Credibility: How Leaders Gain and Lose It Why People Demand It
... Whether in crisis or not, the ever-changing global economic and political climate creates the need for considering the "constantly reoccurring issue" of leader credibility or the lack thereof (Shin et al., 2022). Kouzes and Posner (2011) identified credibility as critical to creating a climate of trust, while Covey and Link (2012) pointed to it as essential to organizational effectiveness and productivity. Even though most would consider leader credibility a matter of significant concern, there is no consensus on its definition (Williams et al., 2018). ...
... We will begin with an overview of the relevant literature on leader credibility and authentic leadership. We will then build on the integration of Kouzes and Posner's (2011) six disciplines of credibility and Hemby's (2017) subsequent integration of Jesus' leadership with the model. Using the six disciplines of credibility as a framework, we will explore the lessons from Jesus' Farewell Discourses in John 13-17. ...
... Although there is no consensus on the definition of credibility, it is generally understood as having two common attributes: trust and competence (Williams et al., 2018). Leader credibility is foundational to effectiveness as it is essential to building trust and confidence in followers (Kouzes & Posner, 2011). Aronson (2001) asserted that establishing the confidence and loyalty of followers is necessary to maintain long-term success. ...
This is a study of authentic credibility as demonstrated through John’s description of Jesus’ words and actions in the Farewell Discourses (John 13-17). Identifying the need for further research on the relationship between authentic leadership and credibility (Williams et al., 2018) and building from Kouzes and Posner’s (2011) six disciplines of leader credibility—discover yourself, appreciate constituents, affirm shared values, develop capacity, serve a purpose, and sustain hope—and Hemby’s (2007) on leader credibility, we espouse that moral foundations of authentic leadership promote leader credibility while not dimensioning the need for competence. After a thorough literature review on authentic leadership, the study explored how Jesus modeled authentic credibility in the Farewell Discourses of John 13 – 17. Reconfiguring Kouzes and Posner’s six disciples through the biblical narrative, we identified six themes of authentic credibility modeled by Jesus: prioritizing Kingdom identity, balancing criticism and optimism, valuing truth, intentional follower development, purposeful posture, and sustainable, spiritual hope. The study applied a systematic approach to the Farewell Discourses so that each of the five chapters of the discourses were thoroughly reviewed to provide specific instances where Jesus modeled authentic credibility. The study provides a fresh perspective on authentic credibility by viewing the concept through a biblical, Christian worldview.
... Other fundamental practices are: "Inspire a shared vision", "Challenge the process", "Enabling others to act", and "Encourage the heart" (Kouzes & Posner, 1987;Northouse, 2018). Based on their research results in leadership excellence they identified credibility as the foundation of leadership (Kouzes & Posner, 2011). ...
... Beyond values referred to classical authors of transformational leadership like morality (Bass & Avolio, 1990), follower development (Bass & Avolio, 1990), credibility (Kouzes & Posner, 2011), on the agenda of today's transformational leadership research we find issues related to organizational values, like trust (Akter et al., 2021), employee engagement (Valldeneu et al., 2021), and social responsibility (Navia et al., 2019). ...
... As referred to before, authenticity (Avolio & Gardner, 2005;Maric et al., 2013; see also: Northouse, 2019) and credibility (Kouzes & Posner, 2011) are also essential elements of leadership influence. ...
Background/Purpose : Values-related issues have come into the focus of leadership thinking in the past few decades and it seems to be paradoxical why values work has not been more extensively used so far for defining and conceptualizing leadership. A reason for this can be that values-oriented research streams normally approach leadership from specific perspectives of values representation and transfer. Alternatively, this study examines values work from a generic perspective. Its goal is to suggest a generalized notion for values work and outline certain generic values-work dimensions.
Methods: Analysis in this theoretical paper is primarily based on Institutional, New Leadership, and Values-Oriented theories. Methods include argumentation and analytical framework development.
Results : This study presents a structured list of and an illustrative framework for some of the dimensions of values work as broadly defined and has research implications regarding issues of leadership influence and the demarcation of leadership from management.
Conclusion : The importance of values representation in contrast to power/influence perspectives in leadership is underlined. Our study points to the necessity for more research on generic aspects of values work. The results can also be used for leadership practice, consulting, and development.
... These include critically examining personal experiences and deriving crucial lessons, ability to remain in constant state of personal development and the ability to bring the future to the present. Kouzes and Posner (2011) have explicated six disciplines which if put in practice, would accelerate credible-authentic leadership development in an individual. These principles are selfdiscovery, appreciating constituents, affirming shared values, developing capacity, serving a purpose and sustaining hope. ...
... According to Kouzes and Posner (2011), leaders are regarded as credible when their behavior and actions align with their words. Kouzes and Posner observe various attributes that characterize credible leadership which include honesty, vision, competence, and inspiration. ...
... These attributes define the expectations people have of leaders. As further noted by Kouzes and Posner (2011), credibility is the foundation of leadership and it is the fragrance that attracts followers to leaders. Credible leaders are motivated not only by their own needs but more so by those of their followers. ...
