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Predicting Organizational Effectiveness With a Four-Factor Theory of Leadership
Abstract
Recent research in the area of leadership seems to point to the existence of four basic dimensions of leadership: support, interaction facilitation, goal emphasis, and work facilitation. Data from a recent study of 40 agencies of one of the leading life insurance companies are used to evaluate the impact of both supervisory and peer leadership upon outcomes of satisfaction and factorial performance measures. Results from the study suggest that this conceptual model is useful and that leadership's relation to organizational outcomes may best be studied when both leadership and effectiveness are multidimensional. Both peer and supervisory leadership measures relate to outcomes. In most instances, the ability to predict is enhanced by taking simultaneous account of certain nonleadership variables.
... Leadership Theories and Frameworks in Physical Education Several leadership theories provide frameworks for understanding PE administrators' capabilities. Path-goal theory suggests that effective leaders clarify paths to organizational goals and remove obstacles [10]. This is relevant in PE, where administrators balance academic and physical objectives. ...
... The strong positive correlations between management functions and leadership capabilities underscore the critical connection between effective management and strong leadership. The highest correlation, observed between organizing and leadership capabilities, supports the idea that well-organized management practices are essential for successful leadership (Bowers & Seashore, 2016). Administrators who excel in organizing resources and tasks are likely to be perceived as effective leaders, as they create an environment conducive to collaboration and instructional improvement. ...
This study explores the relationship between leadership capabilities and management functions of Physical Education (PE) administrators at Hubei Engineering University, China. Using a descriptive-comparative-correlational research design, data were collected from PE teachers to assess the effectiveness of administrators in strategic planning, organizing, directing/leading, and controlling. Additionally, leadership capabilities such as organizational direction, collaborative leadership, and instructional leadership were evaluated. The results revealed that administrators are generally effective in their management functions, with organizing and collaborative leadership receiving the highest scores. However, challenges related to resource management and internal control systems were identified. Significant correlations between management functions and leadership capabilities underscore the importance of strong organizational skills for effective leadership. These findings provide insights into the leadership development needs of PE administrators and suggest practical solutions for overcoming administrative challenges.
... También proporcionan la base para teorías posteriores que identifican coincidencias específicas y efectivas entre situaciones laborales y comportamientos de líderes. Investigaciones posteriores en Michigan y en otros lugares han encontrado comportamientos adicionales asociados con un liderazgo eficaz: apoyo, facilitación del trabajo, énfasis en las metas y facilitación de la interacción (Bowers y Seashore, 1966;Nadler et al. 1975;Yukl, 1971). Estos cuatro comportamientos son importantes para el funcionamiento exitoso del grupo, ya que la facilitación del apoyo y la interacción contribuyen a las necesidades de mantenimiento del grupo, y el énfasis en las metas y la facilitación del trabajo contribuyen a las necesidades de la tarea del grupo. ...
... Los investigadores de Michigan también encontraron que el líder no necesita proporcionar él solo estos cuatro comportamientos al grupo. En esencia, el trabajo real del líder es establecer el tono y crear el clima que asegure que estos comportamientos críticos estén presentes (Bowers y Seashore, 1966). ...
This work analizes the role of leadership in an industrial company during a process of cultural and business transformation in the context of social change in the 1980s in the industrial area of Greater Bilbao (Vizcaya).
Specifically, it is studied whether the behaviors associated with transformational leadership factors based on Bass (1985) predominate in the leader of this organization. In the first part, a theoretical review of leadership is presented and, in greater detail, on the factors of transformational and transactional leadership in the work of Bass from 1985. Secondly, a review of research on the leadership relationship is included. transformational with satisfaction and effectiveness. Finally, the research carried out in which the perceptions of managers and middle managers about the president of this company are analyzed. This takes into account the responses of 87 company managers who were applied to a questionnaire based on Bass (1985). The hypotheses proposed are: (H1) The leader studied will show behaviors of transformational leadership factors and these will have more weight than the transactional leadership factors; (H2) The behaviors associated with transformational leadership factors will be perceived with more intensity among the most direct followers, than among those furthest away in the chain of command; (H3) Transformational factors will positively correlate more than transactional ones with perceived efficacy; (H4) The transformational factors will positively correlate more than the transactional ones with the perceived satisfaction. The results confirm these hypotheses. Therefore, is important to continue stimulating research in this field.
... There are two major approaches for measuring effectivenessthe goals (Etzioni, 1964;Ghorpade, 1970;R. H. Hall & Clark, 1980;Price, 1972; and the systems approach (David G. Bowers, 1968;D. G. Bowers & Seashore, 1966;Katz & Kahn, 1966;. Each of the two approaches has advantages and disadvantages that make it more appropriate in differing situations. I examined the major arguments for and against both in order to determine the most appropriate approach for this research. ...
... In short, this approach views effectiveness as an organization's capacity to acquire limited resources (Bowers and Seashore, 1966, Bowers, 1968, Katz and Kahn, 1966, Yuchtman, 1966, even in a dynamic environment. As Price (1972) concludes, effectiveness increases as capacity of the organization increases. ...
Abstract: The Incident Command System (ICS) exists as the nationwide standard for onsite
incident management, as called for under the National Incident Management System
(NIMS). However, the effectiveness of ICS is debated, both for its systemic efficacy as a
response model and for its inconsistent application. Since the development of ICS,
individual responders have trained to work together as Incident Management Teams
(IMTs). Even though little research exists on IMTs, their use has increased widely since
the release of the NIMS. The alternative to IMTs is implementing ICS through a
collection of individuals in an ad hoc manner, often referred to as an Emergent Multi-
Organizational Network (EMON). This study strives to determine the impact of IMTs
versus EMONs on the effectiveness of emergency and disaster response. It is
hypothesized that the use of IMTs will increase the perceived effectiveness of a response,
specifically in the application of the Incident Command System. The population for this
study is emergency and disaster responders at large, regardless of disciplinary or
jurisdictional demographics. The sample population is individual responders comprising
both members and non-members of Incident Management Teams. The responders were
from across the four state area of FEMA Region VII (Iowa, Kansas, Missouri and
Nebraska). Non-IMT responders serve as a control group of EMONs to determine
whether IMT membership has any effect on response. This study is limited in that it is
not based on specific responses. Instead, respondents provide feedback to a survey based
on what their normal actions were for their last biggest response.
... Many studies have demonstrated the influence of using shared leadership as a leadership style and demonstrated that it provides higher team-level performance than does traditional hierarchical leadership constructs (Avolio et al., 1996;Carson et al., 2007;Perry et al., 1999). There have been some dissenting theories (e.g., Bowers & Seashore, 1966). ...
