb"—recommended cutoff values for assessing fit in structural equation modeling. Hu and Bentler (1999) proposed a more rigorous approach to evaluating decision rules based on GOF indexes and, on this basis, proposed new and more stringent cutoff values for many indexes. This article discusses potential problems underlying the hypothesis-testing rationale of their research, which is more appropriate to testing statistical significance than evaluating GOF. Many of their misspecified models resulted in a fit that should have been deemed acceptable according to even their new, more demanding criteria. Hence, rejection of these acceptable-misspecified models should have constituted a Type 1 error (incorrect rejection of an "acceptable" model), leading to the seemingly paradoxical results whereby the probability of correctly rejecting misspecified models decreased substantially with increasing N. In contrast to the application of cutoff values to evaluate each solution in isolation, all the GOF indexes were more effective at identifying differences in misspecification based on nested models. Whereas Hu and Bentler (1999) offered cautions about the use of GOF indexes, current practice seems to have incorporated their new guidelines without sufficient attention to the limitations noted by Hu and Bentler (1999).
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 study focuses on the organizational structures of a number of advertising agencies that have undertaken the move toward integrated communications. The article delineates and provides a rationale for a taxonomy of organizational structures of advertising agencies known to have produced successful integrated communications campaigns. Five organizational models are identified: (1) a consortium of independent agencies; (2) a consortium with one dominant agency; (3) a corporation with autonomous divisions; (4) a matrix organization; and (5) an integrated organization.
We tested several hypotheses derived from an extended version of Shamir, House, and Arthur's (1993) theory of charismatic leadership. We used three different samples of subordinates to assess leader behavior, individual-level correlates, and unit-level correlates, respectively. We also examined the effects of charismatic behaviors and unit-level correlates on superiors' assessments of leaders' performance. The findings provide only very partial support for the theory and indicate a need for greater sensitivity to the multiple constituencies of leaders in theories and studies of charismatic leadership in organizations.
This article reports the results of a study examining the relationships among strategic charismatic leadership, organizational performance, and environmental uncertainty with primary data from a sample of 128 CEOs of major U.S. corporations. Drawing on 770 surveys from top management team members in these companies, objective stock market and accounting data, and an objective measure of environmental uncertainty, we found that organizational performance was associated with subsequent perceptions of CEO charisma but that perceptions of CEO charisma were not associated with subsequent organizational performance, even after we incorporated the potential moderating effect of environmental uncertainty.
We develop a model of organizational identity construction that reframes organizational identity within the broader context of manager-stakeholder relationships and more effectively integrates theory on organizational identity and organizational identification. We describe organizational identity as emerging from complex, dynamic, and reciprocal interactions among managers, organizational members, and other stakeholders. The model draws attention to organizational identity as negotiated cognitive images and to the embeddedness of organizational identity within different systems of organizational membership and meaning. Viewing organizational identity from the perspective of manager-stakeholder relationships provides a more parsimonious but more complete theory of organizational identity management.
We address gaps in the multilevel organizational theory development literature by critically examining the structure and function of collective constructs. Structure emerges from interaction and can, over time, come to influence systems of interaction. Functions represent the causal outputs of constructs and provide a mechanism for integrating constructs across levels. We then discuss implications arising from this perspective and present a set of guidelines for multilevel research and theory development.
This research investigates how organizational members respond to events that threaten their perceptions of their organization's identity. Using qualitative, interview, and records data, we describe how members from eight "top-20" business schools responded to the 1992 Business Week survey rankings of U.S. business schools. Our analysis suggests that the rankings posed a two-pronged threat to many members' perceptions of their schools' identities by (1) calling into question their perceptions of highly valued, core identity attributes of their schools, and (2) challenging their beliefs about their schools' standing relative to other schools. In response, members made sense of these threats and affirmed positive perceptions of their school's identity by emphasizing and focusing on their school's membership in selective organizational categories that highlighted favorable identity dimensions and interorganizational comparisons not recognized by the rankings. Data suggest that members' use of these categorization tactics depended on the level of identity dissonance they felt following the rankings. We integrate these findings with insights from social identity, self-affirmation, and impression management theories to develop a new framework of organizational identity management.
Organizational identity usually is portrayed as that which is core, distinctive, and enduring about the character of an organization. We argue that because of the reciprocal interrelationships between identity and image, organizational identity, rather than enduring, is better viewed as a relatively fluid and unstable concept. We further argue that instead of destabilizing an organization, this instability in identity is actually adaptive in accomplishing change. The analysis leads to some provocative, but nonetheless constructive, implications for theory, research, and practice.
Organizational cultures, and in particular stories, carry a claim to uniqueness - that an institution is unlike any other. This paper argues that a culture's claim to uniqueness is, paradoxically, expressed through cultural manifestations, such as stories, that are not in fact unique. We present seven types of stories that make a tacit claim to uniqueness. We show that these seven stories occur, in virtually identical form, in a wide variety of organizations. We then suggest why these stories have proliferated while others have not.
