Organizational Leadership Effectiveness Research Articles

Effects of Organizational Leadership on Project Citizenship Behavior and Management Performance in Complex Construction Projects

Organizational leadership is a key factor affecting the management performance of complex construction projects, but seldom have studies attempted to explore the effect mechanisms of organizational leadership on the project management performance, especially the mediating role of project citizenship behavior. The purpose of this study is to fill this gap by investigating the effects of organizational leadership on project citizenship behavior and management performance in complex construction projects. The theoretical model is constructed based on a literature review, and exploratory factor analyses (EFA) are performed on 169 valid questionnaires collected to measure organizational leadership, then partial least squares-structural equation modeling (PLS-SEM) is used to test the hypotheses. The results show that (i) organizational leadership is measured as vision guiding, context interacting, team building, and systems thinking; (ii) vision guiding and context interacting have both direct and indirect effects on the project management performance, and team building can only improve the project management performance by influencing the project citizenship behavior, whereas systems thinking has no significant effect on project citizenship behavior and the project management performance in complex construction projects; (iii) and project citizenship behavior partly mediates the influence of organizational leadership on the project management performance, and the effect of organizational leadership on the project management performance is more realized through the mediating role of project citizenship behavior. The results have a significant theoretical and practical significance for improving the project management performance.

Examining the Effect of Organizational Leadership, Organizational Structure, and Employee Technological Capability on the Success of Electronic Human Resource Management

The advancement in usage of information technology in past decades have revolutionized the business environment. For instance, the introduction and widely acceptance of e-commerce technologies have transformed the retail landscape. Same as the emerging of streaming services and platforms like Netflix has change the entertainment especially the movie sector drastically. Like other sectors of the economy, the adoption of technology has transformed the functional activities of diverse organizations and organizational units. Specifically, the adoption of eHRM is argued to enrich organizational effectiveness. The study attempts to investigate the effect of organizational leadership, organizational structure, and employee technological capabilities on the implementation success of e-HRM system. Data is collected from a novel dataset that is based on list of human resource practitioner/professional that was made available by the Chartered Institute of Human Resource Practitioners, Ghana. The outcome of the study indicates organizational structure and employee technological efficacy/competence have a positive and significant influence on the successful implementation of e-HRM. Conversely, organizational leadership did not have significant influence on the success of e-HRM. However, it must be acknowledging internal marketing plays critical role in aligning organizational goals, employee’s capabilities, and expectation.

Effect of Organizational Leadership and Training on Teachers’ Performance: The Case of Degga Woreda Public Primary Schools

The aim of this study was to investigate factors influencing teachers’ motivation and their effect on performances: in the case of Degga Woreda public primary schools. Descriptive and explanatory research designs were adopted with both qualitative and quantitative research approach. The study population comprised a totaling 297 teachers from primary schools and 170 teachers were sampled for this study by using Yemane (1967). Also to identify the target respondents from total population of the study systematic random sampling techniques was used. Questionnaires, interview, and researcher observation were served as data collection instruments. The data were analyzed using descriptive (mean and standard deviation) and inferential statistics (multiple correlations and regression). The analysis was supported by the statistical software such as Statistical Package for Social Scientists 20 versions and Analysis of Moment Structures 22 versions. The key findings of doing so; organizational leadership and training and development have a positive direct effect on the performance of teachers. The study concluded that organizational leadership and training have a major positive direct effect on the performance of teachers. Finally, the study recommended that the regional education bureau, woreda education office, and head of schools will have developed a national training policy and award programs based on performance. Keywords: Organizational Leadership, Training, Performance of Teachers DOI: 10.7176/RHSS/10-3-01 Publication date: February 29 th 2020

The Dark Side of the Leadership: The Effects of Toxic Leaders on Employees

Studies on leadership have been overwhelmingly focused on the positive aspects of leadership, and tried to reach certain conclusions on the positive effects of leadership in organizations. However, the dark side of leadership has been ignored. Those negative leadership styles in general, toxic leadership, in particular, may have extremely negative effects on organizations, which have the potential to overshadow the effects of positive leadership. Toxic leadership can create a decrease in workplace performance, productivity, and output, as well as its remarkable negative reflections on employees. So, examining the outputs of toxic leadership is inevitable. In this paper, we aim to examine the consequences of toxic leaders on employees by a quantitative search on the finance industry.