... In an early empirical study of shared leadership (Berkowitz, 1953) examined manufacturing conference groups and the extent of functional differentiation of the leader (i.e., chairman) from other behavioral leaders among group members. Results indicated that when the chairman was the sole behavioral leader in the group, the group was more satisfied and more productive than when group members engaged in behavioral leadership (Bowers and Seashore, 1966). This study explored peer leadership in the form of support along with goal emphasis, work facilitation, and interaction facilitation as related to task performance. ...
The purpose of this study was to determine the significant antecedents to shared leadership and
the role of shared leadership as a mediating effect on task performance. This research applied the
Big Five personality traits and five control variables to assess the impact of personality on the
emergence of shared leadership within teams. The results demonstrated that the Big Five
personality traits have direct effects on the emergence of shared leadership within teams and that
shared leadership mediates the effects of the Big Five personality traits on task performance. The
results provide new knowledge for coaches, business executives, and others responsible for team
composition or performance assessment, allowing them to identify high-performing teams in
advance of work tasks. The findings of this study could help in the development of team leadership
and contribute to the field of shared leadership.
... It affects their work performance that leads torevenue (objectives, goals). There may be different reasons for this alarming change, but unsupportive leadership is considered one of the main factors (Asrar-ul-Haq & Anjum, 2020).Task-oriented leadership behaviors is the key problem is that many various titles have been used to classify, for example, task orientation can be referred to achievement of organizational goal or goal emphasizing (Bowers & Seashore, 1966) or initiating structure by Hemphill,(1950) elaborated by (Pillay, 2022). In the banking sector of Punjab, Pakistan, there has been a need for a continuous change in management strategies, administration, and employee performance (Khan & Ahmad, 2024). ...
Goal-focused leadership is essential to attain the organizational goals in any
industry. Banking sector’s importance for economic well being is
multifaceted in Pakistan. Therefore, in this study it is examined that how
emotional exhaustion affects productivity at work for the achievement of
organizational goals in banking sector of Punjab. In particular, we suggest
supervisor Bottom-line Mentality have mediating connection between
supervisor Emotional Exhaustion and Goal-focused leader behavior. It is
also examined the moderating role of supervisor Obsessive Passion on the
relationship of Emotional Exhaustion and Bottom-line Mentality of
supervisors. In order to broaden the literature on the relationship between
study’s variables we use Conservation of Resource theory to explain and
establish the relationship between latent variables. To investigate the
connection between these variables, front-line managers of Punjab,
Pakistan's banking industry is selected to gather data. We used SPSS
version 27 and Smart-PLS (v 4.0.9.0) to analyze the data and find the
variables' impact using SEM analysis. The proposed theoretical model is
tested through Smart-PLS (v 4.0.9.0). The study analyzed 410 valid
research questionnaires with a response rate of 91% through PLS-SEM to
assess the relationship of variables of theoretical model. In this research
study all hypothesis is supported and have theoretical and as well as
practical implications for service industries.
... Empowering leadership is defined as the act of delegating authority and responsibility to groups of people or teams in order to increase internal motivation and produce better results at work (Ahearne, Mathieu, & Rapp, 2005;Sharma & Kirkman, 2015). The idea of empowering leadership has historically developed in line with streams of supportive leadership (Bowers & Seashore, 1966), coaching, and delegating behaviours covered by situational leadership theory (Hersey, Blanchard, & Natemeyer, 1979), participative leadership (Locke & Schweiger, 1979), and individualized leadership specifying the support of followers' self-worth (Dansereau et al., 1995). In the related literature, empowering leadership is analysed from two different perspectives. ...
Teachers' affective commitment is closely related to their performance. The present study investigated the relationship between empowering leadership, teacher autonomy, teachers’ sense of self-efficacy, and affective commitment. A questionnaire was completed by 611 teachers in Ankara. To test the proposed model, we conducted a mediation analysis of structural equation modelling. The results show that empowering leadership and autonomy predict teachers’ sense of self-efficacy. Similarly, teachers’ sense of self-efficacy is also positively and significantly correlated to affective commitment. The analysis confirms that teachers’ sense of self-efficacy is a prominent mediator in the relationship between empowering leadership, teacher autonomy, and affective commitment. This study is expected to contribute to the body of research focusing on the effects of empowering leadership, teacher autonomy and teachers’ sense of self-efficacy on teachers’ affective commitment. Implications are presented for policymakers and school leaders.
... CEO with postgraduates degrees, such as master's and doctor pf philosophy degrees, are often considered to possess superior problem-solving skills compared to those with undergraduate degrees. This is because the postgraduate has better exposure to a more complex level of knowledge that trains them with a higher level of rationality, analytical, technical and managerial skills (Bowers & Seashore, 1966). Kokeno and Muturi (2016) used information from companies listed on the Nairobi Securities Exchange to investigate the effects of CEO traits on company performance. ...
This study aims to investigate the impact of the CEO's educational background on banking performance in Malaysia. Our study applied the fixed effect estimation corrected with heteroskedasticity and serial correlation robust standard error. Using a sample of 29 banks in Malaysia, we found MBA CEOs, and CEO education levels positively impact bank performance in Malaysia. The results imply that CEOs with business and management knowledge and higher education have more excellent analytical skills that enhance the banking firm performance. The results are supported by upper-echelon theory regarding the determinant of CEO education on bank performance. However, CEO with finance knowledge and science, technology, engineering and mathematics (STEM) could not enhance the banking firm performance. The findings imply that CEO education has a significant role in predicting bank success in Malaysia. Our paper provides essential information to policymakers regarding the CEO's educational background when appointing skillful CEOs.
... From this perspective, scholars identified person-oriented, task-oriented and individual prominence behaviors as related to leadership effect. However, no pattern of leader behavior was found to be associated with leader effectiveness (Bowers & Seashore, 1966), a situation that must have changed with more research conducted on leadership. One corrective suggestion to the trait's perspective was the situational approach that became known in the 1970s and stresses contextual factors that influence leadership process. ...
... CEO education is another dimension of our index. A CEO's educational attainment-whether a Bachelor's, Master's, MBA, or PhD degree-can reflect their advanced managerial skills and decision-making capabilities (Bowers & Seashore, 1966;Malmendier & Tate, 2008). To capture this, we introduce a dummy variable termed "CEO title," assigned a value of 1 if a CEO's educational qualifications exceed the median level within the same industry-year, indicating higher potential influence, and 0 otherwise. ...
... CEO education is another dimension of our index. A CEO's educational attainment-whether a Bachelor's, Master's, MBA, or PhD degree-can reflect their advanced managerial skills and decision-making capabilities (Bowers & Seashore, 1966;Malmendier & Tate, 2008). To capture this, we introduce a dummy variable termed "CEO title," assigned a value of 1 if a CEO's educational qualifications exceed the median level within the same industry-year, indicating higher potential influence, and 0 otherwise. ...
