Considerate Leadership

This study attempts to explain how leadership behavior can advance follower organizational citizenship behavior (OCB). Several hypotheses were developed and tested, aiming to examine the potential mediators and moderators that could explain and influence the link between leadership behavior and OCB. This study was conducted among 711 full-time employees working in the top 45 high-performing companies listed on the Indonesian Stock Exchange (IDX). Of the various theories of leadership, transformational leadership and servant leadership were this study’s interest. Therefore two conceptual models (i.e., the Transformational Leadership-OCB Model and Servant Leadership-OCB Model) were examined to investigate the relationship. One hundred and twenty-three leader-follower dyads participated in the surveys. In the first model, the relationship between transformational leadership and OCB mediated by paternalism was examined. In addition, in-group and institutional collectivism orientations were hypothesized to moderate the relationship between transformational leadership and paternalism. Results suggested that transformational leadership influenced OCB through paternalism, and that collectivism orientations moderated the link between transformational leadership and paternalism. The second model hypothesized and examined the relationship between servant leadership and OCB directed toward the individual (OCBI) and the organization (OCBO) as mediated by climate regarding ethics, and moderated by cultural orientations. Results of tested structural models suggested that climate regarding ethics mediated the influence that servant leaders have on followers’ OCBI and OCBO. This study also revealed that the effects of servant leadership on OCBI and OCBO were moderated by power distance orientation. Additional contextual data and descriptive analyses were also presented. In-depth interviews with fifteen executives revealed expected behavior of highly effective leaders. Inspirational, visionary, performance orientation, people orientation, role modeling, and personal integrity were key features of effective leadership in the context of Indonesia. In addition, drawing on sample of 450 full-time subordinates who participated in the self-reported surveys, data implied that (a) transformational and servant leadership might be generalizable to the context, and (b) variations on cultural orientations existed among surveyed organizations. In summary, this study addressed the gaps in the leadership and OCB literatures by revealing additional mediational mechanisms that would link transformational leadership and OCB as well as servant leadership and OCB. This study has joined earlier studies in recognizing that the relationship between leadership behavior and follower OCB could be indirect. It also has advanced the examination of transformational leadership and servant leadership theories to broader contexts, as recommended by the literature. The theoretical and managerial implications of the study findings for research on leadership and OCB domain, and future research directions are discussed in the general discussion chapter.

SITUATIONAL AND INTERACTIONIST LEADERSHIP THEORIES

The effect of leadership behavior on work performance is highly context sensitive. We address this notion by investigating leadership behavior in one important but understudied organizational context—namely, professional service firms (PSFs). We examine how partners’ leadership behavior in a PSF relates to employee self-leadership, creative climate, and work performance (N = 442). The results show that partners’ consideration leadership behavior is positively related to employees’ perceived work performance. Moreover, partners’ consideration and intellectual stimulation leadership behavior are especially important drivers of self-leadership and creative climate in a PSF, which in turn are positively related to employees’ work performance. Theoretical and practical implications are discussed.

Purpose – Aims to examine effective and ineffective leader behaviors from direct participant observations in several cases of a large multiyear cross-industry international research project to prove the hypothesis that effective team performance management requires strong transformational leadership. Design/methodology/approach – Transformational and charismatic leadership theories are briefly discussed from management science to explain how their principles can apply to and be analyzed in the project domain and other fields. Several popular and proven group leader behavior measurement constructs are discussed to show how they can be applied for assessing group leader behavior in any field. Two flexible taxonomies are built for assisting in quantitatively and qualitatively explaining stakeholder perceptions of group leader behaviors and team performance. Four theoretically sampled case studies are analyzed. The taxonomies are analyzed quantitatively and the results are qualitatively evaluated. Findings – The structured research illuminated that both effective and absent transformational leadership behaviors were practiced (idealized influence, inspirational motivation, individualized consideration, intellectual stimulation), which can go unnoticed and un-reflected in the everyday pandemonium of busy project schedules, competing values, and organizational crises, yet in retrospect, these results show that passive or absent leadership is noticed by the team members and sponsors; moreover it negatively impacts on both project effectiveness and stakeholder satisfaction! Research limitations/implications – Leaders, team members, stakeholders, and managers benefit from understanding transformational leadership, since it supports better human relations and organizational change. These cases show that effective team performance can result in minimal application of transformational leadership behaviors as long as they are not absent when required, and positive (not negative such as micro-management). Originality/value – This research suggests that leader behavior is complex since it is situational, supported by multiple and concurrent leadership and trait theories, as well as partly driven by dominant personality.

