Robert J. House’s research while affiliated with University of Pennsylvania and other places

... The study by GLOBE shows, even more, sever results as they found a significant negative correlation (γ = -0.26, p < 0.05) between assertiveness orientation values and cultural-referenced practices (Quigley, de Luque, & House, 2012). Other GLOBE studies have shown that people from 61 societies have experience greater assertiveness in their cultural practices and they wish it to be lower. ...

Reference:

CORPORATE GOVERNANCE: EXAMINING KEY CHALLENGES AND PERSPECTIVES Сonference proceedings 2020

... The implication of this research clearly shows that leadership factors in entrepreneurship are neither universal nor unchanging (Den Hartog et al., 1999;Gupta et al., 2004). We herein prove that, in each entrepreneurial life stage cycle, the EL construct factors have a different impact depending on the specific context. ...

Reference:

How leadership factors impact different entrepreneurship phases: an analysis with PLS-SEM

... Earlier studies that use the GLOBE leadership style scores in their empirical analyses, albeit in different contexts (e.g., Government fiscal transparency, innovative entrepreneurship, corporate social responsibility, bank corruption, etc.), are the ones ofWaldman et al. (2006),Van Hemmen et al. (2015),Rossberger and Krause (2015),Mensah and Qi (2016),Stephan and Pathak (2016),Gaganis et al. (2024b). 7 Local offices of multinational enterprises were not included to avoid cultural contamination. ...

Reference:

Heroes or Villains? Culturally endorsed charismatic leadership style and stock price crash risk

... We argue that responsible outcomes are enabled through the effective combination of antecedents and moderators and the engagement with various forms of leadership (including the suggested positive approaches to leadership). There has been some limited work on understanding responsibility within leadership as a process, but more work is needed to build on previous (Egri & Herman, 2000) • Transformational leadership relates to CSR (Du et al., 2013;Groves & LaRocca, 2011;Pless et al., 2012;Verissimo & Lacerda, 2015) • The intellectual stimulation component of transformational leadership relates to CSR (Waldman et al., 2006b) Transactional leadership • Transactional leadership is important to ensure CSR outcomes for the organisation Pless et al., 2012;Stahl & de Luque, 2014;Strand, 2014) Charismatic leadership • Charismatic leadership relates to CSR (Vlachos et al., 2013) • CEOs with strong stakeholder values tended to be viewed by followers as highly visionary (Waldman et al., 2006a;de Luque et al., 2008) Ethical leadership • Employees' external CSR perception ( attempts. For example, Stahl and deLuque (2014) discussed leaders' characteristics (antecedents) (e.g., leaders' personality traits and moral philosophies) and how they are moderated by proximal and distal contexts (e.g., national culture as a distal context and organisational code of conduct as a proximal context). ...

Reference:

Responsible Leadership: From Theory Building to Impact Mobilisation

... According to House et al. (1999), leadership is a person's ability to influence and motivate other people to contribute to the success of the organization. ...

Reference:

A Qualitative Study on E-Sports Players’ Leadership Perceptions Regarding Their Team Coaches

... Indeed, while the practice of e-leadership is expanding rapidly (Van Wart et al., 2019) and inevitably, either due to the technology itself or the role leadership is expected to play in organizations, the academic contribution to the field is still limited (Venkatesh, 2013). In recent years, different constructs such as "digital leadership" have been included in the debate and considered synonymous with e-leadership (House, 1999). While the term e-leadership started to become popular in the early 2000s, the term "digital leadership" is a relatively recent one in the domain investigating the relationship between leadership and new technology at work. ...

Reference:

Proceedings of the 2022 International Conference on Multidisciplinary Research

... The response scale used was a five-point rating scale (1 = "Strongly disagree" to 5 = "Strongly agree") and included 15 questions. Patterson theory, 2003): According to the above theory, servant leadership is structured around the following axes: a) love, with its social, moral concept, where the individual is treated as a complete personality with needs and desires, b) altruism; the ability to stand next to each other without personal gain, making personal sacrifice (Kaplan, 2000), c) humanity; one's ability to maintain his/her positive points in perspective (Sandage & Wiens, 2001), d) vision; the action or power of the imagination, a way of seeing and perceiving what will come in the future, e) trust, that we feel for someone regarding his character and ability (Hauser & House, 2000). It consists of 26 sentences of 5 grades (Likert type), which team members are asked to answer if the specific sentences correspond to the actions, behavior and thinking of the leaders. ...

Reference:

School Leadership. Models and Tools: A Review

... Hence, training to be given to the superiors/managers by the organization, in order to improve their standard of TL and also to engage the employees in environmental protection practices, to promote OCBE. [57] concluded that employees are undoubtedly trusted and followed responsible leaders', if they instruct them about sustainable practices at work. ...

Reference:

The Impact of Transformational Leadership on Organizational Citizenship Behavior for the Environment in Manufacturing Industry

... Semakin baik Organizational Citizenship Behavior (OCB), semakin tinggi kinerja karyawan. Hasil penelitian ini mendukung penelitian sebelumnya dari Shamir et al. (2018), bahwa perilaku menolong dapat meningkatkan kinerja. Temuan penelitian mendukung Tautan (2010). ...

Reference:

PENGARUH TRANSACTIONAL LEADERSHP DAN TRANFORMATIONAL LEADERSHP TERHADAP ORGANIZATIONAL CITIZENSHIP BEHAVIOR DAN KINERJA KARYAWAN

... Moreover LMX was also recommended by the Khan et al. (2020) the findings of the current study confirm the recommendations of Stafford et al., (2014); Khan et al. (2020). Leaders have to build better working relationship with their subordinates and these relationships must be based on trust, respect, loyalty and professional respect (Shamir, Arthur & House, 2018). ...

Reference:

The Impact of Active Engagement and Independent Critical Thinking in Modeling Managerial Behavior with Mediating Effect of Leader-member-Exchange