Credibility and authenticity in leadership are two crucial values that determine both the leader's and follower’s effectiveness. With the current global changes and emerging trends in the business environment, credible and authentic leadership is indeed the next organization's unique competitive advantage. As most leadership authors have noted, the influence a leader has on his/her followers is dependent on their personal credibility. In an era characterized by leaders giving empty promises, exuding greed and other practices of moral decadency, emphasis on credible and authentic leadership come in handy to restore hope, confidence and optimism in leadership. It’s very clear from the available literature that credible and authentic leadership has a significant effect on a leader’s effectiveness as well as that of his/her followers. This paper seeks to explicate various principles that enable leaders to develop credibility and authenticity. The paper has also analyzed various discussions on leadership credibility & authenticity and concluded that developing and strengthening leadership credibility and authenticity is an ongoing process.
... As posited by Kaiser, Hogan and Craig (2008), leadership has great effect not only on individuals but also on the entire organizations. Leaders have the ability to transform ordinary workers to high performers through modeling the way, envisioning the future, encouraging the heart (Kouzes and Posner, 2012) and motivating them to work towards a common purpose (Kouzes & Posner, 2011). ...
... This will then create public trust and set an organization on a highly competitive advantage. Credibility as noted by Kouzes and Posner (2011) is the foundation of leadership and exemplifies characteristics that include honesty, visionary, inspiring and competence. Credibility is about the ability to clarify one's values, beliefs and purpose. ...
... Credibility is about the ability to clarify one's values, beliefs and purpose. As further posited by Kouzes and Posner (2011), people believe first the person before they can take the message. This paper seeks to explore common characteristics of credible and authentic leadership and factors that promote growth in credibility. ...
Studies have suggested various ways of developing leadership credibility and becoming a more authentic leader. To further explore and get an in-depth understanding of credible, authentic leadership, this paper carries out a qualitative study on the making of a credible, authentic leader. Three leaders of different age groups and sectors who have portrayed themselves as credible and authentic, by the values and outcomes they exemplify were interviewed on the following; what they understood by credible, authentic leadership, how to develop credibility and authenticity and some daily habits that enable them develop the same. The three leaders were picked from different sectors. Open ended questions were administered and the results revealed learning, planning, identifying and keeping values as some of the common characteristics that enable them to grow in credibility and authenticity. Keywords: Credible Leadership, Authenticity, values, Growth
... On the other hand, an authentic leader needs to have other people to be able practice authentic leadership and exert influence through its deployment. Credibility is about gaining the trust and confidence of the constituents and hence credible leaders are trusted [15]. Hence in this study, credible and authentic leadership are viewed from a similar perspective of believability such that an authentic leader leads by example, is not fake, is true to self and still maintains credibility in the eyes of the constituents by gaining their trust and confidence. ...
... Today's leaders need to help people adapt to change. Without credibility, it is not easy to earn the trust of followers and it is unlikely to succeed in initiating change or responding to change [15]. ...
... Building and strengthening credibility is an ongoing struggle [15]. Leaders need to understand that credibility is not a one-time event which is earned once. ...
... Caring is often referred to in the superintendent literature as caring for students (Bogotch, 1995) or in terms of culture and climate (Hoyle, Björk, Collier & Glass, 2005). The dimension of competence is defined as the degree of expertness and knowledge (Richmond, McCroskey, and McCroskey 2005), and leadership ability (Kouzes and Posner 2011;Teven 2008) of the leader. Competence in the superintendent literature is often defined in terms of technical performance (Myers, 2011) or expertise/specialized superintendent knowledge (Peterson & Short, 2001). ...
... Competence in the superintendent literature is often defined in terms of technical performance (Myers, 2011) or expertise/specialized superintendent knowledge (Peterson & Short, 2001). Trustworthiness is reflective of character and speaks to a leader's honesty and consistency (Hackman & Johnson, 2013) and integrity (Kouzes & Posner, 2011). Within the superintendent literature, trustworthiness is seen as acting for the district good (Peterson & Short, 2001). ...
... Furthermore, the researcher determined to assess principals' and coordinate teachers' leadership behaviors using the LPI since the LPI's five dimensions are similar to the features of various leadership theories, mainly distributed leadership. The LPI could assess leadership to ensure organizational performance (Kouzes & Posner, 1993). ...
... The LPI may also be used as a strategic leadership instrument, allowing individuals to examine their leadership actions and behaviors (practices) and, as a result, improve their leadership skills. Previous research has supported the LPI's reliability and validity, and this new study adds to the body of evidence that the LPI can reliably measure leadership behaviors and competencies (Kouzes & Posner, 1993). Rouse (2005) utilized the LPI to investigate principal leadership practices and teacher opinions in Sullivan County. ...
Children are active learners who continually attempt to balance their internal conceptions and view of reality with extrinsic recreations or the outer facts children encounter in their world. The interrelationship between humans and their social and physical environments significantly impacts the education and growth of children. An increasing body of research has shown that their home learning experience is vital in figuring out what they are interested in. This shows how important it is for parents to be involved in their children's learning process, and an educator's leadership behaviors indirectly magnify this process. This research aimed to determine the scope and level of parental engagement activities in schools and their impact on parents' participation with their children at home. Furthermore, the impact of parental involvement at home on their children's academic performance is also being studied. The sample consisted of 175 principals, 1575 teachers, 1750 pupils, and 1750 parents from six districts of Khyber Pakhtun Khwa, Pakistan. The data was acquired using established and self-administered questionnaires for leadership behavior and parental engagement. The result shows that the mediational effect of distributive leadership behaviors on parental engagement at home is outside the interval and is not working as a mediator. The educator's work experience significantly affects parental engagement at +1 standard deviation of work experience. Furthermore, parental engagement at home has a tremendous and positive effect on students' academic performance.