Transformational leadership and performance: A longitudinal investigation

New Dimensions of Leadership Toward a Dynamic Model: A Synthesis of Transformational and Servant Leadership

The quest to identify factors responsible for efficient and effective organisation behaviour has led to the growth of a body of literature known as leadership research, and a recurring theme of interest include that of leadership attributes. This study aims to make a contribution to this area of work by providing a profile on the cognitive disposition of "cognitive complexity" of a group of pre-service recreation managers. Garder (1986) made the distinction between "leader managers" and "routine managers" by asserting that the former possess qualities which allow them to exhibit what Bass (1985) calls "Transformational Leadership". For some years, leadership research has been trying to produce explanatory accounts for efficient and effective leadership behaviours and it appears that a more recent theory of its kind is the transformational leadership theory proposed by Bass (1985). Hater and Bass (1988) suggested that transformational leaders should exhibit superior performance ability in making judgement, decisions, and analysis. Kotter (1990) further added that the ability to "gather a broad range of data and look for patterns, relationships, and linkages that help explain things" (p. 104) is one important but basic element for becoming an exceptional leader. Given that these are the behavioural outcomes of "manager leaders", a question of interest would be to identify the cognitive dispositions responsible for these overt behaviours. Cognitive complexity, a cognitive disposition, has been defined as a person's "capacity to construe social behaviour in a multidimensional way" (Bieri, Atkins, Briar, Leaman, Miller, & Tripodi, 1975, p. 185). This suggests that level of cognitive complexity may have a bearing on a person's ability to process multidimensional information such that a cognitively more complex person may have a more differentiated perception of a person, object, or situation than a cognitively less complex person. Within these premises, it could be argued that level of cognitive complexity, acting as a mediator in the input-output process of cognitive functions, may also influence an individual's cognitive outcomes. In fact, this contention finds support in previous studies such as those by Tripodi and Bieri (1964), Hale (1980) and Kishor (1990) which had identified a positive relationship between level of cognitive complexity and superior cognitive outcomes. In a more recent study, Spengler and Strohmer (1994) compared high and low scorers of a cognitive complexity test and found that individuals with lower cognitive complexity scores were more likely to form biased judgements. Given the influence of cognitive complexity in making judgements and appraisals and the administrative challenges faced by today's recreation managers, the need to preview the status of this cognitive disposition among future recreation leaders is tempting. For a practical and application viewpoint, information from this study might provide some insight into impending programme needs and directions for future foci. (Abstract taken from Introduction)

Safety is a major concern in the oil and gas industry due to accidents with the potential for catastrophic consequences. One of these was the Piper Alpha drilling platform disaster in 1988, which resulted in the loss of the Piper Alpha platform and the subsequently 167 lives; the worst disaster in the oil and gas industry. To foster a proactive approach in the prevention of workplace injuries, organisations have turned towards key predictors of safety, such as leadership. However, simply practising leadership behaviours is not enough to improve safety, especially in safety-critical organisations. An inability to move beyond the formal control inherent in traditional bureaucratic mindsets limits the applicability of mainstream leadership theories for safety-critical organisations. To address this challenge, this research study adopts a different paradigm for leadership, one which frames leadership as a complex interactive dynamic from which adaptive outcomes emerge as complexity science. Hence, the aim of this research study was to investigate the direct relationship between leadership behaviours and safety outcomes, and the mediating effect of complexity science principles. To accomplish this, a conceptual model was developed using theoretical foundation built from the literature review. The model comprises three main components: 1) leadership behaviours, 2) five complexity science principles (connectivity, interdependence, feedback, exploration-of-the-space-of-possibilities and co-evolution) and 3) three safety outcomes (safety participation, safety compliance and safety climate). These components were linked by the proposed hypotheses that were established based on assumed theoretical relationships. To assess and validate the conceptual model and test the hypotheses, a series of quantitative approaches were employed. A multivariate statistical approach was utilised for data collection through a questionnaire survey; 173 project managers participated in the survey. These individuals are responsible for emergency commands, as well as the day-to-day management of safety. Principal component analysis/Exploratory factor analysis was performed to identify the factor structures representing each underlying construct. Confirmatory factor analysis was conducted to validate the results obtained from the exploratory factor analysis, followed by multiple regression analysis. Next, structural equation modelling was applied to test the structural models for hypotheses testing. The regression analyses demonstrated that all three identified leadership behaviours — 1) empowering & engaging, 2) modelling & reinforcing, and 3) promoting & enabling — directly influenced the level of safety participation and safety compliance. Additionally, all five principles of complexity science mediated the relationship between empowering & engaging leadership behaviour, and safety participation and safety compliance. As for the hypothesised relationship between modelling & reinforcing leadership behaviour and safety outcomes, apart from the co-evolution principle, all other complexity science principles arbitrated the relationship with safety participation and safety compliance. Furthermore, the relationships between promoting & enabling leadership behaviour, and safety participation and safety compliance were mediated by all five principles of complexity science. Finally, structural equation modelling was used to refine and confirm the findings of the regression analysis, verifying both empowering & engaging, and promoting & enabling leadership behaviours have direct and indirect influences on safety participation and safety compliance levels as a result of all five complexity science principles. And established that modelling & reinforcing leadership behaviour has direct and indirect effects on safety participation and safety compliance levels under the influence of only four complexity science principles — namely, connectivity, interdependence, feedback and exploration-of-the-space-of-possibilities. On the basis of the research results, this study provides insight into the understanding of safety leadership by the empirical evidence that displayed the relationships between the three leadership behaviour constructs and their contribution to the effect of complexity science principles and safety outcomes within the oil and gas industry. From these results, the study provides a list of recommendations for research on the effect of leadership behaviours on complexity science principles and safety outcomes.

