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Leadership and followership: The dynamic process of building high performance cultures
Abstract
In today's global market, companies must recognize marketplace changes, and respond to those changes rapidly in order to remain competitive. A good working relationship between labor and management is the basis for this much-needed flexibility and rapid response. The purpose of this study is to integrate various literature perspectives to create a more meaningful nomological model from which to understand and predict individual, dyad, and organizational success. Many factors must be considered when determining what is necessary to create and sustain a highperformance organization. The results of this study suggest that a combination of the rewardfor-performance aspects of contingent reward transactional leadership with the inspiring characteristics of transformational leadership offers the greatest amount of employee commitment to organizational goals. However, practically speaking, leaders need to take a more holistic approach to leading, because individual actions manifested over time can and do create specific types and levels of perceptions, trust, behaviors, and cultural characteristics.
... Paradigm shift of change management is guided by organizational leadership that is committed to achieve success through the transformation of organizational management processes, development of new organizational strategies including the policy change, organization change, organization culture, knowledge sharing retention, quality organization [25]. It is founded on the management creativity, organizational performance assessment with the continuous creation of personnel and management processes to be able to create effective and potential work [26]. ...
The emergence of change management in educational organizations in the 21 st century has raised the need to adapting paradigm shift in leaders' vision on setting the goals, missions and objectives towards the effective achievement of the organization's goals, this chapter sheds lights on the paradigm shift of change management aiming to bring about a sustainable educational organization by means of a mixed method research design wherein the data collection draws on the change factors which include leading the organization with vision for change, strategic organization management for change, results-base management for change, knowledge management and personnel focus for change, creating organizational value of quality for change and sustainable educational organization. These factors account for the relevance of this chapter as it adds knowledge in organizational change management based on empirical data with significant impact on sustainable educational organization and the major implications will directly and indirectly influence the implementation of education policy, organization change, organization culture, knowledge sharing retention, excellent organization to sustainable educational organization.
... It provides people in the organisation with a sense of identity and reflects organisational goals, assumptions, vision and leadership. Through interactive leader-follower relationships, the organisational characteristics, employee perceptions and behaviours are manifested in organisational culture (George, Sleeth & Siders 1999;Mosley & Patrick 2011). Organisational culture is part of a reciprocal process whereby culture reinforces particular leadership behaviours and simultaneously, a leader's style affects organisational culture. ...
Orientation: As a result of increased globalisation and rapid changes in the technological, social, economic and political spheres, the environment in which businesses and organisations function has become increasingly volatile, uncertain, complex and ambiguous (VUCA). This has created a unique set of challenges for the leaders of these organisations, including higher education (HE) in South Africa.
Research purpose: This study aimed to identify potential influential factors that have impact on leader effectiveness in a HE VUCA environment.
Motivation for the study: Leadership effectiveness under VUCA conditions within the South African higher education sector no longer only depends on professional leadership training. A thorough understanding of crucial influential factors moderating leader effectiveness and a sober strategy to overcome potential negative impact is pivotal. This study seeks to contribute to this understanding and to leadership theory and practice.
Research design, approach and method: A qualitative research approach was adopted to test research participants’ perceptions regarding the significance of influential factors impacting leadership effectiveness. Semi-structured interviews were conducted with 24 employees in leadership positions at a single public university. A rigorous 16-stepwise method was used to analyse the qualitative data that employed a directed qualitative content analysis.
Main findings: The major findings of the study include theoretical and empirical support for four influential factors impacting leadership effectiveness, that is, organisational culture, the role of women in leadership, and the role of millennials in leadership and diversity.
Practical/managerial implications: Recommendations for university leaders to create an enabling environment for effective leadership to navigate VUCA are provided.
Contribution/value-add: The significance of this study lies in the potential contribution to leadership theory and insights for leaders in Higher Education Institutions (HEIs) to be effective in the face of VUCA.