... Furthermore, the researcher determined to assess principals' and coordinate teachers' leadership behaviors using the LPI since the LPI's five dimensions are similar to the features of various leadership theories, mainly distributed leadership. The LPI could assess leadership to ensure organizational performance (Kouzes & Posner, 1993). ...
... The LPI may also be used as a strategic leadership instrument, allowing individuals to examine their leadership actions and behaviors (practices) and, as a result, improve their leadership skills. Previous research has supported the LPI's reliability and validity, and this new study adds to the body of evidence that the LPI can reliably measure leadership behaviors and competencies (Kouzes & Posner, 1993). Rouse (2005) utilized the LPI to investigate principal leadership practices and teacher opinions in Sullivan County. ...
Children are active learners who continually attempt to balance their internal conceptions and view of reality with extrinsic recreations or the outer facts children encounter in their world. The interrelationship between humans and their social and physical environments significantly impacts the education and growth of children. An increasing body of research has shown that their home learning experience is vital in figuring out what they are interested in. This shows how important it is for parents to be involved in their children's learning process, and an educator's leadership behaviors indirectly magnify this process. This research aimed to determine the scope and level of parental engagement activities in schools and their impact on parents' participation with their children at home. Furthermore, the impact of parental involvement at home on their children's academic performance is also being studied. The sample consisted of 175 principals, 1575 teachers, 1750 pupils, and 1750 parents from six districts of Khyber Pakhtun Khwa, Pakistan. The data was acquired using established and self-administered questionnaires for leadership behavior and parental engagement. The result shows that the mediational effect of distributive leadership behaviors on parental engagement at home is outside the interval and is not working as a mediator. The educator's work experience significantly affects parental engagement at +1 standard deviation of work experience. Furthermore, parental engagement at home has a tremendous and positive effect on students' academic performance.
... (Umeogu, 2011). Aristotle wrote that ethos had three parts: intelligence, moral virtue, goodwill towards audience (2008) Dull (2009) Credibility including 3 elements: honesty, inspiring, competent Kouzes and Posner (2011) propose that credibility includes three of the four top characteristics of admired leaders. argue that credibility consists of three elements to match the three elements of source credibility (trustworthiness, expertise, dynamism) Bhindi and Duignan (1997) Widgery and Tubbs (1997) Scarnati (1997) Simons (1999) Mussig ( Denotes an article that relies on more than one foundational source for credibility McCroskey and Teven (1999) anchored their leader credibility studies to source credibility, creating leader credibility measures exploring three components: expertise, trustworthiness, and goodwill. ...
... Kouzes and Posner argued that three of these four attributes-honest, competent, and inspiring-aligned with the key characteristics of "source credibility," which they defined as perceived trustworthiness, expertise, and dynamism. Accordingly, Kouzes and Posner (2011) contend that leader credibility consists of three attributes: honest, competent, and inspiring. Subsequently, they wrote a book titled Credibility: How Leaders Gain and Lose It and Why People Demand It (2011), which argues that credibility is the foundation of leadership. ...
“Leader credibility” is believed by many scholars as essential for effective leadership and is commonly used in discussions about leaders in business, politics, and other areas. Yet despite leader credibility’s strong presence in contemporary press and research, the “leader credibility” construct is not clearly conceptualized, and a grounded understanding of leader credibility is missing. To begin building a solid foundation of leader credibility knowledge, we conducted a systematic literature review (SLR), which included 108 peer-reviewed articles representing various disciplines. This paper presents our descriptive and content-based findings. Our results reveal a significant research gap: despite the breadth and depth of the research on leader credibility, leader credibility is not consistently defined or measured. We provide an accounting of knowledge to date and illustrate this concept’s weak footing. Finally, we outline an array of relevant research paths that are possible after scholars reconceptualize the leader credibility foundation.
... In the studies, it has been thought and confirmed that personal characteristics such as honesty are also important for the perception of EL. It has been shown that a significant relationship exists between perceived leader ethicality and the leader's honest personality and trustworthiness (Den Hartog et al., 1999: 219;Kirkpatrick and Locke, 1991: 48;Kouzes and Posner, 1993;Posner and Schmidt, 1992: 80). Personal trust, being careful, professional and trustworthy at work (McAllister, 1995: 24) have been shown to be related to EL style (Dirks and Ferrin, 2002: 611). ...
... 1) The ability to create and sustain trust. As a foundation for trust, integrity is the most important factor that both followers and peers deem most important for any leader (Kouzes & Posner, 2011). ...
The purpose of this paper is to identify the nature of diversity, bias, and integrity as concepts that today’s leaders must address and to explain how those three concepts interrelate in affecting a leader’s credibility. After defining each of these key terms, we identify ten common responses of managers and leaders about diversity and bias that undermine their ability to be deemed men or women of integrity. We suggest six action steps for leaders and organizations to adopt to demonstrate their commitment to unbiased treatment of employees and conclude the paper with a challenge to those who lead to reflect on their own interactions as they strive to be perceived as fair and just.