The goal of this study was to examine the effects of transformational leadership behaviors, within the context of Kerr and Jermier’s (1978) substitutes for leadership. Data were collected from 1539 employees across a wide variety of different industries, organizational settings, and job levels. Hierarchical moderated regression analysis procedures generally showed that few of the substitutes variables moderated the effects of the transformational leader behaviors on followers’ attitudes, role perceptions, and “in-role” and “citizenship” behaviors in a manner consistent with the predictions of Howell, Dorfman and Kerr (1986). However, the results did show that: (a) the transformational leader behaviors and substitutes for leadership each had unique effects on follower criterion variables; (b) the total amount of variance accounted for by the substitutes for leadership and the transformational leader behaviors was substantially greater than that reported in prior leadership research; and (c) several of the transformational behaviors were significantly related to several of the substitutes for leadership variables. Implications of these findings for our understanding of the effects of transformational leader behaviors and substitutes for leadership are then discussed.
This study investigates how top management teams in higher education institutions make sense of important issues that affect strategic change in modern academia. We used a two-phase research approach that progressed from a grounded model anchored in a case study to a quantitative, generalizable study of the issue interpretation process, using 611 executives from 372 colleges and universities in the United States. The findings suggest that under conditions of change, top management team members' perceptions of identity and image, especially desired future image, are key to the sensemaking process and serve as important links between the organization's internal context and the team members' issue interpretations. Rather than using the more common business issue categories of ''threats'' and ''opportunities,'' team members distinguished their interpretations mainly according to ''strategic'' or ''political'' categorizations.(.)
This study addressed the unresolved issue of how differentiated leadership (leaders treating individuals within a group differently) affects group effectiveness. We developed and tested a group-level model involving group-focused and individual-focused leadership using three-phased survey data from 70 work groups in eight companies. Results showed that differentiated leadership within groups diminished group effectiveness through creating divergence in leader identification and member self-efficacy and lower group collective efficacy. At the same time, group-focused leadership facilitated group identification and collective efficacy, which positively contributed to group effectiveness. We discuss theoretical and managerial implications of the potential cost of differentiated leadership behaviors in groups.
This paper deals with the emergence of perceived age discrimination climate on the company level and its performance consequences. In this new approach to the field of diversity research, we investigated (a) the effect of organizational-level age diversity on collective perceptions of age discrimination climate that (b) in turn should influence the collective affective commitment of employees, which is (c) an important trigger for overall company performance. In a large-scale study that included 128 companies, a total of 8,651 employees provided data on their perceptions of age discrimination and affective commitment on the company level. Information on firm-level performance was collected from key informants. We tested the proposed model using structural equation modeling (SEM) procedures and, overall, found support for all hypothesized relationships. The findings demonstrated that age diversity seems to be related to the emergence of an age discrimination climate in companies, which negatively impacts overall firm performance through the mediation of affective commitment. These results make valuable contributions to the diversity and discrimination literature by establishing perceived age discrimination on the company level as a decisive mediator in the age diversity/performance link. The results also suggest important practical implications for the effective management of an increasingly age diverse workforce. Copyright © 2010 John Wiley & Sons, Ltd.
Most research on organization-based identities focuses on a single level of analysis, typically the individual, group, or organization. As a spur to more cross-level identity research, we offer speculative discussions on two issues concerning nested identities. First, regarding the processes through which identities become linked across levels, we explore how identities at one level of analysis enable and constrain identities at other levels. We argue that, for a collective identity, intrasubjective understanding (“I think”) fosters intersubjective understanding (“we think”) through interaction, which in turn fosters generic understanding---a sense of the collective that transcends individuals (“it is”). Second, regarding the content of linked identities, we suggest that identities are relatively isomorphic across levels because organizational goals require some internal coherence. However, for various intended and unintended reasons, isomorphism is often impeded across levels, and identities tend to become somewhat differentiated.
Most research on organization-based identities focuses on a single level of analysis, typically the individual, group, or organization. As a spur to more cross-level identity research, we offer speculative discussions on two issues concerning nested identities. First, regarding the processes through which identities become linked across levels, we explore how identities at one level of analysis enable and constrain identities at other levels. We argue that, for a collective identity, intrasubjective understanding (" I think") fosters intersubjective understanding (" we think") through interaction, which in turn fosters generic understanding— a sense of the collective that transcends individuals (" it is"). Second, regarding the content of linked identities, we suggest that identities are relatively isomorphic across levels because organizational goals require some internal coherence. However, for various intended and unintended reasons, isomorphism is often impeded across levels, and identities tend to become somewhat differentiated.