This study examines the relationship between CEO power and corporate climate change disclosure and the moderating role of internal and external monitoring in this relationship. Using a sample of 3,512 United States firm-year observations, we find that firms with more powerful CEOs disclose less climate change information. However, this negative relationship is mitigated in firms with higher institutional ownership, greater financial analyst coverage, and stronger internal governance. Our results remain robust across a series of tests designed to address both observable and unobservable selection biases, as well as omitted variable biases. Further analysis reveals that reduced firm-level transparency is an underlying channel through which CEO power diminishes climate change disclosures. Additionally, we document that climate change disclosure acts as an underlying mechanism linking CEO power to firm value. The findings of our study have important implications for regulators, policymakers, researchers, investors, analysts, and company management, especially in the context of increasing regulatory pressure on firms to enhance their climate change disclosures.
... The concept of empowering leadership has been developed in conjunction with a number of related concepts, including supportive leadership (Bowers & Seashore, 1966), participative leadership (Locke & Schweiger, 1979), and super leadership (Manz & Sims, 1987). Empowering leadership is defined as "a process of sharing power, and allocating autonomy and responsibilities to followers, teams, or collectives through a specific set of leader behaviors for employees to enhance internal motivation and achieve work success" (Cheong et al., 2019). ...
Job autonomy has been a key concept in job design research for decades. However, as the nature of work has changed considerably over time, job autonomy has become a much more complex work characteristic. This dissertation takes stock of prior research on job autonomy and extends previous work design models in two ways. First, it distinguishes between different forms of autonomy that influence employee well-being, engagement and performance in unique ways. Second, it identifies a range of contextual factors that shape the effects of job autonomy. By addressing some of the unknowns about job autonomy, this dissertation suggests that job autonomy is more good than bad for employees and organizations. Granting employees job autonomy has favorable effects on employee motivation and well-being, which lead to positive behavior (i.e., job performance). However, there is also a downside to job autonomy, as under certain conditions employees may exploit their autonomy to engage in negative behaviors (i.e., time theft). Thus, managers should consider the form of autonomy and the contextual characteristics of the workplace before granting job autonomy to employees.
... Psychological empowerment is a mental state in people that is influenced by their surroundings rather than a personality feature (Dedahanov, 2019). Psychological empowerment as a notion may be traced back to a variety of leadership theories (Jabran Khan, 2020), including the "consideration" part of Ohio state leadership (Fleishman, 1953) and "supportive leadership" (Bowers & Seashore, 1966). Leadership has a huge impact on how employees are influenced. ...
The current study looks at the impact of the transformational leadership style on the psychological empowerment of Indian IT workers who work from home. The moderating influence of gender was also investigated in a five-month study done with a sample of 601 Work from Home (WFH) participants using a self-reporting questionnaire.The results of the moderated multi-regression analysis showed that the transformational leadership style positively influences the employees' psychological empowerment. But gender does not moderate the relationship.
... When better education is combined with experience, CEOs are likely to use greater management skills to help the organisation get through even the most tough times. Bowers and Seashore (1966) also believe that when company executives have a higher level of education, their expertise and management skills are more advanced. Therefore, highly educated CEOs are more innovative and able to process information than those who are less educated. ...
Purpose: This paper explores the relationship between CEO educational background and corporate social responsibility (CSR) performance in FTSE100 companies in the UK. Design/methodology/approach: The study uses ESG scores to measure CSR performance, and examines the impact of CEO's university ranking, educational attainment, professional background, MBA background, and participation in advanced management programmes on firms’ ESG performance. Findings: CEO educational background is considered to be an indicator of intelligence, as better-educated CEOs are thought to have greater management skills, experience, and innovation. However, we provide evidence that there is no significant association between CEO educational background and CSR performance in FTSE100 companies. Research limitations/implications: Overall, we add new evidence to a growing body of literature studying the association between personal characteristics of corporate executives and corporate social responsibility. Originality/value: This paper differs from previous articles that focus on the relationship between chief executive officer (CEO) characteristics and corporate social responsibility but instead attempts to answer the question of whether CEO educational background affects corporate social responsibility performance. Most of the literature examining CEO educational background links it to firm performance.
... Mary Parker Follett (1924) emphasized that in specific circumstances, individuals with essential and critical knowledge should be followed rather than relying solely on formal leadership (Ağlargöz, 2018). Having multiple leaders depending on the situation positively affects group outcomes (Bowers and Seashore, 1966). Researchers developed the shift in leadership from the I to the We concept (Avolio and Bass, 1995). ...
This study examines the impact of Industry 4.0 on the concept of leadership approaches. The research aims to compare leadership theories before and after Industry 4.0, determine how leadership roles have evolved in agile project management, and identify effective leadership styles. The study employs literature review and qualitative research methods, specifically using focus group studies. Two separate focus group studies were conducted through online meetings and face-to-face sessions to thoroughly examine the approaches of executives from companies who have mature project management offices in Turkey. Data were obtained by transcribing the audio recordings of discussions during focus group sessions and comparing them with researcher notes. The study extensively examines the impacts of identified leadership styles, determined through literature review, on the management of agile project teams. Findings indicate that leadership styles such as visionary, organizing, relational, and social leadership play significant roles in agile project management. Additionally, leadership personality traits observed in each of these styles have been identified. The results underscore the need to redefine leadership approaches and highlight the effects of Industry 4.0 on project management. By linking the characteristics of leadership styles and their impacts on agile teams with the literature, the study contributes to future leadership research and practices. In this context, it emphasizes the development of technological competencies for organizations to succeed and the need for flexible and innovative organizational structures. Furthermore, it suggests that leaders in the digital transformation processes brought by Industry 4.0 should possess skills to facilitate their employees' adaptation processes. This study contributes significantly to academic literature and business by exploring leadership evolution in Industry 4.0 and redefining roles in agile project management, emphasizing ongoing focus on development and innovation in leadership.
... Liderlik etme motivasyonu konusu organizasyon işleyişinde yönetim ve liderliğin ayrı bir bakış açısıyla değerlendirmeye ihtiyaç olduğunun belirtilmesiyle literatürde yerini almaya başlamaktadır. Liderin organizasyonu yönlendirirken diğer beşerî unsurları işleyiş konusunda motive edebilmesinin yolunun kişiyi liderlik adına motive eden unsurların derinlemesine çözümlenmesinden geçtiği şeklinde belirtilmektedir 7,9 . Liderlerin karar verme yetenekleri aldıkları sorumluluğun olumlu bir şekilde sonuçlanmasını sağlaması bakımından hayati önemde olan unsurlardan biri olarak kabul edilmektedir. ...