... They accept responsibility for results, even if circumstances outside their control cause those results to be less than desirable (Conners et al., 1994;Manwaring, 1997; Frontiers in Psychology 05 frontiersin.org Posner, 2011;Kraines, 2011). Not only do they accept responsibility for what has happened in the past, but they also take responsibility for establishing a shared vision for the future as well (Kouzes and Posner, 2006;Kraines, 2011), one of the most important factors associated with family business longevity and success (Ward, 1988(Ward, , 1997(Ward, , 2004. ...
Effective next-generation leadership is central to the multi-generational survival of family businesses. This study of 100 next-generation family business leaders found that business-owning families that openly express their opinions, take time to listen to each other, and squarely address difficult issues positively influence the development of the emotional and social intelligence competencies in next-generation family leaders that drive their leadership effectiveness. That kind of open and transparent communication in the family also makes it more likely next-generation leaders will be held accountable for their leadership performance by others, which increases the degree to which they are positively engaged with their work in the family firm. On the other hand, the results suggest that senior-generation family leaders who lead autocratically, a leadership style often observed in entrepreneurs who found family firms, make it less likely that next-generation family leaders will learn the emotional and social intelligence competencies that predict their leadership effectiveness. The study also found that autocratic senior-generation leaders negatively affect next-generation leader self-efficacy and make it less likely that others will hold them accountable, which limits their engagement with work in the family business. One of the study’s most important findings is that next-generation leader acceptance of personal responsibility for their leadership behaviors and results serves as a mediator through which the nature of the family climate influences their leadership effectiveness and work engagement. This suggests that while the nature of family relationships may make it easier or more difficult, next-generation family leaders have ultimate control over the development of their leadership talent and the inspiration, enthusiasm, energy, and pride they feel when working in the family business.
... The leadership quality that individuals cite as most essential to an effective leader is personal character or integrity (Kouzes & Posner, 2011). Keeping promises and honoring commitments are part of this quality, but a leader's integrity is more far reaching and comprehensive than simply doing what one has already committed to do (Bauman, 2013) Virtuous leadership requires that a leader create relationships at a personal level-demonstrating that the leader not only understands the needs and expectations of employees but that (s)he willingly treats them as individually important (Nisar et al., 2021). ...
This paper is a conceptual paper that identifies eight testable propositions about virtuous leadership, incorporating insights from the example of Joseph, the eleventh son of Jacob, as set forth in the Old Testament. Joseph, or Yosuf, is one of the most highly regarded individuals in holy writ and an exemplar of virtuous leadership. We introduce and explain the nature of virtuous leadership and summarize the life of Joseph, as set forth in the Old Testament and the Qur’an. We identify seven key characteristics of virtuous leadership and cite examples from Joseph’s life that demonstrate those qualities. We conclude the paper by identifying five contributions of the paper for practitioners and scholars.
... We further consider the follower-centric perspective to understand potential links between EP and LP (see Steffens et al., 2021;Uhl-Bien et al., 2014). According to this perspective, leadership is a social construction of followers and it focuses on the requirements and processes to convince a team to follow (Lord et al., 1984;Lord & Maher, 2002) or to gain credibility in a team (Kouzes & Posner, 2011). Followers evaluate their leaders (see Lord & Dinh, 2014) based on past experiences and their socialization concerning typical characteristics of leaders (i.e., implicit leadership theories [ILTs]; Phillips & Lord, 1981;Schyns & Meindl, 2005). ...
Promoting high-performing employees to leadership positions is a pervasive practice and has high face validity. However, little is known about the actual link between employee and subsequent leader performance as prior results are inconsistent. Given the prevalence of this performance-based promotion strategy, we conducted a study to address this inconsistency. To account for prior diverging results, we (a) competitively tested predictions from different theoretical perspectives (i.e., the performance requirements perspective, the follower-centric perspective, and the Theory of Expert Leadership), (b) considered possible changes in the predictive validity of this strategy over time, and (c) included job complexity as potential moderator of the link between employee and subsequent leader performance. In a high stakes context (i.e., the first German soccer league), we tested the predictive validity of employee performance for leader performance. Our results suggest a low validity of performance-based promotion, as we could not find evidence for a link between employee performance and leader performance—neither initially following the promotion nor over time, which is most in line with the performance requirements perspective. We, thus, caution against the (sole) application of performance-based promotion principles.
... We expect that leader social admiration operates as a fundamental interpersonal resource requisite for leaders to effectively motivate and direct followers' efforts (Northouse, 2021;Yukl, 1981). Favorable social evaluations of leaders are associated with perceived leadership effectiveness (Dirks & Ferrin, 2002;Kouzes & Posner, 2011). We also expect that employees' social admiration for their leaders positively impacts leadership effectiveness in two primary ways. ...
Organizations increasingly encourage, recognize, and reward ethical leadership to preempt the economic and reputational risks associated with ethical failures. At the same time, organizational leadership positions are disproportionately occupied by individuals higher in narcissism. We highlight how the combination of these two phenomena carries important organizational implications by examining how ethical leadership behaviors differentially impact leaders based on their level of narcissism. Building upon self-concordance theory, we introduce a model of contingent consequences of ethical leadership. Our model identifies motivational (i.e., self-efficacy of the leader) and social (i.e., admiration of the leader) mechanisms that explain why ethical leadership positively predicts leadership effectiveness for some leaders, but not for others. We test our model using a field study and two experiments. Findings from these three studies point to a problematic leadership paradox: When leaders higher in narcissism behave more ethically, they incur higher motivational costs and reap fewer social benefits compared to their peers who are lower in narcissism. Results reveal risks to leadership effectiveness for narcissistic leaders who attempt to lead more ethically. We discuss implications for ethical leadership research and practice. (PsycInfo Database Record (c) 2023 APA, all rights reserved).