Organizations devote considerable resources developing employees' capacity for leadership because they believe that "leaders" are essential in the operations of their organizations. Unfortunately, organizations do not have the time or resources to send their employees off for lengthy leader development training programs. This has contributed to the growing popularity of short-term training programs which are relatively inexpensive to conduct. However, researchers are increasingly requesting more empirical studies that examine the impact of these programs, yet these requests have remained largely disregarded. Additionally, there is a lack for developing methodologies to determine whether or not involvement in a short-term program facilitates change in an individual's transformational and transactional leadership behaviors. To address this lack of inquiry, this study examined the impact of a well-recognized leader development simulation on transformational and transactional leadership behaviors among participating mid and upper level managers. A quasi-experimental pre-test, post-test research design was used to measure the impact both from the managers' perspective and their direct reports' perspective. Based on an analysis of the assessments completed by 50 managers and 81 direct reports, the findings suggest that managers perceived significant and positive changes in all of their transformational leadership behaviors and reductions in their transactional behaviors. However, their direct reports perceived significant changes in only one dimension of their manager's transformational leadership behavior: individualized consideration. Direct reports felt that their managers spent more time teaching and coaching them, helped them to develop their strengths, and considered their individual needs more as a result of participating in the training program. Direct reports also saw improvements in leadership effectiveness and were more satisfied with their managers after the training program. In addition, managers who under-estimated their transformational leadership behavior were rated the highest in transformational leadership by their direct reports. Furthermore, managers who dominated more on the Myers-Briggs perceiving scale than the judging scale were identified as being more transformational than other personality types. The findings of this study contribute empirical support for the impact of a leader development program and demonstrate that individuals can change some of their transformational leadership behaviors from participation in a short-term training program.

MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE

Employee innovative behavior contributes to organizational success, and to overall business viability in the current competitive business environment. This paper analyzes past research and outlines some antecedents of innovative work behaviour. The paper proposes a framework depicting relationships among transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. The paper follows a rigorous, systematic review of published studies representing the literature addressing transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. The paper relied extensively on computerized keyword searches in the main business source databases of EBSCOhost, Emerald, ProQuest, ScienceDirect and SpringerLink supplemented by a manual review. The review leads to a credible conceptual framework that elucidates the relationship among transformational leadership, leader-member exchange, employee perceptions of fairness and innovative work behavior. Consequently, the framework advances theories on effective leader behavior, employees' perceptions of fairness and innovative work behavior. The framework helps unpack some underlying mechanisms through which leadership directly and indirectly influences employee innovative work behavior. Recognizing that innovative work behavior is influenced by the quality of supervisor-subordinate relationship, our conceptual framework stimulates a behavior-oriented approach to innovative work behavior research and has the potential to generate actionable knowledge to manage innovative work behavior. Top management could utilize our framework when executing organizational design interventions that engender and shape innovative work behavior. Our framework also advocates for the promotion of effective leader behavior and employees' perceptions of fairness which support innovative work behaviour. In practical terms, organizations could train their supervisors to exhibit more transformational leader behaviors as they stimulate idea generation and implementation. Further, organizations could roll out training focusing on developing better exchange relationships between leaders and their followers. Additionally, organizations, aware of the impact of employee perception of fairness on innovative work behavior, could develop fair and equitable procedures or introduce interventions targeting the development of required behavior which in turn could stimulate innovative work behavior. Future research could benefit by focusing on how specific dimensions of transformational leadership influence employee innovative work behavior at the individual, team and organizational levels. Furthermore, future research could focus on how individual differences impact leadership, perceptions of fairness and innovative work behaviour.