The purpose of this research is to examine the leadership motivations of students studying at the Faculty of Sports Sciences in terms of their intuitive and rational decision-making styles. The research was designed as a relational survey model and is a quantitative research using the survey technique. "Leadership Motivation Scale" and "Rational and Intuitive Decision Making Styles Scale" were used in the research. While the population of the research was the students of Muğla Sıtkı Koçman University Faculty of Sports Sciences, the sample consisted of "282" students studying at the same university and faculty and participating in the research voluntarily. IBM SPSS 22 statistical program was used to analyze the research data. According to the research findings, a significant difference was detected between leadership motivation and gender, age, class and number of siblings. It was determined that the leadership motivation of the students participating in the research differed significantly depending on whether they took a course on leadership or not. A significant and positive relationship was determined between students' leadership motivation and decision-making styles. In conclusion; Sports sciences faculty students who take leadership courses have higher motivation to lead than students who do not take leadership courses. On the other hand, there is a significant and positive relationship between students' leadership motivation and intuitive (system-1) and rational (system-2) decision-making styles.
... Liderlik etme motivasyonu konusu organizasyon işleyişinde yönetim ve liderliğin ayrı bir bakış açısıyla değerlendirmeye ihtiyaç olduğunun belirtilmesiyle literatürde yerini almaya başlamaktadır. Liderin organizasyonu yönlendirirken diğer beşerî unsurları işleyiş konusunda motive edebilmesinin yolunun kişiyi liderlik adına motive eden unsurların derinlemesine çözümlenmesinden geçtiği şeklinde belirtilmektedir 7,9 . Liderlerin karar verme yetenekleri aldıkları sorumluluğun olumlu bir şekilde sonuçlanmasını sağlaması bakımından hayati önemde olan unsurlardan biri olarak kabul edilmektedir. ...
... Then 5 mL of NaOH (0.02N NaOH) was added with the mixture and measured OD value at 400 nm, after 5 minutes. ALP activity was determined as μmol/mg protein (Bowers et al., 1966). Simultaneously we measured C-reactive protein (CRP) data by using Elabscience ELISA Kit. ...
A simple wet chemical method is employed to synthesize covellite (CuS) nanostructures and different nanostructures are synthesized by varying molar ratios of copper acetate monohydrate to sodium thiosulfate pentahydrate in the starting solution. Microstructural characterizations confirm the excellent quality of synthesized CuS nanostructures having different morphology. The absorption spectra and morphology of synthesized samples change significantly with changing experimental conditions. The intensity ratio of NIR peak to UV peak, NIR peak position, and FWHM of NIR peak vary notably with the molar ratio of copper acetate monohydrate to sodium thiosulfate pentahydrate in the initial solution. The facile technique adopted in this work opens up an easy way to prepare CuS nanostructures with outstanding intensity and FWHM of NIR peak due to their unique optical properties.
... CEO education is another dimension of our index. A CEO's educational attainment-whether a Bachelor's, Master's, MBA, or PhD degree-can reflect their advanced managerial skills and decision-making capabilities (Bowers & Seashore, 1966;Malmendier & Tate, 2008). To capture this, we introduce a dummy variable termed "CEO title," assigned a value of 1 if a CEO's educational qualifications exceed the median level within the same industry-year, indicating higher potential influence, and 0 otherwise. ...
... associated with or expected of women, although both men and women use this leadership style (Likert, 1961;Stogdill et al., 1962;Brower et al., 2000;Uhl-Bien et al., 2000;Uhl-Bien, 2005, 2006Graen and Uhl-Bien, 1991), and this leadership is based on characteristics such as building camaraderie, respect, trust and regard between leaders and followers or having consideration behaviour (Stogdill, 1974). In addition to that, some researchers described relationship leadership as being employee-oriented, thus taking an interest in employees and valuing their personal needs and uniqueness (Bowers and Seashore, 1966) or also having a concern for people (Blake and Mouton, 1964). Northouse (2024) argues that "within an organization, concern for people includes building trust, providing good working conditions, maintaining a fair salary structure, and promoting good social relations" (p. ...
... Within the leadership literature, task and relational leadership reflect common thematic dimensions across numerous classical programs of leadership research (cf., Bowers & Seashore, 1966). For instance, the Ohio State Leadership Studies narrowed 2,000 leadership behaviors into two broad dimensions-initiating structure and consideration (Halpin & Winer, 1957;Stogdill, 1963). ...
This study examines the nature of the interaction between CEO leadership and organizational culture using 2 common metathemes (task and relationship) in leadership and culture research. Two perspectives, similarity and dissimilarity, offer competing predictions about the fit, or interaction, between leadership and culture and its predicted effect on firm performance. Predictions for the similarity perspective draw upon attribution theory and social identity theory of leadership, whereas predictions for the dissimilarity perspective are developed based upon insights from leadership contingency theories and the notion of substitutability. Hierarchical regression results from 114 CEOs and 324 top management team (TMT) members failed to support the similarity hypotheses but revealed broad support for the dissimilarity predictions. Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values (i.e., they both share a task-or relationship-oriented focus). Findings also support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organization's culture. We discuss theoretical and practical implications and delineate directions for future research.
... It is emphasized that the mere presence of commissioners is not sufficient; their effective functioning is crucial for ensuring the quality of company reports. Bowers and Seashore (1966) have argued that higher levels of education are associated with advanced technical and managerial skills in managers. Similarly, a previous study on the Indonesian banking industry has found a positive relationship between educational attainment of the board of commissioners and CSR disclosure (Swardani et al., 2021). ...
Purpose: This research is aims to determine the relationship between the educational background of the board of commissioners on the quality of the sustainability report in companies listed on the Indonesia Stock Exchange.Method: Sources of research data consist of the annual reports, sustainability reports, global reporting websites (GRI), and Quacquarelli Symonds (QS) World University Ranking. The sampling method used was side purposive, in order to obtain as many as companies that had met the criteria to be used as research samples for 5 (five) years, 2015-2019 which is 258 companies. This study uses a multiple regression model with a cluster by the firm from STATA 14 software to determine the direction and magnitude of the influence of independent variables on the dependent variable.Findings: This study found that the BOC educational background with undergraduate degree from reputable university showed a positive and significant relationship towards sustainability report quality. In contrast, educational background defined by level of education indicates insignificant effect towards sustainability report.Novelty: the role of BOC in Indonesia is to supervise the quality of the company's report, therefore those results indicate that top-level universities have a role to form character and concern for environmental problems.