On the basis of the current theories of charismatic leadership, several possible follower effects were identified. It is hypothesized that followers of charismatic leaders could be distinguished by their greater reverence, trust, and satisfaction with their leader and by a heightened sense of collective identity, perceived group task performance, and feelings of empowerment. Using the Conger–Kanungo charismatic leadership scale and measures of the hypothesized follower effects, an empirical study was conducted on a sample of 252 managers using structural equation modelling. The results show a strong relationship between follower reverence and charismatic leadership. Follower trust and satisfaction, however, are mediated through leader reverence. Followers' sense of collective identity and perceived group task performance are affected by charismatic leadership. Feelings of empowerment are mediated through the followers' sense of collective identity and perceived group task performance. Copyright © 2000 John Wiley & Sons, Ltd.
On the science of the art of leadership No area of modern social thought has escaped the shadow of the holocaust. The issues that we prioritize, the questions that we ask and the perspectives that we employ all changed irrevocably as a result of the slaughter. Leadership research is a case in point. Prior to the Second World War, many thinkers were fascinated and attracted by forceful charismatic leaders who were seen as saving society from a dull mechanical future. Such figures stamped some agency, artistry and imagination on what Max Weber described as ‘the routinized economic cosmos’ (quoted in Lindholm, 1990, p. 27). However, after Hitler, ‘the triumph of the will’ acquired different connotations. The focus shifted from what was added by the leader to what was taken away from everyone else and hence the savior became Satan. Thus, in the post-war period, there were a plethora of clinical ...
The concept of organizational culture has received increasing attention in recent years both from academics and practitioners. This article presents the author's view of how culture should be defined and analyzed if it is to be of use in the field of organizational psychology. Other concepts are reviewed, a brief history is provided, and case materials are presented to illustrate how to analyze culture and how to think about culture change.
In this article, we provide guidance for substantive researchers on the use of structural equation modeling in practice for theory testing and development. We present a comprehensive, two-step modeling approach that employs a series of nested models and sequential chi-square difference tests. We discuss the comparative advantages of this approach over a one-step approach. Considerations in specification, assessment of fit, and respecification of measurement models using confirmatory factor analysis are reviewed. As background to the two-step approach, the distinction between exploratory and confirmatory analysis, the distinction between complementary approaches for theory testing versus predictive application, and some developments in estimation methods also are discussed.
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.
Thanks to the theoretical and analytical frameworks developed by Preacher, Rucker and Hayes (2007) and further advanced by Hayes (2013), studies of moderated mediation effects (conditional indirect effects) are booming in recent years. Yet, to date the most popular analytical method for testing moderated mediation is the regression approach (including MODMED and PROCESS), which is based on observed variables that assume no measurement errors. It is well-known that measurement errors attenuate the estimated regression coefficients, but the problem is more serious when both the predictor and moderator in a moderated mediation model are measured with errors. Hence, we extend the analytical frameworks developed by Preacher et al. (2007) and Hayes (2013) to a latent variable model approach. We developed two SPSS macros to circumvent some of the limitations of Mplus in generating the bias-corrected bootstrap confidence interval for the regression coefficient of the interaction term of two latent variables. Results in the numerical example show that the latent variable model approach produces estimated effects that are close to the true values despite that the standard errors and the confidence intervals are larger due to the incorporation of measurement errors in the estimation. On the other hand, the observed variable regression approach underestimates the effects and produces inaccurate confidence intervals for some estimates, including the estimated moderated mediation effect, where the confidence interval does not include the true value. It may also result in inflated Type I error which makes interpretation of results difficult.
This study tests charismatic leadership theory using a sample of 250 chief executive officers (CEO) of major U.S. firms. Based on multiple responses from the top management team of each firm and objective measures of performance, the study provides evidence of a positive relationship between CEO charisma and CEO performance.
We present a model of CEO charismatic leadership in organizations and show how such leadership can, through levels of management and analysis, impact organizational performance. We integrate levels issues relevant to the conceptualization of theoretical constructs and their relationships, measurement, and echelons, and develop the concept of close versus distant leadership as a means of understanding the dynamics of CEO leadership. We also include a consideration of possible alternative levels of analysis at which the constructs in our model may be operating.
In the existing transformational leadership research, little attention has been paid to contextual influences on transformational leadership. To more fully understand transformational leadership as an organizational process, researchers must study it in relation to a contextual framework. We discuss how four contextual factors affect organizational receptivity to transformational leadership. We also examine how the configuration of these factors may be used as a framework for enriching transformational leadership research.
This article presents a cognitive theory of why planned organizational change efforts, such as total quality initiatives, often fail. The theory suggests that employees resist total quality because their beliefs about the organization's identity constrain understanding and create cognitive opposition to radical change. We propose a dynamic model in which successful implementation of fundamental organizational transformation is partly dependent on management's ability to re-frame the change over time. Implementation may best be accomplished through a series of middle-range changes that are large enough to overcome cognitive inertia and relieve organizational stress, but not so large that members believe the proposed change is unobtainable or undesirable.