... Describing empathy in workplace as a tool for effective leadership, Gentry et al. (2016) advocate that leaders' empathy can be enhanced through coaching and training initiatives where leaders are supported to understand empathy and its advantages, learn active listening and holding judgments, practice perspective taking and appreciating diverse experiences, nourish compassion as a virtue for contemporary work life (2016; p. 6-8). Engaging in empathic interaction with team members facilitates trust and cooperation and aids in creating an empathic culture (Kouzes and Posner, 2011). ...
... Briddell (1986) describes the time management as clarifying needs and demands, ordering them based on priorities and allocating necessary time and resources to them (5). Time management is a personal discipline by which the humans can achieve what they want (6). Due to the time management learning, the individuals lose their energy and obtain higher self-esteem. ...
... This persistent commitment was Grant's most important characteristic and often enables a less talented individual to outperform a person with more natural abilities but less dedication (Duckworth, 2018). This dynamism, or the capacity to successfully translate a plan into action (Kouzes & Posner, 2011), is recognized as a quality of great leadership that McClellan did not demonstrate. ...
The utmost priority of every organization in today’s competitive environment is to attract and retain top talents. The aim of this paper is to emphasize the importance of “flair factors” those greatly valued personal qualities that enable an organization to accomplish its mission. The paper links insights about flair factors, as critical elements of organizational success, with the development of a compensation philosophy that can help organizations to recruit, attract, and retain top talented employees. Moreover, nine often-repeated errors made in developing and administering an effective compensation system are outlined. Finally, the paper benefits to both scholars and practitioners by suggesting how to solve the problem of identifying and hiring the right people for successful performance in organizations.
... and this study suggest that people want a managerial leader who is inspiring. Furthermore, in another survey (Kouzes and Posner, 1993) 64 percent of the 25,000 participants on three different occasions identified inspiration as one of the critical characteristics for establishing a leader's credibility. The implication is clearemployees want an information system managerial Leader who has the passion and entheos (i.e., the power-actuating one who is inspired [Greenleaf, 1979) to stimulate enthusiasm and to build confidence and hope in the employees. ...
Information systems leadership has evolved dramatically over the past 40 years. Early in the era of computing most attention was focused on the technical skills of IS managers. As IS has become ubiquitous in our organizations and increasingly embedded in our everyday lives, the need for a broader approach to IS management has emerged with an increasing emphasis on non-technical skills in business practices and an appreciation of the impact of organizational culture. Further, information systems managers increasingly find themselves in crisis situations that may require different leadership skills to successfully navigate. These crises may be caused by the physical destruction of computer hardware, the loss of critically sensitive data, sophisticated hacking of company computers, or a coding error in a mission critical software program. The research on managerial leadership in crisis situations is relatively sparse; however, the research on managerial leadership behaviors for the information systems sector is essentially nonexistent. This research study attempts to fill that gap, finding that there are a few desired managerial leadership behaviors in common between the information systems group and other studied groups, as well as differences and desired shifts in priorities.
... Students are required to write a critical analysis paper about an ethical scenario at work that requires them to handle diverse interpretations of differing values concerning an issue that has competing values, interests, obligations, and ethical issues at stake. Students are required to develop a plan to address this ethical scenario while fostering relationships, trust, and credibility (Kouzes & Posner, 2003). Discussion sessions engage them to present their own perspectives yet also be open to challenges and questions from others. ...
Moral imagination (MI) is described as the ability to challenge operative worldviews in order to discover new ways of framing ethical problems and moral perspective taking. Because operative worldviews can contain implicit bias, MI helps individuals reach beyond their own "ways of knowing" to seek alternative perspectives and find innovative ways to solve ethical problems. This article describes a graduate level ethics curriculum designed to develop moral imagination in leadership students, and ultimately help them make ethical decisions within the context of their organizations. The article also reports results of a concurrent, evaluative qualitative study designed to gather student reflections as they attempt to learn and apply moral imagination in practice.
... Various studies have indicated that a leader's ethical behavior has a cascading impact on employees lower in the chain of command through social learning system and role modeling (Brown & Trevin˜o, 2006;Mayer et al., 2009). Conversely, when leaders constantly show a significant level of integrity, they get honor for being tenable and reliable sources of information and instructions (Brown & Trevin˜o, 2006;Kouzes & Posner, 2011). This honor, thusly, assists with developing employees' feeling of trust in and obligation to their leaders and organizations (Ng & Feldman, 2015). ...