... Perceived leader effectiveness, referring to employees' perceptions of leaders' ability to fulfill their leadership roles, is a crucial factor affecting employee performance and shaping organizational success (Bowers & Seashore, 1966;Tsui, 1984;L. Wang et al., 2018;Yukl, 2008). ...
While literature articulates the relevance of self-sacrificial leadership to crisis situations, little attention has been paid to employees’ attitudinal and behavioral responses to self-sacrificial leadership. This is a particularly salient gap in the scholarship, given the decisions leaders must make to address challenges in the hospitality industry (e.g., the COVID-19 pandemic). Drawing on conservation of resources theory, this pair of field and experimental studies examines how individual differences in employee emotional suppression and leader coping strategy moderate the impacts of self-sacrificial leadership on employee perceptions of leader effectiveness. By sampling U.S. hospitality employees, the studies reveal that leaders who display self-sacrificial behaviors received more favorable ratings on leader effectiveness than others, an effect that is contingent on followers’ emotional suppression and leaders’ coping strategies. The perception of increased leader effectiveness in turn weakened employees’ intentions to engage in negative word-of-mouth toward their organizations.
... In addition to employees' own perfectionism, supervisor perfectionism may be relevant for employees' career development opportunities or hurdles, which is why we aim to address this question in Study 2. As supported by meta-analytic evidence, Ng et al. (2005) found organizational sponsorshipincluding such facets as supervisory support and access to skill developmentas relevant predictors for career success. Obviously, supervisors' behavior at their workplace influences the well-being of their employees, as well as the efficiency of their department, company, etc. (e.g., Bowers & Seashore, 1966;Gregersen et al., 2014;McAlearney, 2008). While there is still not much research to date, a link between supervisor perfectionism and the executed leadership behavior has recently been established (Guo et al., 2020;Otto et al., 2021). ...
Although the double-edged nature of perfectionism is widely acknowledged, little is known about how it shapes employee career development. By combining two field studies, we provide a multiperspective insight into the relevance of both employee and supervisor perfectionism for employee career development. While we expected self-oriented perfectionism (SOP) to have an ambivalent role for career development, we proposed that socially prescribed perfectionism (SPP) in particular, but also other-oriented perfectionism (OOP), would show maladaptive relationships with career-related indicators. In Study 1 (N = 116), we focused on the employee perspective and how multidimensional perfectionism relates to career aspirations (operationalized via work motivation) and subjective career success. Employees high in SOP reported higher, whereas those high in SPP reported lower perceived career success. OOP was negatively related to intrinsic motivation, but positively explained extrinsic (social) motivation and amotivation. In Study 2 (N = 146), we examined the role of supervisor perfectionism in supporting or hindering employees’ career development by providing or draining resources. Our results show that supervisors high in SOP - and partly in OOP are reluctant to delegate highly responsible tasks; SPP even increased the likelihood of assigning illegitimate tasks to subordinates. Our findings suggest that both employee and supervisor perfectionism may boost or thwart employee career development and success. We discuss that supervisor perfectionism may limit employees’ opportunities for experiential learning.
... First, it adds to the growing number of empirical studies that demonstrate the impactful role of peer leaders in shaping work outcomes (e.g., [74]). This aligns with the functional leadership framework that posits that beyond the formal leader, team members have the potential to embrace leadership roles and thereby cultivate favorable outcomes [36,75]. Second, our results provide preliminary quantitative support for the 10 peer leadership roles identified by Edelmann et al. [12]. ...
Most leadership studies primarily focus on formal leaders, often overlooking the influence of leaders within the team. While prior research has shown that peer leaders can have a beneficial impact on various team outcomes, it is yet unclear which peer leadership behaviors precisely foster a supportive and sustainable work environment. Building upon the recent identification of 10 peer leadership roles and 37 underlying functions, the current study aims to investigate the relationships between these peer leadership roles and functions and key outcomes (i.e., job satisfaction, team cohesion, team effectiveness, and OCB). A total of 31 organizational teams, comprising 182 employees from diverse sectors, participated in a quantitative survey. Employing multilevel modeling analysis, the findings demonstrated that each leadership role and nearly every function predicted at least one outcome, highlighting their significance within organizational teams. Additionally, Necessary Condition Analysis revealed that specific roles and functions were necessary for generating one or more outcomes. Finally, we found that most of the significant relationships remained consistent across teams, regardless of their size, tenure, or level of team identification. These findings refine our understanding of shared leadership and how peer leaders can create a sustainable workplace by fostering employee well-being and productivity in organizational teams.
... Excessive dependable leadership (Bowers & Seashore, 1966), job training, and employing techniques stumped in conceptual theories like situational leadership theory (Hersey, Blanchard, &Natemeyer, 1979), participative leadership theory (Locke &Schweiger, 1979), super leadership theory (Manz& Sims Jr., 1990), and individualized leadership theory explain continuous expansion planned for the initiative regarding empowerment leadership. ...
This article argues that through autonomous motivation, empowered leadership will lead to good behaviors, reduced emotional tiredness, and decreased turnover intention, and that personality variables in subordinates will regulate these correlations. The effects of perceived general self-efficacy and proactive personality in individuals are also studied in this study, as well as any potential relationships between empowering leadership and the aforementioned outcomes. What effects does a leader's facilitation have on employees' motivation, extracurricular activities, and general well-being. To support the performance of effective organizations and prevent unfavorable organizational outcomes, managers and executives can balance their authority and empowerment behaviors. To do this, they can use the investigation of this relationship to help businesses understand both the benefits and drawbacks of empowering leadership. The self-determination theory and social cognitive theory are both used in this study. The purpose of this study was to examine the effects of both enabling and burdening empowering leadership on employee motivation, extra-role behaviors, and well-being while accounting for individual characteristics such as employee general self-efficacy and proactive personality. Empowering leadership is connected with a range of positive organizational outcomes as well as positive individual outcomes for employees. Empowering leadership may increase employees' autonomy and responsibility, which may reduce both the company's and the employee's productivity. Empowerment, in the opinion of Forrester (2000) and Spreitzer (1995, 1996), should enable workers to reach their full potential, increase their motivation, make them more adaptive and responsive to their surroundings, and lessen the bureaucratic barriers that prevent response. The benefits of empowerment are unfortunately not always felt, and the challenges appear to be more the product of implementation mistakes than design problems (Ford & Fottler, 1995).
... Furthermore, the researchers concluded that leaders' supportive behaviors were positively associated with the problems of the subordinates, and interaction facilitation was focused on integrating relationship conflicts among the group. In sum, goal emphasis and work facilitation are job-centered dimensions, whereas support of the leader and interaction facilitation are employee-centered dimensions (Bowers & Seashore, 1966). ...
