Effective Leadership Research Articles

Navigating values: leadership behaviors for enhancing police organizational identity

PurposeThis study investigates the differential effectiveness of leadership styles within the German Federal Police Office, focusing on how these styles interact with employees' personal values to influence organizational identification (OI). Thus, we investigate the augmentation hypothesis and explore the moderating effects of personal values on leadership effectiveness regarding OI.Design/methodology/approachUtilizing a quantitative cross-sectional design, the study analyzes responses from 1,816 police employees via the Multifactor Leadership Questionnaire and Portraits Value Questionnaire. Hierarchical regressions are used to analyze the hypothesized associations.FindingsThe results indicate that transformational leadership significantly enhances OI more than transactional or laissez-faire leadership. Moderating effects of personal values reveal complex interactions: while transformational leadership consistently predicts higher OI, transactional leadership’s effectiveness varies according to the employees' values such as Conformity and Tradition enhancing OI, Universalism and Benevolence diminishing it. These findings suggest that leadership effectiveness in policing is contingent on aligning leadership style with the personal values of the employees.Originality/valueThis research contributes to the understanding of how personal values modulate the impact of leadership styles on organizational outcomes within police organizations. It underscores the necessity for police leaders to consider the value profiles of their employees to optimize OI and effectiveness. The study is among the first to systematically explore these dynamics within a law enforcement context, providing empirical evidence to inform targeted leadership development and policy-making in policing.

The Lived Experiences of Women Leaders in Nonprofit Organizations

This qualitative study aims to explore and understand the leadership experiences of women in mid-level roles in nonprofit organizations. By employing role congruity theory and intersectionality as analytical frameworks, the study aims to identify the unique personal, professional, and organizational challenges these women face. The research also seeks to contribute to the literature by examining how gender intersects with other social identities to shape the leadership trajectories of women in educational settings. The study identifies self-confidence and gender, and racial stereotypes as major challenges experienced by women leaders in mid-level roles. The research highlights how these stereotypes can undermine women's leadership effectiveness and limit their opportunities for career advancement. Overall, this study adds to the existing body of knowledge by addressing gaps related to the intersection of gender with other identities.

Building Excellence: How Transformational Leadership Elevates Madrasa Graduate Quality and Prepares Students for Global Competence

This study explores the impact of transformational leadership on the quality of graduates in madrasa education, emphasizing the role of leadership in fostering educational excellence through innovation, empowerment, and holistic development. Utilizing a qualitative approach, the research examines how transformational leadership practices contribute to student engagement, skill enhancement, and overall graduate preparedness for future challenges. Key transformational leadership elements—such as inspirational motivation, individualized consideration, and intellectual stimulation—are analyzed to understand their influence on students' academic and personal growth. Findings indicate that transformational leadership within madrasas not only enhances academic performance but also equips students with essential competencies and values aligned with global demands. This study highlights the importance of strategic leadership in education, offering insights into how madrasas can elevate graduate quality through effective leadership practices.

Leadership and retention in early childhood education

Global early childhood education workforce shortages have highlighted the importance of recruitment and retention. The development of effective leadership has not been a retention policy focus even though effective leadership has been identified as an important driver for improving working conditions and supporting educator retention. The aim of this research was to investigate what factors affect retention focussing on retention challenges for leaders in an under researched context. Participants were 34 early childhood educators in the Northern Territory of Australia. A constructivist grounded theory methodology framed the research and the data analysis, and a constant comparative method was used to generate categories. The lack of learning on leadership, coupled with competing priorities, were identified as critical factors that contribute to increased attrition. However, informal mentoring was found to support both the positional and emerging leaders, increasing the probability of their retention regardless of their access to leadership development.

Exploring the Impact of Leader Narcissism on the Job Embeddedness of a New Generation of Employees in the Chinese Context

Abstract: Narcissism is the personality trait of being arrogant, lacking empathy and manipulative, and in conjunction with leadership, narcissistic leaders have a profound impact on the organizational environment and employee behaviour. As the new generation of employees develops into the core human resources of Chinese companies, the effect of narcissistic leadership on new-generation subordinates becomes a more worthwhile topic in organizational behaviour. This study constructs the influence of narcissistic leaders on job embeddedness based on the social exchange theory and conservation of resources theory. This study collected and analyzed data from 201 Chinese young generation employees through an online questionnaire. The findings suggest that narcissistic leaders had a significant negative correlation with employees' job embeddedness; job stress and employee silence mediate the relationship. This study may be unable to track the long-term effects of the factors and is limited to the Chinese context. However, the results of this study not only enrich the literature in the field but also provide practical references for organizations to lessen the impact of leaders dark personalities and employees negative behaviors.

