Leadership Capital Research Articles

Towards effective women’s movements against violence: the role of organizational conditions in promoting leadership capital

ABSTRACT Over recent years, increasing violence in Latin American countries has led women’s movements against violence to face challenging circumstances while advancing their goals. Attention has recently turned to the internal structures of these movements, particularly the aspect of leadership. While prior research recognizes a preference for shared leadership among women’s movements, where responsibilities are commonly distributed among many members, it also points to its potential for conflict, which can impede collaborative action. However, there is still a limited understanding of the organizational conditions of movement leadership, especially within women’s movements facing adverse contexts that require enhancing their capacities for goal attainment. This study follows the concept of leadership capital, which posits that movement leaders use their skills and knowledge to undertake decision-making that is crucial for the movement’s goals. Conceptually, it explores potential relationships between organizational conditions that might foster elements to enhance leadership capital. Employing inductive research through a cross-case study of two Mexican women’s movements against violence, the Olimpia and the Anti-femicide movements, performed between 2017 and 2021, the study focuses on two main organizational conditions: the presence of a common agenda and effective communication. By comparing these movements, which had varying degrees of success in meeting their legislative objectives, the study reveals how differences in these organizational conditions can potentially relate to promoting leadership capital. This study thus advances the social movement literature by proposing a new framework to study movement leadership.

Teachers’ digital competence in the post COVID-19 era: The effects of digital nativeness, and digital leadership capital

The COVID-19 pandemic, which posed challenges for accommodating student learning, also opened avenues for using digital resources in online learning. However, differences were observed in their use, effectiveness, and intensity across developed and least developed societies. This is referred to as “digital inequalities,” caused by factors such as insufficient organizational-level support and teachers’ digital competence (DC). This study was conducted to determine teachers’ DC and reveal if their DC was explained by their digital nativeness and principals’ digital instructional leadership capital. The study used a quantitative research method, whereby data were collected from 393 teachers. The researchers used SmartPLS 4 and SPSS 24 to analyze data. The findings complement the available literature and help pave ways to promote the integration of digital resources in teaching and learning.

A Critical Biography of Zhu Zhanshan, Prince Xian of Xiang (1406–1478)

Abstract This essay offers a critical biography of one of Ming China’s (1368–1644) most exceptional yet understudied princes, Zhu Zhanshan 朱瞻墡 (1406–1478), Prince Xian of Xiang 襄憲王. It also complicates our understanding of Ming princes by recounting Zhu Zhanshan’s exceptional relationship with the Ming throne, which presents a unique case study of intense princely engagement in capital affairs. In pursuit of these endeavors, this essay recounts and analyzes the major events in Zhu Zhanshan’s life. These include his political engagements in Beijing during dynastic crises, intellectual development, decades-long interactions with Ming emperors and capital leadership, visits to Beijing, and contributions to local religion in his Xiangyang investiture. The essay concludes with an evaluation of Zhu Zhanshan, his place in the Ming commentarial tradition, and state-princedom relations.

Investor Reactions to Corporate Misconduct: The Moderating Role of Firm Reputation

Corporate misconduct research has observed negative market reactions following misconduct. Drawing on signaling theory, this study considers misconduct as a negative signal and links misconduct severity to market reactions. We argue that severity level decides signal strength and increases market reaction magnitude. However, it is unclear why different firms are punished to varying degrees for similar misconduct. We therefore demonstrate how perceptual biases distort investors’ perceived severity and describe how the effect of severity is moderated by firm reputational signals, including moral, technical, and leadership capital. This study is supported by an empirical analysis of 344 Chinese listed firms that engaged in financial misconduct during 2009–2019. Accordingly, we facilitate a more fine-grained understanding of the relationship between corporate misconduct and market reactions.

How the mighty are fallen: Evaluating Abe Shinzō's leadership capital in crisis

Japanese prime ministers have traditionally been seen as consensus-builders, lacking flair, charisma and the skills to be anything other than reactive leaders, constrained by a political system which privileged a strong bureaucracy and Liberal Democratic Party structures. Recent literature has, however, begun to explore prime ministerial agency, considering the ways in which Japanese prime ministers have been able to demonstrate stronger leadership not only because of an expansion of their power resources in the core executive and the party, but also because of their individual leadership skills, style and personal attributes. Drawing on studies which have highlighted the impact of Japanese prime ministerial agency, this article uses the Leadership Capital Index (LCI) alongside insights from crisis management literature to explore the latter months of Abe Shinzō's premiership. It considers the ways in which personal factors interacted with institutional and situational factors in shaping Abe's political authority during the final year of his prime ministership, with a particular focus on the pandemic period. It asks why, when Abe had otherwise been considered one of post-war Japan's strongest and most decisive leaders, did he fall short during the Covid-19 crisis? To what extent did his personal skills and leadership style help or hinder his ability to lead during the crisis? The article suggests that the LCI offers insights into ways in which, and why, Abe's apparently strong leadership skills went missing in action during the global pandemic.