This research is conducted to employ measures to enhance organizations' understanding of the impact of the role of leadership on the performance of workers so that their attitude toward work as a whole will be positively enhanced. The research population includes all the staff of the Nkoranza South Municipal Assembly. In investigating the leadership style on workers performance, descriptive survey design was employed. In accessing relevant information, respondents were selected by using simple random sampling technique. Respondents were classified into permanent staff, temporal staff. With the primary source of data; the staffs of the municipal assembly were chosen as primary sources of data on the basis of having better exposure, experience and first hand information regarding the issue under the study. Secondary data is based on past research work on this area of study. Also, knowledge from authorities within the area of studies provided valuable materials for this study. The main data collection instrument employed in this study was a 25 item questionnaire. The research instruments used by the researcher to gather information about the problem were questionnaire and interview. Finally, Frequency tables, charts, SPSS and ANOVA were used to analyze the data collected. The following recommendations were made: the leadership style in Nkoranza South Municipal Assembly should further empower their employees by developing strategies and according some measure of power and authority to the workers. The Nkoranza South Municipal Assembly should constantly increase the involvement of workers in decision making, hence the Municipal Assembly would advocate for better leadership styles that suite different situations so as to reduce the supremacy of authoritative behaviors unless in situations where it is necessary. The researcher further recommended that it was important for the Nkoranza South Municipal Assembly to reduce independence of workers by designing performance procedures that promote unity, teamwork and professional performance guidelines that create a sense of responsibility to employees. ACKNOWLEDGEMENT
... During the 1950s leadership scholars began to focus on the behavioral styles of leaders. Bowers and Seashore (1966) summarize the studied behaviors of that era. They find task-and person-oriented behaviors to be most relevant to the research of leadership. ...
This thesis deals with Authentic Leadership theory, as it has become one of the most discussed topics within the field of leadership studies today. Authentic leadership is supposed to have a wide range of positive effects on psychological capital, leader and follower outcomes, and organizational outcome. Nonetheless, the well-founded criticism of this leadership approach, its foundation, theory
development and practical applicability cannot be ignored. Therefore, the theoretical foundation of Authentic Leadership is explored by means of an integrative literature review.
The exploration of the theoretical roots of Authentic Leadership not only leads to the rebuttal of some essential points of criticism, but also provides concrete practices to cultivate authenticity in roles of leadership.
... Les racines académiques de l'empowering leadership sont nombreuses. Les travaux de l'État de l'Ohio (Fleishman, 1953) sur la considération des besoins des subordonnés constituent le fondement de ces réflexions managériales, suivies par les études sur le soutien managérial (Bowers & Seashore, 1966) et sur le leadership participatif (Locke & Schweiger, 1979 ;Vroom et Yetton, 1973). A la fin des années 1880, Conger et Kanungo (1988) ont fait valoir que la notion d'autonomisation, en tant que « partage du pouvoir », était incomplète et qu'une conceptualisation complète doit également inclure l'effet motivationnel de l'autonomisation sur les subordonnés. ...
En réponse aux risques sanitaires liés à l’épidémie de Covid-19, des milliers d’organisations ont mis en place la pratique du télétravail à domicile de manière massive pour leurs salariés. Certains se sont retrouvés en télétravail permanent, d’autres ont alterné avec une ou deux journées sur site, pendant qu’une moindre proportion est restée entièrement en présentiel. Dans ce contexte, la question du maintien du bien-être au travail s’est avérée un enjeu central pour les directions et leurs lignes managériales. Elles ont dû faire face aux risques d’isolement, de pression accrue, de charge mentale, d’épuisement ou encore de brouillage des frontières entre la vie professionnelle et la vie privée de leurs collaborateurs. Cette situation nous amène à nous demander si les travailleurs ont des besoins différents en termes de styles de leadership pour favoriser leur bien-être, en fonction de leur situation de travail. Pour répondre à cette question, nous avons mené une enquête par questionnaire auprès de 2968 salariés d’une grande organisation de la Sécurité Sociale aux mois de novembre et décembre 2020. Nos résultats montrent que, si toutes les formes d’organisation du travail ont un besoin de soutien managérial, la situation de télétravail requiert plus d’exigences envers le supérieur hiérar- chique. Le télétravail alterné avec le travail sur site nécessite une prise de décision plus par- ticipative, à laquelle s’ajoute un besoin d’exemplarité du manager en situation de télétravail permanent. À la lumière de ces résultats, le manager à distance apparaît comme un manager augmenté.
In response to sanitary risks caused by Covid-19 pandemic, thousand companies have widely established teleworking at home for their employees. Some of them ended up with full-time teleworking, some others alternated between on-site working and teleworking, while a little part stayed on-site all the time. In this context, matter of well-being preservation at work tuned out to be a central issue for leaders and supervisors. They have coped with many dangers: isolation, increased stress, mental workload, moral exhaustion, or else, blurring of work-life balance of teleworkers. This situation brings us to wonder whether workers have different needs in terms of leadership to preserve well-being, depending on their work configuration. To answer to this question, we conducted a questionnaire survey of 2968 employees in a French public organization between November and December 2020. Our results show that all work configurations require social support of supervisor, whereas teleworking configuration request more implication from him. Alternation between teleworking and on- site working call for a participative decision making, to which is added a need of manager’s exemplarity for full-time teleworking. In view of the results, a remote supervisor appears as an expanded supervisor.
Despite the inherent challenges in empirically linking specific cultural traits to organizational success, this chapter illustrates how a positive corporate culture profoundly influences all stakeholders—including employees, customers, investors, and the broader community—thereby contributing to long-term sustainability and growth. It examines various models and metrics that researchers have developed to assess corporate culture, such as the Competing Values Framework and the Organizational Culture Assessment Instrument, offering practical tools and frameworks for leaders to systematically analyze and elevate their workplace environments. By integrating theoretical insights from organizational behavior and psychology with real-world examples from related companies this chapter provides a comprehensive guide to understanding the complex dynamics of corporate culture. It probes into the role of values, beliefs, and rituals in shaping employee engagement and satisfaction and highlights the importance of communication and feedback mechanisms in fostering a culture of transparency and trust. Additionally, actionable strategies are offered for cultivating an adaptive culture capable of navigating the unpredictability of economic cycles and political shifts. These strategies include encouraging innovation through a growth mindset, implementing flexible work arrangements, and prioritizing diversity and inclusion initiatives. By equipping organizations with these tools, the chapter aims to ensure they remain resilient and capable of thriving in an ever-evolving landscape.