Digital Leadership in Realizing Bureaucratic Reform in the South Sulawesi Provincial Government

Bureaucratic reform efforts over the years have yet to yield optimal results, leaving government bureaucracy associated with pathologies such as corruption, collusion, nepotism (KKN), slow service performance, and an inability to meet public satisfaction. Digital leadership among heads of local government agencies is expected to contribute significantly to achieving bureaucratic reform. This study aims to analyze the role of digital leadership in facilitating bureaucratic reform in South Sulawesi Province and to formulate a digital leadership model for effective bureaucratic reform. The research employs digital leadership theory as outlined by Klein (2020), which encompasses business characteristics, attitudinal characteristics, and general characteristics, serving as the analytical framework to assess the state of digital leadership among local government leaders in South Sulawesi. The study adopts a qualitative descriptive method, with primary data collected through observations and interviews with key informants. Data analysis techniques include data reduction, data display, and drawing conclusions. The findings conclude that: 1) Not all local government leaders possess effective digital leadership skills, which results in suboptimal contributions to bureaucratic reform. This is evident through the evaluation of business characteristics, attitudinal characteristics, and general characteristics that have yet to support reform in institutional structuring, administrative processes, human resource management, and service delivery. 2) The researcher formulated the “S4P Digital Leadership Model,” developed from Klein’s (2020) digital leadership model, which is believed to contribute to more effective bureaucratic reform. The novelty of this model lies in the incorporation of local wisdom dimensions—Sipakatau, Sipakalebbi, Sipakinge, and Sirri na Pacce—as well as digital leadership prerequisites such as digital literacy, innovation, and collaboration. This comprehensive, contextually relevant, and responsive model can be implemented across different regions in Indonesia, utilizing local cultural values as guiding principles for governance and public service delivery.

Effects of Leadership Styles on Employees Job Performance: A Case Study of a Public Sector Organization in Ghana

Institutions are supervised by managers who are expected to direct their subordinates towards the achievements of organizational goals. Achievement of goals in an organization largely depends on the relationship between the supervisors and subordinates. Leadership styles play a crucial role in every organization in terms of industrial harmony and achievement of goals. Managers depending on the situation could employ democratic, autocratic or laissez-faire leadership styles to get organizational goals and objectives achieved. Primary data from public sector employees was used for this study based on the objectives of the study. Data was gathered from 50 employees using closed-ended questionnaires. The number of respondents was selected randomly from a population of 135 and determined using Yamane, 1974 formula and Browly proportional formula as indicated by Kumar 1976. The questionnaire were divided into three sections thus background characteristics of the respondents, respondents’ perception of their superiors’ leadership styles, employees’ assessment of their job performance respectively. The leadership styles were categorized autocratic, democratic and laissez-faire. The leadership and performance scales were measured using a 5-point Likert scale thus, 5=strongly agree; 4=agree; 3=undecided; 2=disagree; 1=strongly disagree. The outcome of the research was to the effect leadership exist in organizations have positive or negative impact on the job performance of workers. The results showed that a democratic leadership style has a significant positive impact on job performance within an organization, while autocratic and laissez-faire leadership styles contribute to apathy and lower work performance. Moreover, it was suggested among other things that the use of laissez-faire and autocratic styles should be discouraged since they are could be a recipe of creating lawless working environment which could result in low productivity.

Leadership competencies in early childhood education: Design and validation of a survey tool

Leadership competencies in early childhood (EC) education present an intricate policy and practice landscape. This article provides insights into these complexities and shares a novel survey evaluation tool that can be used in services for identifying leadership competencies and gaps for ongoing professional development. The research employed a two-phase approach involving thematic analysis of governing documents and focus group interview data. This resulted in the development of five core domains of leadership competencies represented throughout a survey tool. The subsequent validation of the survey revealed both self-identified roles and demonstrated competencies among educators in Western Australian EC services. The article sheds light on discrepancies between perceived and observed leadership, suggesting the need for tailored professional development and succession planning. Insights into these dynamics contribute to a deeper understanding of effective leadership practices, offering a foundation for ongoing discourse and continual enhancement of leadership competencies in the context of EC education.

Attitudes and Perceptions of Leadership on Succession Planning in the Indian Manufacturing Sector

This study explores the critical role of organisational leadership in the implementation of succession planning within Indian manufacturing organisations, given the increasing importance of seamless leadership transitions for maintaining operational stability and organisational resilience. The research investigates the attitudes and perceptions of senior leaders towards succession planning, focusing on how their views influence the execution of these strategies. Employing a mixed-methods approach with quantitative and qualitative interviews, the study gathers insights from a representative sample of organisational leaders. The main objectives are assessing leadership attitudes towards succession planning and understanding their perceptions of its implementation. Two key hypotheses are proposed: H01 asserts that leadership attitudes have no significant impact on succession planning, while H02 posits that leadership perceptions do not significantly influence its execution. Analysis of the collected data aims to reveal the extent to which leadership perspectives shape succession planning practices, providing valuable insights and recommendations for strengthening leadership approaches and succession frameworks. The findings are expected to contribute to a broader understanding of how effective leadership can foster a strong succession planning system, driving sustainable growth and resilience in the manufacturing sector.