... Consequently, researchers widely agree that transformational leadership has a positive impact on creativity, company success, job execution, employee organizational engagement, and worker satisfaction (Garg, & Ramjee, 2013;Jia, Song, Li, Cui, & Chen, 2007;Rahman et al., 2018). However, a number of scholars concluded that, combination of transactional and transformation behavioural aspects to suit those circumstances has been identified as giving organizations the most successful results (Bass, 1999;Chen & Chen, 2009;Mosley & Patrick, 2011). ...
The purpose of this paper is to review the effective organizational structure and leadership role in High Performance Organization (HPO). Automotive industries have been chosen in this review as a lot of HPOs within the industry are well known to the world based on their excellent business performance and convincing track records throughout the years. General review of the literature has been conducted to foresee what is inside HPOs based on their characteristics of effective organizational structure, differences between HPO and Low Performance Organization (LPO) and the role of leadership in developing and maintaining effective structure in a successful organization. From the review, it has shown that every successful HPOs has some similarities on its characteristics and structure to become highly effective organization. Differences between HPO and LPO are clearly identical based on their performance and the way they structured and conduct their business. For the role of leadership, it is found that combination of transactional and transformation leadership type would be the best fit to HPO in the industry. Last but not least, this paper has highlighted the key findings for future development of HPO. For future research, this paper highly recommends further study on the resilience of HPO to sustain and stay relevant in the business while the world keep changing.
Keywords: High Performance Organization (HPO), Organizational Structure, Leadership, Automotive Industry
... They explored how leadership styles influence the degree of trust and commitment exhibited by followers. Mosley and Patrick (2011) suggested that a combination of the reward-for-performance aspects of contingent reward transactional leadership with the inspiring characteristics of transformational leadership offers the greatest amount of followers commitment to project goals. Project followers should be considered as key project stakeholders and building their trust and confidence in the project leadership group is vital (Ng and Walker, 2008). ...
Purpose
Followership is the free will recognition of leadership in the commitment toward realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers.
Design/methodology/approach
The method used for this paper is the explanatory in nature and a deductive approach, within which the above research hypothesis is tested through quantitative techniques. Data are collected through a nation-wide survey in China. Data analysis was done through factor analysis, canonical correlation analysis and multiple regression analysis.
Findings
The results show that transformational leadership is positively correlated with transformational followership and transactional followership, and that transactional leadership is negatively correlated with transactional followership.
Research limitations/implications
The paper supports a deeper investigation into leadership and followership theories. A model for both leadership and followership is developed. The findings from this paper will guide organizations to choose the project managers.
Originality/value
The originality lies in the new way to examine the relationship between leadership and followership. It is the first study on the relationship of project managers. Its value is new insights, which introduced a new perspective to understand leadership and followership.
... From a practical approach they often resort to private dialogue or engage in "constructive conversation" to resolve any disagreement with the leader leader at any level will fail to produce effective institutions". Good relationship between followers and leaders are imperative because "effort from both leaders and followers is required for effective change" (Mosley & Patrick, 2011). The roles of leaders, managers, and followers resemble each other in 21st century organizations because it has been observed that "being an effective follower requires as much work as being an effective leader". ...
p> This article explores the place of leadership and management in the 21st century businesses and organizations , the role of leaders and managers, leadership styles as well as their levels of efficacy. It also investigates the attributes of an effective leader and manager, differentiates the concepts of leadership and management, leadership and management decision-making and problem-solving processes, and strategies for effective delegation of authorities to followers. This article argues that to function effectively and efficiently in today’s new economy, every organization needs effective leaders and managers as well as competent and reliable followers. It also posits that the place of leadership and management in today’s organizations are changing because, among other forces, the extreme competition among businesses in the new global economy, the emerging technologies, and globalization spurred by the Internet. The seemingly uncertainty in today’s organizations are putting undue pressures on leaders and managers to adopt practical approach to leadership and management to motivate their followers to enhance their performance, share the visions and missions of the organizations so as to realize their set objectives. This article argues that what makes effective leadership and management in the rapidly changing 21st century organizations include their personality and style of leadership, passion and values, decision-making and problem-solving process as well as their expectations and levels of relationship with their followers. L eaders and managers require a practical approach to leadership and management to substantially influence and motivate their followers to enhance their performance to achieve set organizational objectives. </p
... En mettant l'emphase sur la mobilisation de ses collaborateurs, le leader transformationnel parvient à stimuler l'innovation et la performance en organisation. Il semble donc favoriser les changements organisationnels nécessaires pour mieux répondre aux nouveaux impératifs, notamment dans le secteur public (Lagacé et al., 2013;Mosley & Patrick, 2011;Kelloway & Barling, 2010;Alimo-Metcalfe et al., 2005;Bass, 1999). ...