Ethical leadership (EL) seems to be effective in reducing workplace deviance, questions remain as to whether its benefits are consistent across all situations. Specifically, whether its effectiveness remained in an already ethical environment. In this investigation, we explore two important boundary conditions of ethical leadership that are themselves related to ethicality. We first explore how employees’ moral awareness (MA) may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may be reduced. We also contended that Employees’ Exchange Ideology - the strength of an employee’s belief that the work effort should depend on treatment by the organization- also reduces EL effectiveness. This norm of reciprocity may not be ethical, as the leader’s positive or negative efforts towards employees may divert them from doing what is morally right to reciprocate. However, not all individuals value reciprocity to the same degree, hence higher Employees’ Exchange Ideology (EEI) may be another boundary condition of EL effectiveness. We conceptualize this framework by modifying Gok et. al. (2017) model to add Employees’ Exchange Ideology as a moderating factor along with Moral Awareness. Workplace Deviance was measured by organizational directed deviance (OD) and supervisor directed deviance (SD). Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 310 employees working in different organizations in Pakistan and was analyzed using confirmatory factor analysis and structured equation modeling. Results indicated a significant negative complementarity of EEI, in the effect of EL on both dimensions of workplace deviance. This suggested, higher EEI seems to limit the effect of EL on organizational and supervisor-directed deviance. However, the moderating effect of MA was not substantiated for Pakistan. EEI also seems to have a positive effect on both OD and SD, while, SD seems to have a positive effect on OD. Interestingly, EL seems to be causing rather than reducing both OD and SD in the Pakistani environment.
... المركبة. والخصائص األساسية الخصائص إلى الخادم القائد خصائص والتواضبع والتمكين والمصبداقية والنزاهة الرسية وهي: الخادم للقائد "أسباسبية" خصبائص ثمانية توضبيح وسبيتم وا واإلشراف واألصالة إليثار (Ricky, 2017 (Kouzes& Posner, 1993;Neuschel, 1998 (Laub, 1999;Wong& Davey, 2007 andSendjaya et al., 2008 ( ( ...
... Employees consistently report feeling frustrated when not included in problem-solving directly related to their work and the failure to involve employees in those decisions signals that employees are not deemed worthy of that trust (Nwosu, Okoh & Goodluck, 2020). The ability of leaders and organizations to demonstrate leadership credibility and competence is essential to creating the organizational trust that has often been called the glue to successful relationships and effective organizations (Kouzes & Posner, 2011Covey, 2004). Brown and colleagues (2015) found a direct relationship between employee trust and financial performance, productivity, and product or service quality. ...
According to a recent Wall Street Journal article, 50% of today's workforce have chosen to limit their commitment to their jobs. "Quiet Quitting" is the current term that defines ceasing to be fully committed to one's job and doing just enough to meet the requirements of one's job description. This paper outlines how the root cause of the decline of employee commitment lies with the failure of many managers and supervisors to honor their fundamental leadership responsibilities required to engage, empower, and inspire employees with whom they work. Finally, we outline practical steps that companies can use to reengage their employees and increase employee commitment.
... The focus of servant leadership is on serving the followers and developing their potential (Greenleaf, 1997;Kouzes & Posner, 1993;Sendjaya & Sarros, 2002;van Dierendonck, 2010). Similarly, with the leaders in the empirical data, they were interested in social and community development, empowerment of their followers, and helping poor and marginalized people. ...
This chapter critically examines the servant leadership style of social entrepreneurs. Qualitative data from social enterprises in Palestine and Lukes third dimension power framework are used to explore the intricate forces of power, manipulation, and domination hidden within the service and follower-oriented model of servant leadership. Insights are provided on how the concept of ‘service', the focal aspect in both social enterprises and servant leadership, could be another facet of soft and insidious power exercised by the social entrepreneurs over their followers. A political model of servant leadership is developed that demonstrates how social entrepreneurs could be imposing power and control over their followers under the guise of social mission, creation of social value, serving and empowering their followers and the community.
... The intellectually stimulating leader will thus adjust their leadership method which further has influence in the performance. Kouzes and Posner (2011) pointed out that followers will only open up to follow, submit and trust a leader who they term as credible. This is a leader who has created an open communication environment, who listens and gives attention to their concerns. ...
... For findings to be more valid and generalizable, the researcher recommends a mixed study design that will address some of the limitations that arose in the literature reviewed. It will also be worth considering expanding in-depth analysis on how various aspects of credible leadership using frameworks like that of Kouzes and Posner (2011) that could enhance or influence ATL and empowerment of individuals, organizations, and communities. ...
Whether in the government organizations, private sector, or not-for-profits, barely a day ends without the media highlighting on unethical, inauthentic conduct of a leader. Within the leadership literature,
not much attention has been paid to Authentic transformational leadership. And the limited literature available covers very few contexts. The purpose of this conceptual paper is to explore how authentic transformational leadership could lead to authentic transformational leadership and the empowerment of
individuals, organizations, and communities at large. The paper analyses existing conceptual, theoretical,
and empirical studies and raise a number of immerging issues that are used to present a new theoretical model appropriate for the development and application of the Authentic transformational leadership construct and its resulting outcomes, specifically, empowerment. Three theories that have informed the study
are transformative paradigm, empowerment theory, and participatory theory. The paper further recommends an integrated theoretical framework for exploring Authentic Transformational Leadership and enhancing empowerment while recognizing the significant role played by religion, credible and cooperative environment in the context of the twenty-first-century organization.
Keywords: Authentic leadership, Authentic transformational leadership, Empowerment, Local actors, Sustainable development, and Transformational leadership.
... If organizations are to succeed, they will need credible and trustworthy leadership (Collins, 2001;Kouzes & Posner, 2011); but they will also need subordinates who are engaged and committed at work. While a leader can command subordinate compliance, commitment is a volitional choice. ...