Linking ethical leadership and moral voice

PurposeThe study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship between ethical leadership and followers’ ethical behaviors but empirically, little attention has been given. The purpose of this paper is to examine how ethical leadership relates to employee’s moral voice through trust in the leader, leader−follower value congruence and moral efficacy.Design/methodology/approachThe authors used a time-lagged research design, collecting multi-source data from 364 employees and their immediate supervisors, working in construction companies in Pakistan.FindingsOn the basis of an interactional approach, this study found that there was an interaction between ethical leadership, trust in the leader and leader−follower value congruence that affected moral voice, such that ethical leadership had the strongest positive relationship with moral voice when both trust and leader−follower value congruence were higher; and moral efficacy mediated the effect that this three-way interaction between ethical leadership, trust in the leader and leader−follower value congruence had on moral voice.Originality/valueThis is one of the first studies to examine the role of ethical leadership in promoting employees’ voice behavior using a time-lagged research design, particularly in construction industry.

Linking ethical leadership and moral voice

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship between ethical leadership and...

The Dual Inferences for Authoritarian Leaders’ Negative Emotional Labor on Follower OCB and CWB

Drawing from the emotions as social information model (Van Kleef, 2009; Van Kleef et al., 2009), we hypothesize that subordinates of authoritarian leaders make two different cognitive inferences of authoritarian leaders’ negative emotional labor: one is that leaders intend to hurt, while the other is that leaders attempt to drive performance. As a result, they perform less organizational citizenship behavior (OCB) and more counterproductive work behavior (CWB) if the former inference is made but more OCB and less CWB when the latter is made. Data from 515 leader- subordinate dyads in three Japanese companies provided general support for our central hypothesis. Moreover, we found that leader deep acting was a contingent factor to affect how subordinates attribute authoritarian leaders’ negative emotional labor. When authoritarian leaders were higher in deep acting, the injury initiation mediation path became more salient; meanwhile, the performance promotion mediation path became less salient. We discuss the theoretical and empirical implications of our findings in leadership effectiveness in organizations.

The evolutionary psychology of leadership

Evolutionary leadership theory (ELT) argues that humans possess specialized psychological mechanisms for solving coordination problems through leadership and followership. We discuss the evolutionary functions and psychological processes underlying leadership, and how to study leadership and followership from an integrated evolutionary perspective. An evolutionary perspective offers novel insights into major barriers to leadership effectiveness in organizations. These obstacles include (a) mismatches between modern and ancestral environments, (b) evolved cognitive biases affecting leader selection and decision-making and (c) innate psychological mechanisms designed to dominate and exploit other individuals. Understanding the evolved psychological mechanisms underlying leadership, in terms of adaptive functions, mismatches, and psychological processes, is critical for the development and integration of leadership theory, research, and practice.

Exploring the Process of Ethical Leadership: The Mediating Role of Employee Voice and Psychological Ownership

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the relationship between ethical leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article.

Promoting Leadership Effectiveness in Organizations: A Case Study on the Involved Factors of Servant Leadership

The world is crying out for ethical and effective leadership that serves others, invests in their development and fulfills a shared vision. Among the many leadership styles (i.e., authoritarian, benevolent dictatorship, participatory, etc.) the one that best represents the ideals embodied in the human factor is servant-leadership. Servant-leadership incorporates the ideals of empowerment, total quality, team building, and participatory management, and the service ethic into a leadership philosophy. This model of leadership emphasizes increased service to others; a holistic approach to work; promoting a sense of community; and the sharing of power in decision making. Servant-leaders must be value- and character-driven people who are performance and process oriented. The aim of this paper is determining the drivers of servant leadership in order to put servanthood behaviors activities into practice among leaders. So at first we developed literature on servant leadership. Then Thirty-three measurement items were developed on the basis of opinions from leaders and the literature. Then Data collection occurred via a questionnaire. To validate the measurement scales for servant leadership, we performed a factor analysis. The results show that a six-factor measurement model (including emotional dimension, commitment to community, egalitarianism, altruism, managerial skills and human skills) fits the data acceptably. All of the measurement items significantly loaded on the constructs on which they were hypothesized to load. These results gave us confidence that the measures are indeed valid and reliable.