TRANSFORMATIONAL LEADERSHIP AND SOCIAL CAPITAL: IS IT IMPORTANT FOR INNOVATION? (Case Study on Coffe Farmers Member of Koperasi Tani Benteng Alla, Enrekang Regency, South Sulawesi)

Purpose — This research aims to explain the influence of transformational leadership and social capital of the leader for innovation that has been applied to coffe farmers who are members of Koperasi Tani Benteng Alla in Enrekang Regency, South Sulawesi.Design/methodology/approach — Research methods by using a descriptive qualitative purposive sampling and snowball sampling approach with 21 informants that is the chairman of Koperasi Tani Benteng Alla, head of the farmer group and member of farmer group. The researcher used triangulation, member checking and comparing the information in the field as a test of data validation.Findings — The results of this study showed that the leader with transformation style and have a good social capital will easily to influence his members to do innovations. The chairman of Koperasi Tani Benteng Alla as a leader has a good transformation style and social capital that has a positive impact on the implementation of innovation for his members. Practical implications — innovation should be created through good synergy between transformational leaders who have a vision of change and are supported by the trust of members who are built up through social interaction.Originality/value — This study is to strengthen existing theories and previous research on the important role of transformational leaders and social capital have to execute innovation.Keywords — Transformational leadership, social capital, innovation.Paper type — Case Study

The Influence of Transformational Leadership and Cross-Cultural Psychological Capital on Turnover Intentions in Hotel Industry

The Influence of Transformational Leadership and Cross-Cultural Psychological Capital on Turnover Intentions in Hotel Industry

UN-ACCOUNTABLE POLITICAL PARTY XYZ: IS THE BRIDGE TOWARDS CORRUPTION?

Purpose — This study aims to reconstruct the concept of public accountability that is free from the lifeworld colonization which is carried out by the concept of the New Public Management.Design/methodology/approach — Problem-solving in this study will be approached through the critical perspective of Habermas (Gallhofer & Haslam, 1996); (Oakes & Oakes, 2016); (Gallhofer & Haslam, 2015). The critical perspective of Habermas will reveal the lifeworld colonization of accountability for the cadre of political parties XYZ, public discussion space is the main problem in this study.Findings — The findings of this study are that the accountability of cadre, seen from the process of implementing cadre, has eroded its meaning. That is the instant cadre process by relying on the financial strength and the strong oligarchy of capital leadership in political parties XYZ which is a bridge to corruption. The loss of the meaning of the nature of political parties as an institution given the mandate to fight for the interests of the welfare and sovereignty of the people because of the dominance of the interests of political party elites. Un-accountable cadre political party XYZ due to the thick transactional politics in the cadre process is a trigger for distrust of the public to political party XYZ. Accountability of the cadre seems to ignore deliberations in the public discussion room, both legislative and executive elections, hence corruption scandals are increasing in Indonesia.Practical Implications — This study emphasizes the accountability of cadres who are oriented to the process of recruiting political party cadres. Originality/value — This study uses the critical perspective of Habermas. Through the Habermas approach, the researcher wanted to understand the lifeworld colonization of cadre accountability that occurs in the community. Related to the cadre accountability issue, the hegemony of public discussion rooms is the main issue.Keywords Un-Accountable, Political Parties, Transactional Politics, Corruption, HabermasPaper Type Research Paper.

LEADERSHIP CAPITAL: CONCEPT AND ROLES

This study seeks to identify the implications of leadership capital in modern companies, and creative leadership roles to meet the challenges of a competitive environment, and the diversity of styles of leaders who come from different environments. The concept of leadership capital is consistent with recent trends in the growing importance of tangible resources, human capital, and leadership intelligence making corporate leadership the most influential driver in making the difference in competitive advantage, market value of the company, and excellence from competitors. This study seeks to identify new roles for leadership as key components of leadership capital. These roles are: Effective influence on individuals to work according to the vision of leadership (the traditional role of leadership), leadership innovation (new principles and methods of leadership work), creating company's higher purpose (corporate citizenship that inspires employees and citizens alike), and finally the ability to excel benchmarking standards with the best competitors in the market.