This study examined the effects of transactional leadership, transformational leadership, and leader feedback on job satisfaction through the mediating effects of reward fairness and organizational citizenship behavior. Using structural equation modeling, the study discussed factors that positively influence leader feedback, along with the differing effects of transactional and transformational leadership. The results of analyzing the Public Service Life Survey indicated that while transactional leadership positively affected reward fairness, it did not significantly impact organization citizenship behavior. On the other hand, transformational leadership positively affected organizational citizenship behavior, it did not significantly impact reward fairness. Transactional leadership negatively affected job satisfaction, whereas transformational leadership had a positive impact. Leader feedback significantly enhanced the mediating variables and job satisfaction. This study analyzed the differences in the influence of leadership, and provided the direction of more appropriate human resource management policy. This study provided selection method of leadership for strengthening organization citizenship behavior and reward fairness.
Shared leadership entails a dynamic, interactive influence process among groups and teams. Whereas traditional models of leadership emphasize the importance of vertical leadership as a role occupied by an individual in a designated position, shared leadership emphasizes the importance of leadership as an unfolding social process, shifting the influence to the person with the most relevant knowledge, skills and abilities, juxtaposed against the emerging task related requirements. Research shows that shared leadership is a robust predictor of group, team and organizational outcomes across a variety of organizations, industries and cultural contexts. In fact, shared leadership is a better predictor of outcomes than vertical leadership. This Element provides a comprehensive review of the research on shared leadership, and points to promising directions for the future, in terms of both research and the practical application of shared leadership in action. This title is also available as Open Access on Cambridge Core.
This study is a modest attempt to determine the compatibility of Islamic leadership with conventional or Western leadership more specifically, transformational and transactional leadership styles. This research work is significant in terms of providing invaluable inputs and insights on the leadership style (s) being practiced by the present BARMM and its local government units which then become the foundation for a possible policy intervention. In this connection, the study findings showed that Islamic leadership has some similarities as well as differences with the conventional/Western leadership perspective especially the transformational leadership style. Furthermore, it was also found by the study that all the three leadership styles under study, namely, Islamic, transformational and transactional leadership styles are presently adopted in the BARMM, as a whole. The results of the study also disclosed that the present BARMM has demonstrated better performance under the transitional period. In fact, it was also revealed by the findings of the study that there is a significant relationship between the three leadership styles, and BARMM organizational performance. While this is a very much welcomed inputs to the BARMM, the study still recommends for the BARMM top leadership to continue upgrading, updating and enriching the leadership skills and knowledge of its officials at the central office and at the local government level, in both Islamic and conventional leadership. It was also suggested by the study that the top management of BARMM should conduct an Evaluative and Assessment Survey of its organizational performance through the assistance and guidance of an Organizational Development (OD) consultants or experts aside from encouraging other researchers to conduct similar research studies aimed at confirming or rejecting the major findings of the present study. In short, while the study results and inputs are favorable to BARMM, there is nothing to lose by not being complacent but rather to continue instituting and implementing the required administrative reforms that will enable the BARMM to keep abreast with the fast-paced changing environment and modern trends.
The present study focuses on the Charismatic, Ideological, and Pragmatic Theory of leadership, examining how sensemaking mitigates follower reactions after unethical leader behavior. We examine the impact of ethical misconduct type on follower outcomes, specifically whether CIP leaders are able to justify unethical behavior to maintain follower attitudes toward the leader. Participants assumed the role of an employee for a fictional oil and gas exploration company, encountering the company’s C, I, or P chief executive officer (CEO) through a video-taped speech discussing the state and vision of the organization. Participants read ethical misconduct related to “people” or ethical misconduct related to “tasks or resources” by the organization’s CEO. Finally, participants were provided (or not provided) a video-taped justification of the ethical misconduct. A three-way interaction revealed the impact of ethical misconduct type is key to leader sensemaking. Implications are discussed.
Teacher agency has attracted growing attention in the field of educational management and leadership due to its positive outcomes for schools. This study investigated how and under what conditions school principals empowering leadership beneficial to teacher agency using data collected from 756 public secondary school teachers in Turkey. This study tested a moderated mediation model of how authentic leadership influences the effects of empowering leadership on teacher self-efficacy and teacher agency. The results supported the partial mediation model in which principal empowering leadership was associated with direct and indirect effects through teacher self-efficacy on teacher agency. Moreover, higher levels of principal authentic leadership were associated with stronger effects of empowering leadership on both teacher self-efficacy and teacher agency. Our results indicate a more profound comprehension of how empowering leadership influences teacher agency within the context of Turkish public schools. Furthermore, we provide practical recommendations for promoting teacher agency within school settings.
Purpose: The aim of this paper is present a solution to the research problem can concerning the dilemma of which of the extreme management styles - results orientation or relationship orientation - provides greater efficiency and effectiveness of the manager’s actions in perspective of artificial management. Design/methodology/approach: There are answers to two research questions: (RQ1) to what extent does the results or relationship orientation of a team manager affect efficiency? (RQ2) To what extent does the results or relation orientation of a team manager affect effectiveness? The answers were formulated on foundation of the original concept of methodology in management reality and research on human managers’ behavior using online management tools as research tools (TransistorsHead.com). Findings: First, (RQ1) there was no relationship between the leadership style adopted - either results orientation or relationship orientation - and the efficiency of team manager. Second, (RQ2) there was no relationship between the leadership style adopted - either results orientation or relationship orientation - and the effectiveness of team manager. Research limitations/implications: The study involved in 12 virtual team and every team consisted of team managers and 3-4 members. All the team members could take managerial actions and use all online management tools, however the study concerns only team managers. Practical implications: The last 20 years there has been a rapid development of information technology, robotics and replacing people’s work with machines or algorithms. Therefore the area of team management automation and its consequences seem to be dominant area of research in the nearest future as well as practical implementation of this research. Social implications: In the literature and in the public domain an important discussion has started how artificial intelligence will change our social life. It seems that the same implications consider the artificial management. Originality/value: The system of organizational terms used to represent managerial competences as managerial actions, recorded by online management tools (TransistorsHead.com). Keywords: results orientation, relationship orientation, team management, artificial management, artificial intelligence. Category of the paper: Research paper.
Do abusive supervisors benefit from their own harmful behaviors, or do they experience the same repercussions as their victims do? This article extends a growing stream of research that aims to understand how bad actors process their own negative actions, when they are most impacted by their adverse behaviors, and how their job performance is influenced as a result. We ground this research in a moral emotions perspective to suggest that enacted abusive supervision elicits prominent moral responses (i.e., shame or guilt), which subsequently influence the supervisor’s own work conduct. Specifically, we suggest that feelings of guilt will prompt an abusive boss to compensate for their negative behaviors by increasing performance efforts, whereas supervisors with feelings of shame will withdraw and exhibit lower work performance. Multiple mediation results from Study 1 revealed that abusive supervisors predominantly experience shame and, in turn, reduced performance. In Study 2, we expand on these findings by considering the moderating role of supervisor core self-evaluations (CSE). We find that the negative relationship between enacted abuse and supervisor performance (through shame) is exacerbated when managers possess a fragile sense of self (i.e., low CSE). Overall, the current article adds to the argument that abusive supervisors do not profit from their own negative behaviors and that they, too, suffer performance setbacks.