L’Association des écoles et instituts d’administration (AIEIA) a récemment invité la communauté internationale à se questionner sur les nouveaux modes de prestation de services dans le secteur public. Or, des enjeux de compétences, de management et de leadership se posent en amont de cette prestation. L’objectif de cet article est de présenter les effets potentiels du Cercle des jeunes leaders, un programme de développement du leadership des managers dans le secteur public québécois (intervention à l’étude). Gagnant d’un prix canadien en 2011, ce programme s’appuie sur l’approche de gestion des talents, la théorie du leadership transformationnel et l’accompagnement de mentors.
À la suite de la phase exploratoire (cohorte pilote) tenue en 2009-2010, une phase de développement de cette intervention a été réalisée (2011-2015). Les résultats préliminaires sont présentés dans cet article. Une analyse des premiers faits saillants permet de croire que ce programme atteint ses objectifs de développement du leadership tout en respectant les pratiques reconnues d’une intervention efficace.
... Only this type of commitment and reinforcement can be successfully cascaded through the ranks and be viewed as believable and not just as the program of the month. In other words, if leaders fail to enact what they espouse, they will lose credibility among their followers (Boyd, 2011;Mosley & Patrick, 2011) A transformational HRM environment has an expensive start-up cost, which, if properly designed and implemented, will result in efficiencies and savings in the long term. The phrase long term is one of the primary keys for attaining a successful transformational environment. ...
A model for the customer’s intention towards online banking transactions will be developed and empirically investigated in this paper. The theoretical model is tested using a structural equation modeling (SEM) technique. To achieve a more balanced finding among the online banking users in Malaysia, a self-administered questionnaire is designed and a total of 200 valid cases found from five major banks that are part of the customer’s behavior towards online banking transactions used. The results show that
mutual dependency has the strongest effect on the customer’s expectancy variables, and that a customer’s trust has a direct effect on intention towards online banking transactions. This paper provides banking service providers with guidelines to improve their organizational performance and ends with recommendations for future study.
... In contrast to transactional leadership, non-financial incentives are the focus of transformational leadership. Rather than focusing solely on extrinsic motivators, transformational leaders direct their attention to mentoring, developing, and empowering their followers to perform beyond expected levels, thus fostering intrinsic work motivation and a sense of mission (Howell & Avolio, 1993;Mosley & Patrick, 2011). To pursue technological innovation, transformational leaders articulate a compelling vision of the benefits derived from the technological innovation and augment the value of employees' involvement in product and process innovations. ...
The present research investigates the relationships between SBU-level transformational leadership and technological innovation, as well as the moderating effects of innovative culture and incentive compensation. Paired data were gathered from 102 senior managers and 258 employees in 102 Taiwanese strategic business units (SBUs). The results indicate that transformational leadership behaviors promote technological innovation at the SBU level. Interestingly, a stronger innovative culture is a substitute for transformational leadership behavior for facilitating technological innovation. In addition, financial-incentive adoption neutralizes the relationship between transformational leadership and technological innovation.