Structural Model of Leadership and Psychological Capital on Teacher’s Performance (CB) Mediated by Motivation and Integrity

Structural Model of Leadership and Psychological Capital on Teacher’s Performance (CB) Mediated by Motivation and Integrity

Transformational diaconia as educative praxis in care within the present poverty-stricken South African context

This article explores how ministerial and leadership formation could be enabled to adopt transformational diaconia in addressing poverty in South Africa, engaging in ways in which pastoral care and leadership formation can respond to the addressing of poverty. The fact that transformation aims at changing the worldviews, paradigms and approaches to life and problem solving informs the author’s concept of transformational diaconia, which was proposed as an aspect of spiritual leadership capital (SLC), defined as, ‘The inner virtues afforded individuals by their spirituality in formulating their leadership paradigms which contributes to social capital formation for addressing social problems’. Spiritual leadership capital is hereby argued to be a transformative spirituality that can enable an understanding and sustainable responses to poverty and other social problems. This is needed for Africa and particularly for the present day South Africa, seemingly a country with the best infrastructure in Africa; yet its poverty seems pronounced because the dregs of apartheid still lurk in the social fibre, where poor people blame rich people for their plight and vice versa. Bowers Du Toit’s view that ‘[m]ost congregations respond to poverty by providing relief and not empowerment’, re-echoes here. From a mixed-methods research, SLC is a theory recently advanced as a congregational development paradigm and a theology of poverty, which views public theology as an educative praxis that can respond to transformational needs in poverty-related contexts. The authors suggest that for a Church that is responsive to the plight of society, fresh empowerment approaches to address poverty are needed.

Book review: The Leadership Capital Index: A New Perspective on Political Leadership

Book review: The Leadership Capital Index: A New Perspective on Political Leadership

‘Dominance, defence and diminishing returns’? Theresa May’s Leadership Capital July 2016–July 2018

Theresa May’s first 2 years in office illustrate King’s (1991) observation that premierships can vary within themselves. Her premiership divides into two distinct phases, before and after the snap general election of June 2017, with a final coda after July 2017 when her premiership unravelled. Whilst the disastrous election looked like the crucial event, analysis using the Leadership Capital Index (LCI) suggests that, contrary to popular assumptions, before the election May was weaker than she appeared and afterwards not quite as diminished as assumed. The LCI analysis we present here (focusing on the year before and the year after the 2017 general election) shows that May’s capital fell, but not as far as presented by prevailing narratives. May went from being, in LCI terms, an ‘exceptional leader’ to a ‘medium capital leader’ facing obstacles, but still capable of action. May’s resilience after 2017 was a result of Brexit, the poor polling of her opponents and her unexpected poll strength, bolstered by the weakness of her internal challengers. Even a poorly positioned prime minister has considerable resources to call upon.

New Age Leaders

Leading change in established educational organizations requires an exceptional type of leadership. Research studies claim that legions of change makers in schools, colleges, and universities acknowledged stress, anger, conflict, and frustration as they dealt with complacency and ignorance. Despite acknowledged obstacles, researchers note that some universities claim to be actively incorporating change into their workplace. This research paper explores incorporating change as an active investment in leadership capital. Sixty six participants drawn from different departments were randomly selected as a sample. The results found perceptions of bold leadership seemingly driving universities upward and onward. Moreover, the results posited that many leaders who were seen as part of a millennial leadership cadre were imbued with a new age moral compass bridging forces of change and bridging faculty to faculty and faculty to students, all in a higher educational context in the MENA. Given these positive results, additional research is recommended to better understand the context and learn how to sustain daring leadership.

국내 기업 종사자의 직무자원, 목표지향성, 공유리더십, 경력자본의 구조적 관계

본 연구의 목적은 직무자원, 목표지향성, 그리고 공유리더십과 경력자본의 영향 관계를 파악을 통해 개인의 경력개발과 조직의 성과 향상을 도모하는 것이다. 나아가 직무자원과 경력자본의 관계에서 목표 지향성과 공유리더십의 매개효과를 확인하고자 한다. 특히 목표지향성은 성과목표지향성과 학습목표지 향성이라는 상반된 요소로 구성되어 있으므로, 본 연구에서는 두 요소를 각각의 변인으로 구분하여 연구를 진행하였다. 연구를 검증하기 위하여 국내 기업에 종사하는 구성원을 대상으로 2017년 10월 25일부터 11월 8일까지 2주간 온라인, 오프라인 설문 조사를 시행하였다. 설문에는 총 422명이 응답했으며, 불성실 응답을 제외한 최종 403부의 설문응답을 분석에 사용하였다. 분석 도구는 SPSS 22.0과 AMOS 20.0을 활용 하였다. 분석 결과 첫째, 직무자원은 경력자본, 학습목표지향성, 공유리더십에 각각 정적인 영향을 미치는 것으로 나타났지만, 성과목표지향성에는 영향을 미치지 못하였다. 그리고 학습목표지향성과 성과목 표지향성은 경력자본에 정적인 영향을 미쳤으나, 공유리더십은 경력자본에 부적인 영향을 미치는 것으로 나타났다. 둘째, 직무자원과 경력자본의 관계에서 학습목표지향성은 정적 매개효과를, 공유리더십은 부적 매개효과를 나타내는 것으로 확인되었지만 성과목표지향성은 매개효과가 없었다. 연구 결과를 바탕으로 경력자본 축적을 위하여 조직 차원에서는 개인의 목표지향성 차이를 고려한 학습 환경을 조성해야 하며, 개인 차원에서는 직무자원 활용을 극대화할 수 있도록 제도적, 실천적 노력이 필요하다는 시사점을 제시 하고자 한다.