PurposeThis study seeks to examine the mediating role of knowledge sharing (KNS) in the nexus between leadership behaviours and organizational performance (OP).Design/methodology/approachUsing the survey research design, data were obtained from 335 employees in the Ghanaian financial service sector. Responses were analysed using IBM SPSS (v.23.0), Smart PLS 3.0 and Haye’s (2017) PROCESS macro.FindingsKNS mediated the relationship between leadership behaviours and OP. In addition, transformational leadership behaviour and transactional leadership behaviour positively relate to OP rather than transfor-sactional leadership behaviour.Practical implicationsThe findings of this study give credence to the disputed notion that KNS plays a significant role in effective leadership behaviours that enhances OP.Originality/valueThis paper provides a distinctive approach in examining the interrelationship among leadership behaviours, OP and KNS in the Ghanaian financial service sector.

Researchers have theorized that the behaviors of organization leaders impact organization agility, which is defined as the ability of an organization to swiftly and successfully change in order to achieve long-term success. The purpose of this study was to determine if leadership behaviors as measured by the MLQ-5X predict organization agility as measured by the Agility Survey (short-form). The research sample included 126 U.S.-based business units within 47 organizations with greater than 1,000 employees. The leadership behaviors found to predict higher levels of organization agility included: (a) exploratory leadership behaviors that support discovering new ways to solve problems and conduct business, (b) latitude leadership behaviors that provide employees with a high degree of freedom and responsibility in achieving work results and resolving issues, (c) visionary leadership behaviors that create a clear organization purpose and mission and define the “why” of the organization’s existence, and (d) reflective leadership behaviors that cause leaders to challenge their own assumptions and create mechanisms for the organization to do so as well. The leadership behaviors related to power and structure predicted lower levels of organization agility.

This study examines leadership factors that affect knowledge creation in Sri Lankan software industry. For this study, transformational and transactional leadership styles are considered and their effect on knowledge creation is assessed. Organizational culture is considered to have a moderating effect on the relationship between leadership behaviors and knowledge creation. The study is based on four variables; two independent variables, transformational leadership and transactional leadership, one moderating variable, organizational culture and one dependent variable, knowledge creation. According to the findings of the research with participant (n=152) feedback, both transformational leadership and transactional leadership have strong positive correlations with knowledge creation. Organizational culture moderates the correlation between transactional leadership and knowledge creation. Among the individual factors of transformational and transactional leadership, Individualized consideration has the highest positive correlation with knowledge creation. Organizational culture found to be moderating the knowledge creation through transactional leadership while culture has no moderating effect on knowledge creation through transformational leadership. The research suggests that affective leadership practices can positively contribute to the knowledge creation in software development organizations.

This research is mainly stressed on a comparative study on quality of leadership practice in Ethiopian Higher education institutes (HEIs) specifically on leadership practice in private and public Universities within five selected HEIs. Its implication in other public sectors was also examined based on the findings within the higher education. Basically the research looked into the styles, behaviors and practice of leadership within the private and public HEIs. In the research different leadership theoretical were examined and used in studying the practice. In Ethiopia, there are forty four public and four private universities. Out of these figures by the use of stratified sampling techniques three universities from public and two from private were selected from faculties of business & economics and informatics. Data analysis was made by using both chi-square and t-test for quantitative data and use of interpretational and reflective analysis for qualitative data. The findings showed that most of the leadership behavior manifested in private HEIs is more of task-oriented which primarily concerned with improving efficiency and process reliability. However, the leadership behavior in public HEIs is mostly related with relations-oriented which primarily concerned with strong commitment to the unit and its mission with improving human relations. Moreover, behaviors that are linked with change oriented like monitoring the external environment to identify threats and opportunities, initiating and leading change, encouraging innovative thinking, and facilitating collective learning were not given more attention in both institutions. Generally, the practices of transformational leadership in both HEIs were found weak which resulted in an adverse effect in other public sectors that requires consideration both from the government and HEIs. Hence there should be a balance insight on all change, relation and task-oriented practice in both institutions. Moreover, both public and private institutions leaders should be clearer on leadership theories, styles, behaviors and models so as to improve their practice within their circumstance.