Consistent construct definitions are critical for growing research knowledge. Unfortunately, the demands for unique publications often lead us, as researchers, to create definitions reflecting our unique perspectives. A lack of definition clarity and consistency makes research replication and theory development more difficult. For instance, while the phrase “leader credibility” is commonly used in business research, we found no consistent or commonly used definition in the literature. This is ironic given leader credibility research is extensive and appears in many academic fields. To address this issue, we applied a literature review to clarify the “leader credibility” definition. Through a systematic literature review of 296 potential articles and subsequent coding of definitions from 88 relevant articles, we developed and validated a leader credibility definitional model through a six-step process. We present this detailed process including the use of a thorough literature review and inter-judge coding to consolidate a leader credibility definition. Furthermore, we offer our process as a method for researchers to clarify other constructs lacking consistently stated definitions across significant bodies of research. As a result, we define leader credibility as the “the perception of a leader’s competence and character.”
Özet
Bu çalışma Pozitif Liderlik Ölçeğini (PLÖ) kısa formlarına revize etmek üzere araştırma ve incelemeler içermektedir. Çalışmanın özgün katkısından biri; Türkçe literatürde yeni geliştirilmiş olan PLÖ'nün kullanıma daha uygun hale getirilerek araştırmacılara fayda sağlamasıyken, bir diğer-belki de daha önemli-katkısı; uzun form ölçeğin kısa form ölçeğe revizyon sürecini-aşamalarını, değerlendirme boyutlarını, analizlerini-detaylı biçimde bir örnek üzerinde ortaya koymuş olmasıdır. Yapılan değerlendirmeler bağlamında çalışmanın ekinde de sunulduğu üzere 6 boyutlu 12 maddelik (PLÖ-12-Kısa) form öncelikli olarak önerilmektedir. Ancak boyutlu yapı kullanmayacak araştırmacıların da 6 maddeli tek boyutlu yapıyı kullanabilecekleri çeşitli incelemeler ışığında ifade edilebilmektedir.
Abstract
This study includes research and reviews to revise the shorter forms of the Positive Leadership Scale (PLS). One of the original contributions of the study; While the newly developed PLS in the Turkish literature has benefited researchers by making it more suitable for use, another-perhaps more important-contribution; The fact is that the revision process of the long form scale to the short form scale-its stages, evaluation dimensions, analyzes-has been revealed on an example in detail. In the context of the evaluations made, a 6-dimensional, 12-item (PLS-12-Short) form is primarily recommended, as presented in the annex of the study. However, it can be expressed in the light of various studies that researchers who will not use dimensional structure can also use 6-item one-dimensional structure.
Communication is critical in a wide variety of fields. Successful intra-organizational communication plays a significant role in building trust by creating an environment that empowers leaders to lead effectively, motivates employees to work, and thus contributes to organizational performance. In the context of cluster management, communication within the cluster, especially between the cluster leadership and the often vast number of cluster members, plays a pivotal role in successful and effective cluster development. A cluster typically operates in a regional context characterized by multi-agent, multi-objective, multi-vision, and pluralistic processes, methods, competencies, expertise, and aims. Cluster leadership is usually associated with particular difficulties in addressing these challenges. The primary needs and demands to fulfill such a role are to bring together a large number of partly competing actors involved in a cluster, to build up a trustful and open network, to include different cultures, and to harmonize institutional agendas. The main aim is to develop and establish a common ground to communicate and coordinate joint work efforts, which can mutually benefit and create synergies. The present article conceptualizes Effective internal Cluster Communication and Place Leadership as determinants for successful cluster developments. Despite the multiplicity of actors and sometimes even competing interest groups, Effective Place Leader Cluster Communication (EPLCC) enables clusters to inspire common, cooperative, collaborative and synergetic ways of working together. This is key to cluster development, successful and goal-directed cluster operation, and a sustainable operation of the cluster.
The results of research on the development of leadership qualities in the process of professional training of students of a technical institution of higher education are highlighted in the publication. Special attention is paid to the personality development of the future leader. The results of a pedagogical experiment based on the following conducted methods are highlighted in the article: the method of sociometric measurements, Kettel's multifactorial questionnaire, and the “Personal Differential” test. Based on the results of the analysis of respondents' answers, the main leadership qualities of students were established. The importance of mandatory study of leadership disciplines in a technical institution of higher education has been proven. In the article, a program for the development of leadership qualities of students of a technical orientation was developed and tested in the process of a formative experiment. The results of the control experiment proved the effectiveness of the application of the leadership potential development program in the educational process of professional training of future technical specialists.
This study assessed needs for development programs of NDMU students in terms of leadership formation, socio-cultural performing arts, advocacy programs, involvement in clubs and organizations, and sports and wellness programs. It was conducted at Notre Dame of Marbel University with 345 respondents enrolled in the school year 2019-2022 and was selected through convenient sampling. Researcher- made on needs assessment survey questionnaire was employed and online survey method was used in gathering the data. This study also utilized a quantitative-descriptive research design using descriptive statistics in analyzing the data. The mean was used to determine the degree of involvement of students in different categories. Data revealed that there is a high degree of need to address the leadership and formation of students with an overall mean of 3.30. Also, in socio-cultural and performing arts, it was found out that there is moderate degree of need to intensify the program that will help the students improve their skills in performing, with an overall mean of 3.10. In terms of the advocacy program, there is a moderate degree of need to enhance the social and communication skills of the students who wanted to organize community projects, with an overall mean of 3.23. Further, the data gathered showed that the involvement in the clubs and organizations of the students has a moderate degree of need to be improved with an overall mean of 3.20, and when it comes to sports and wellness, there is a moderate degree of need to intensify, or address with an overall mean of 3.19. Since there is a high degree of need for leadership and formation, there is a need to strengthen the activities involved in this category. On the other hand, four (4) categories were assessed as having moderate need; there is also a need to re-visit and evaluate to justify making these programs more effective.