The purpose of this study was to investigate the Impact of Labor Laws and Social Security on Job performance and mediated by Rewards of textile industries of Pakistan. A survey base questionnaire was used to collect data from 250 customers of Textile Industries. The data was analyzing using SPSS 20.0 version software through different statistical tests. The findings revealed that there is a positive relationship between Labor Laws and Social Security on Job performance and mediated by Rewards of textile industries of Pakistan. Most studies relating Job performance to have limitations concerning selection of criterion measures and investigation of mediators. Therefore, this study examines relationships between rewards and multiple performance outcomes under different levels of environmental dynamism. Results revealed that charismatic leadership was positively related to common-source and multi-source perceptual performance outcomes. The results are discussed and Labor Laws and Social Security on Job performance and mediated by Rewards has positive significant results.
Leadership in the 21st century is characterized by its complexity and dynamism as there is no one best approaches to leading people. The onus therefore lies on a leader's capacity to adapt swiftly to the best style contingent to the leadership challenges and the changing context within their domain or industry, paying more attention to the people, technology, structure, culture, and the need to be strategically and emotionally intelligent. The researcher has juxtaposed that effective leadership approaches are necessary for optimal performance irrespective of the sectors whether private or public, especially dealing with plethora of challenges in this fast changing contemporary environment. This paper explores leadership and its theoretical diversity and paradigm shift in a contemporary business environment. The paper contributed that the key parameters of leadership such as coercive, authoritative, affiliative, democratic, pacesetting, and coaching are fundamentally contingent to the subject matter. The researcher posited that leaders must adopt the right mix of leadership styles and competencies required for the 21 st century work environment to succeed in the new global economy.
The objectives of the researces are to observe : (1) The impact of leadership style upon the employees’ productivity; (2). The impact of leadership style and employees’ productivity upon the company’s financial performance; (3). The correlation between financial performance and satisfaction level of each company’s external stakeholder ( the supplier, customers, and activist groupsj.The research is conducted in the companies that operate base metal industries in Sulawesi The methode in use is the census, and the data collection is carried out by using questionares. The collected data is data population, and they are analysed by using statistical methodes, namely : (1) Path Analysis to observe the impact of leadership style upon employees’ productivity and the impact of leadership style plus employees’ productivity upon the company’s financial performance. (2). Product Moment Perason Correlation to observe the correlation between finacial performance and the satisfaction level of of each company’s external stakeholder ( the suppliers, customers, and activist groups). After conducting the tests upon the hypotheses, the researcer indicates that (1) The leadership style has positive impact upon the employees’ productivity. (2). The leadership style together with the employees’ productivity give positive impact upon the company’s financial performance, and (3) The company’s financial performance has positive correlation with the satisfaction level of each company’s external stakeholder (the suppliers, customers, and activist groups )
Women now make up 33% of active pastors in the Presbyterian Church (U.S.A.); however, there is a dearth of information about the leadership practices of female clergy. Many female pastors are unaware of the leadership practices that will make them effective in ministry. This topic is especially important within the Presbyterian Church (U.S.A.) because of its large loss in membership and worship attendance in the last forty years. Since women now outnumber men as candidates for ministry in the PC (U.S.A.), it is vital they understand the leadership practices that will enable them to lead a church to numerical growth. The hypothesis of this project is that there are leadership practices habitually observed by female pastors of growing churches that encourage growth in their congregations. A web-based leadership practices survey was sent to 168 female pastors in the Synod of the Mid-Atlantic to determine whether there are specific leadership practices that can be identified among the clergy of growing churches. Out of the 105 pastors who responded to the survey, 99 were usable for the study. The pastor’s responses did show that there are three areas where pastors of growing churches demonstrate particular strength in terms of leadership practice: vision, execution, and follower buy-in.