The role of human capital, psychological capital, social capital and leadership capital in building an athlete's global brand image

This conceptual paper offers a new perspective on developing an athlete's global brand image. In addition to human capital, the framework considers the theoretical lenses of psychological capital, social capital and leadership capital. Human capital is based on the dimensions of an athlete's physical attributes, performance and marketable lifestyle. Psychological capital is illustrated as an athlete's self-efficacy, hope, optimism and resilience. Athletes also need to utilise their social capital, exploiting the brokerage opportunities in linking the networks of sponsors and fans and developing trust in their networks. Leadership capital is illustrated through the provision of opportunities and resources arising from the relationship between athletes and sports leaders. The proposed framework extends studies on brand management of sports celebrities by holistically considering the various forms of capital in building an athlete's global brand image. The implications for the theory and practice of sports marketing and branding are discussed.

The effects of workers'authentic leadership on job stress: Mediating effect of organizational communication and psychological capital

The purpose of this study was to investigate the structural relationship between authentic leadership, organizational communication, psychological capital and occupational stress, and to determine the mediating effect of organizational communication and psychological capital. For this purpose, 357 workers from three cities in Chungnam-do were purposefully sampled and surveyed. The collected data were analyzed using descriptive statistics, correlation analysis, CFA, and a structural equation model. The results are as follow. First, there was a significant positive correlation between authentic leadership, organizational communication, and psychological capital. And these three items were negatively correlated with job stress. Second, as a result of bootstrapping, organizational communication was found to have a mediating effect on the relationship between authentic leadership and psychological capital and psychological capital in the relationship between organizational communication and job stress. The results of the study suggest that in order to reduce the job stress of the worker, authentic leadership should be used to stimulate organizational communication and as a basis for an effort to create psychological capital.

New Product Introduction in Turkish Firms: Insights Across Sectors

Continued new product introduction (NPI) concerns all companies regardless if they are from advanced economies or emerging ones. Our understanding of NPI in emerging economies is still in the development phase. There is also a lack of studies of variations across sectors relating to determinants of NPI in particular. This study addresses these lacks and, drawing upon a dataset from Turkish companies, it explores whether there are differences regarding influential factors on the introduction of new products or services across sectors. Results reveal major differences with regard to human capital, social capital, and leadership capital.

The Outsider Inside? The Leadership Capital of Donald J Trump

The Outsider Inside? The Leadership Capital of Donald J Trump

Explaining Japan’s Revolving Door Premiership: Applying the Leadership Capital Index

The tenure of Japanese prime ministers is famously short. Between 2006 and 2012 Japan changed prime minister once a year. What factors can explain Japan’s revolving-door premiership? To explore this puzzle, this article applies the <em>Leadership Capital Index</em> (LCI) developed by Bennister, ’t Hart and Worthy (2015) to case studies of the nine Japanese prime ministers holding office between 2000 and 2015. Leadership capital is the aggregate of leaders’ political resources: skills, relations and reputation. The LCI thus allows analysis of the interplay between individual capacities and contextual conditions in determining leaders’ ability to gain, maintain and deploy power. The LCI is applied to answer two questions. Firstly, what accounts for the short tenure of many Japanese premiers? In which of the LCI’s three leadership dimensions do Japanese leaders lack capital? Secondly, what forms of capital allow some prime ministers to retain office for longer than average (>2 years)? In particular, the article analyses the leadership of Junichiro Koizumi (2001–2006) Japan’s longest serving prime minister since the 1970s, and incumbent Prime Minister Shinzo Abe, who has held office for three years since December 2012. As well as utilising the LCI to comparatively analyse the tenure of Japan’s prime ministers, this article tests the applicability of the Index beyond Western parliamentary democracies.