With the increase in technology and pace of communication in a global business economy, organizations are adopting geographically dispersed business models that leverage a series of scaled work arrangements designed to enhance efficiency and cost-effectiveness. These arrangements include work teams that consist of agents who work in a traditional office but also employees who work from a home or satellite office. This qualitative study investigated perceived impact of geographic proximity to the office on job attitudes. Communication theory informed the framework of this ethnographic study and qualitative interviews. Results indicated that members of a dispersed team adopt a broad definition of their workgroup and decline in their motivation to maintain, or pursue, more intimate relationships. Findings also show that dispersed workgroups had lower levels of organizational identity and trust. This study found that proximity and its impact on job attitudes was not as important as other organizational variables, such as strength of communication and the presence of leadership.
What makes an executive effective? Are effective executives born with some unique abilities and skills? Or do they learn and practice some special strategies that make them superior? This paper explores whether effective executives are born or made, and analyzes some leadership studies done over the years. Also, it suggests an integrative model of effective leadership that organizations may use to develop and enhance better leaders and that individuals may use to improve their organizational leadership.
p> Pendidikan politik sangat penting bagi generasi muda dizaman era digital ini, menanamkan jiwa kepemimpinan pada peserta didik merupakan bagian dari salah satu pendidikan politik. Kepemimpinan yang baik tentunya kepemimpinan berdasarkan ajaran agama islam. Oleh karena itu, peneliti melakukan penelitian ini bertujuan untuk mengetahui bagaimana keefektifan pembelajaran dengan menggunakan produk digital yang telah kami rancang dan dapat menanamkan jiwa kepemimpinan Khulafaur Rasyidin pada peserta didik. Penelitian ini menggunakan Model D&D (Design and Development) dan metode kualitatif dengan pendekatan desktriptif. Untuk pengumpulan data hasil uji coba ini diunggah melalui link Google Form dengan partisipan berjumlah 21 orang siswa kelas VI SD dan 7 orang guru dari beberapa Kabupaten/Kota di Jawa Barat. Hasil penelitian ini menyatakan bahwa produk pembelajaran digital e-book ini sangat efektif digunakan dalam pembelajaran dan dapat memepengaruhi kemampuan belajar peserta didik karena terdapat perbedaan dari segi penampilan. Dari penelitian ini diperoleh hasil: 1) Kecocokan produk e-book dengan siswa kelas VI SD, 2) Kejelasan isi dan uraian materi Kepemimpinan Khulafaur Rasyidin, 3) Produk pembelajaran digital E-Book mempengaruhi kemampuan belajar karena terdapat perbedaan dengan menggunakan buku biasa. </p
The major aim of this chapter is to explain the importance of ethics/morality and its relationship between servant leadership. The outline of the chapter will be formed of three parts. In the first part, ethics and morality will be defined. Each concept will be defined, and the difference between these two terms will be highlighted. Throughout the literature, there are many empirical studies about the factors affecting individual’s moral development. It is planned to add a section on moral development which will include Kohlberg’s and Piaget’s theories of moral development. This part will also include ethical making decision models and factors affecting ethical behavior. Since leaders are the tone of ethical behavior in the corporations and they are responsible for performing and implementing ethical behavior, ethical decision-making models which impact the leaders’ decisions and behaviors will be highlighted. Following the first part, servant leadership will be defined. Leadership theories will be explained, and in addition to this, servant leadership will be explained in details. Subsequently, there will be a third part analyzing the impact of ethics/morality on servant leadership. This part would focus on the relationship between servant leadership and ethics/morality. Throughout the development of the chapter, each concept regarding the subject will be stated under different headings. The sections will be formed based on literature review and empirical evidences by using academic English. As a result, it is expected that the chapter will be useful for both academicians and businessmen.
There are important reasons to conceptualize leadership credibility and formulate explicit expectations about its causes. First, credibility can be an important precondition when leaders aim to increase performance in public organizations that face complex societal problems and volatile governance. Second, leadership credibility is often mentioned but seldom systematically studied in the public administration literature. Based on a conceptualization of five distinct systematized concepts of leadership credibility, this article develops a theory of the perceived credibility of leadership initiatives and its antecedents (leader credibility, leader investments in the initiative and rules concerning authority, benefits, and costs). We define perceived credibility of leadership initiatives as the plausibility followers assign to a leadership initiative being realized. The concept is applicable across various types of leadership initiatives including visionary and transactional leadership within the public sector. The theory illuminates how leadership credibility draws on individual follower perceptions, leader behaviors, and institutions such as formal rules and professional norms. Compared to existing conceptualizations within public administration, it is more specific as it separates credibility from its effects, its antecedents, and the applied leadership strategies. It provides a much needed theoretical vocabulary for the study of leadership credibility within public administration and adjacent disciplines.
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