ABSTRACT
All businesses are facing difficult economic and financial situations, many countries are facing bankruptcy situations of many activities, many economies are failing because they are unprepared for what awaits them. The COVID-19 situation brought the whole world to its knees. SMEs are most affected, as in the game of competition and market they fight for survival. These are the hypotheses that we will analyze in this scientific paper. We want to focus on a worrying issue for small Albanian businesses, and help these entrepreneurs find new ways and solutions to save them from bankruptcy. In this paper, the basic methods of conducting research are the combination of quantitative method and qualitative method. Qualitative research generally includes data in the form of words, descriptions, while quantitative research uses numbers and measures things. The decision to choose between quantitative research, qualitative research, or both depends on a number of factors, but the most important are: the field of research, the problem of research, and the perspective of the researcher.
In the case of this paper, this combination has been realized as the analysis of the literature and the evaluation of the measures by the Albanian government towards university education requires the qualitative method. On the other hand, quantitative methods are needed to measure the effectiveness of these measures.In the analysis of our work we will focus on the concrete situation, as from the research we have seen that many small businesses (about 67% have gone bankrupt) Let us not forget that SMEs are the backbone of a country's national economy, and Albania is in great need of their economic and social impact.
Therefore, we as professors of these disciplines request that through this research to bring in the focus of analysis the emergency situation in our country with the desire to serve entrepreneurs in new ideas of reviving their businesses.
Key words: Management, structure of Small and Middle Enterprises, national economy,Albania economy, Covid 19 and social impact
This case study explores how Anglo-American and Asian leaders perceive their performance in a shared leadership team at an international Christian school in Thailand. In-depth interviews were conducted with seven team members to examine the benefits and challenges of collaboration, decision-making, communication, cultural understanding, and the necessary conditions to strengthen team relationships and enhance effectiveness. Study results show that benefits encompass people with different skills and backgrounds, bringing their strengths and perspectives to bear upon the issues the team works on collaboratively, resulting in more accountable decisions. Team members also liaise with multicultural stakeholders and government officials, making their needs known to the team. Challenges include the time it takes to listen to multiple inputs and reach a consensus and miscommunicating and misunderstanding information in intercultural conversations. To strengthen relationships and enhance effectiveness, team members must develop mutual respect, trust, and humility, maintain emotional and spiritual health, resolve relationship conflicts, and have a shared vision and values. The team of Asian and Anglo-Western leaders shares Christian but not cultural values, which determine their leadership styles. When working together, understanding leaders' cultural preferences regarding power distance and individualism-collectivism prevents miscommunication and misunderstanding. Because Asian leaders seem to value status and unequal distribution of power, undergoing intercultural competence training to work on a shared multicultural team would be beneficial.
The paper begins by discussing the effects of the pandemic on organizations in general and leadership in particular. Both entrepreneurship and leadership will be briefly discussed in turn. Changes due to crisis or new discovery of things, however small or large, including disruption, are not a new phenomenon in the entrepreneurial world; in fact, entrepreneurs love disruptive innovations; therefore, we will derive and explore entrepreneurial leadership characteristics to understand how they use pandemic disruption (changes) to their advantage and Post-pandemic leadership can emulate to effectively deal with the new , competing demands of their business stakeholders.
This research explores the vital qualities of human adaptability and flexibility, crucial for navigating dynamic challenges and technological shifts. Rooted in cognitive agility and resilience, adaptability promotes innovation and survival in an ever-changing world. Findings, derived from a qualitative study involving four Japanese (Nippon Sharyo, Kinki Sharyo, Japan Railway East, and Toshiba Corp) and two Indonesian (PT IMS and PT INKA) rolling stock manufacturers, reveal the implementation of Manufacturing 4.0 can be applied across various cultures as long as the system and organization are well-established. Humans easily adapt, making it feasible for them to follow suit. While humans are not a hindrance to adopting Manufacturing 4.0, it is essential to uphold basic human values that align with Manufacturing 4.0 principles for increased effectiveness. The presence of Manufacturing 4.0 simplifies managerial tasks for supervisors, as these tasks are handled by machines and information systems, allowing supervisors to concentrate more on employee development.
Purpose
The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.
Design/methodology/approach
Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.
Findings
The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.
Research limitations/implications
The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.
Practical implications
The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.
Originality/value
By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.
Leadership and education have been two topics that researchers have been interested in for years. Many studies have been conducted, especially on relationship-oriented and task-oriented leadership styles. This study examined the impact of the first school administrator teachers worked with on their future careers. Data was collected through a digital survey that included a leadership style scale developed by researchers and demographic information. Exploratory and confirmatory factor analyses were conducted for the developed scale. Later, data was collected from a different group and confirmatory factor analysis was performed again. The study was conducted on a sample group of 530 individuals. The collected data was analyzed with ANOVA and t-test. The findings showed that 70% of the teachers revealed that their first administrator had an impact on their career. It was found that the impact did not differ based on the leadership style used. In addition, it was revealed that there were differences in how teachers were influenced based on the administrator’s seniority and the educational level of the first school they worked at. The finding that the impact did not differ based on task-oriented and relationship-oriented leadership style is in line with the literature.
The purpose of this study was to investigate the impact that expressions of servant leadership (SL) have on perceived corporate outcomes, performance, and employee satisfaction. Linking symbolic interactionism and grounded theory, this research analyzed the descriptive, empirically-driven, and theoretical underpinnings of the implementation of servant leadership philosophy and value on chief executive officers (CEOs), as well as the organizational barriers associated with the implementation of SL in American for-profit organizations. This qualitative study found indications of a relationship between SL and a strong ethical organizational climate and culture, employee morale, empowerment, and commitment to organizational effectiveness. The interviews with CEOs formed a consensus among executives that SL provides long-term sustainability, boosts social responsibility, and encourages a global mindset. Additionally, a servant leader's approach to strategy mitigates corporate scandals, toxic work environments, and the risk of employee burnout.
This chapter analyzes shared leadership from a systems perspective, identifying connections with other leadership styles. The method used was the literature review. Different myths that surround shared leadership are also considered, and examples are used to illustrate how the myths can be debunked. The importance of trust is highlighted as an essential element for creating any type of relationship, including leadership, and for sharing any task. The importance of collective action and how it contributes to shared leadership is also described. Finally, different ways to overcome the myths of shared leadership are included.
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