Authors and researchers have enthusiastically extolled the benefits of innovation for business and other organisations for a number of years. Ironically, although most of today’s organisations claim they encourage innovative and creative behaviour, many are in reality unable or unwilling to tolerate such behaviour amongst their employees. This is partially due to the fashionable managerial trends in cost cutting and downsizing. Another cause for the lack of creative behaviour may be due to a high need for conformity amongst organisational members. Normative influence is an instinctive survival mechanism serving to establish and maintain uniformity and stability. Although conformity helps group stability and group cohesiveness, and the act of copying others may be an effective method of learning, the subsequent “groupish” rigidity of behaviour and thought also serves to stifle creativity and innovation. Attempts to explain the phenomenon of normative influence and its detrimental impact on creative human performance in an organisational context. The emphasis on innovation and creativity should be particularly relevant for what Kugler predicts will be a turbulent twenty-first century.
Given the scope and intent of Maslow's work, the current textbook treatment is wanting. Therefore, an inductive exercise has been created and is offered here to build "the road map of human nature." This age-old, philosophic focus on our true nature has been a way to successfully engage and inspire both our students and our pedagogy. In the spirit of Maslow, the meaning of self-actualization is explored, and the understanding and managing of motivation is embedded into the larger context of leadership, for example, quality, spirituality, ethics, self-awareness, and personal growth. (Contains 1 table.)
Employee trust is an integral part of the organizational behavior lexicon, but professional use seems to employ different referents for the trust invested. The goal here is to focus on a specific referent for trust -- managers -- and examine the extent to which trust varies among different levels of management. The data analyzed come from a larger study of two organizations, a large municipal fire department and a private manufacturing company. Three classes of variables are tested as a model of antecedent correlates of managerial trust: characteristics of the trustee (gender, ethnicity, years worked under the manager), characteristics of the organization (layoffs, managerial turnover), and characteristics of the manager (technical expertise and credibility). Although there were differences by manager (supervisor vs. CEO) and between the organizations, regression analyses indicate that overall the model fits the data well. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Previous research findings concerning employees’ perceptions of fairness and positive mood as predictors of organizational citizenship behavior (OCB) have been equivocal. Explanations for this inconsistency may be related to the varying types of manipulation techniques adopted and samples tested. To address these issues, the present study adopted the mood and fairness manipulation techniques of Bachrach and Jex (2000, Journal of Applied Psychology, 30(3), 641–663) to investigate their effect on OCB amongst a sample of 138 employees from five large service organizations. The findings revealed that employees’ perceptions of fairness affected their likelihood to perform organizational citizenship behaviors. One implication of this finding is that employees’ perceptions of fairness may have a more enduring effect, in comparison to their mood, on increasing their extra role work behaviors. However, a close evaluation of the mood manipulation technique suggests that further research is needed before any firm conclusions can be made on the relative effect of empolyees’ perceived fairness and positive mood on OCB.
A tight focus on gross profits pulled this Midwest auto parts supplier out of a free fall funk.
Purpose – The purpose of this paper is to examine the important issue of trust in senior management in the public sector. More specifically, the research aims to explore to what extent has there been a downward spiral of trust in public sector senior management in the eyes of their employees in recent years, and whether this trend spans the public sector as a whole.
Design/methodology/approach – This paper draws on both quantitative and qualitative methodologies from two public sector organisations, which are of very different character. The question being asking of the data is whether a relatively similar percentage of the workforce lacks trust in senior management and whether this is for essentially the same reasons. An attitude survey of the population of both case study organisations was conducted in conjunction with focus groups.
Findings – The findings in the paper revealed two important matters. First, longitudinal data indicates that relative distrust of senior management is enduring and cannot be explained or rationalised by merely a short-term breakdown of communication. The second conclusion from the data is that although the two case study organisations had dramatically different structural characteristics, histories and workforce compositions, the degree of lack of trust in senior management was remarkably similar both as regards extent and leading cause of this.
Practical implications – The findings from two very different public sector organisations suggest that there is a persistent lack of trust in senior management. This finding has important implications for managing the workforce as a lack of trust has significant implications for employee attitudes and behaviour.
Originality/value – This paper raises some important concerns with regards to the quality of the employee-employer relationship in the public sector.