The Synergy of Leadership and Team Effectiveness: An Empirical Study at Islamic University's Non-Profit Organization

The Synergy of Leadership and Team Effectiveness: An Empirical Study at Islamic University's Non-Profit Organization

THE INFLUENCE OF EMOTIONAL INTELLIGENCE, CULTURAL DIVERSITY IN ORGANIZATION, AND COMMUNICATION STRATEGIES ON LEADERSHIP EFFECTIVENESS IN DIVERSE WORKPLACES IN FUZHOU CITY, FUJIAN PROVINCE, CHINA

In today’s rapidly evolving business landscape, characterized by heightened complexity and relentless change, the demand for adept management is more pronounced than ever. As organizations grapple with the challenges presented by an increasingly interconnected and technologically advanced world, the need to adapt and evolve management practices becomes a paramount concern (Drejer et al., 2014; BAGU et al., 2011). The aims of this study were to investigate the factors influencing Leadership Effectiveness based on 4 aspects, namely, the Demographic Factors, the Emotional Intelligence, the Cultural Diversity in Organization, and the Communication Strategies. The quantitative method was applied. Descriptive statistics such as frequency, percent frequency, mean, and standard deviation are introduced. Various inferential statistical methods are used to test the hypothesis, particularly the Independent samples t-test, the One-way ANOVA, and the Multiple linear regression analysis. The results obtained from the study indicate that differences in Marital Status, Age, Educational Level, and Monthly Income generate differences in Leadership Effectiveness. Based on the Multiple Linear Regression analysis, all aspects of Emotional Intelligence (Self-awareness, Self-regulation, Motivation, Empathy, and Social Skills), Cultural Diversity in Organization (Diversity, Equity, Inclusion, and Belonging) and Communication Strategies (Awareness and Understanding, Communication Quality, Accessibility, and Employee Engagement) had a positive impact on Leadership Effectiveness.

The Perceived Impact of Leadership Practices of Academic Leaders on Student Success in a Higher Education Institution in South Africa

The research reported on in this paper was motivated by the need to investigate student complaints in the higher education sector in South Africa regarding the poor quality of teaching and learning which has resulted in low student success rates in many institutions in the country. To mitigate poor student success rates, higher educational institutions in South Africa need to consider implementing effective leadership practices of academic leaders to support students in their academic journey. This study identified how academic leaders leadership practices are perceived by students in a higher education institution in South Africa, and to identify which leadership practices are more impactful in supporting student success. According to Hoadley, Christie and Ward (2009) and Hallinger (2011), leadership practices are indeed aligned to academic performance. Grajfoner (2024) suggests that effective academic leadership is a key contributor to attaining academic excellence. However, Bryman (2007: 14) asserts that “one of the key problems in Higher Education is that not enough is known about exactly what makes an effective leader and what, in turn, may make them ineffective”. The theoretical framework upon which the study is based was developed by Mukan, Hawryluk and Stolyarchuk (2015: 42), who suggest that “leadership is a derivative quality of people collaborating, co-operating and supporting each other. It is characterized by openness and is a dynamic, inclusive, collegial process that occurs in a particular context”. In this research, a quantitative study was conducted using a purposeful sample selected from the target population of students at a higher education institution in South Africa. The final sample included 78 undergraduate students from the selected institution. The analysis undertaken in the study revealed that perceived leadership practices of academic leaders do have an impact on student success and that student success is not based on any one element of leadership practice alone; instead there are various perceived dimensions of leadership practices that play a role in promoting student performance. The findings of the study highlighted three key leadership practices that impact on student success, namely engagement, support and communication.

From awareness to action: unraveling the interplay of employee AI awareness and change leadership in fostering knowledge hiding

PurposeThis paper investigates the mediating role of employee awareness of artificial intelligence (AI) in the relationship between technological turbulence and knowledge hiding, with a focus on the moderating impact of change leadership.Design/methodology/approachThe survey study adopted a quantitative approach to propose and test a model based on predictors of knowledge hidings. The survey approach received 320 respondent firms in the hotel management sector. The structural and measurement model was calculated using SmartPLS.FindingsEmployee AI awareness mediates the relationship between technological turbulence and knowledge hiding. Change leadership significantly moderates this relationship, reducing knowledge hiding by promoting innovative discussions and collaboration. High employee AI awareness can lead to knowledge hiding due to perceived threats to job security, but effective leadership mitigates this by fostering a collaborative environment.Originality/valueThe study highlights the importance of effective leadership in reducing knowledge hiding and emphasizes the need for a collaborative environment where employees view external partnerships as opportunities for learning and acquiring AI knowledge.

Exploring the Contents of Leader Identity Development Across Life Domains

The way an individual self-identifies as a leader (leader identity) is a critical component of the leader development process (Day and Harrison, 2007). Since this recognition, the field has experienced increased attention (Epitropaki et al., 2017). In this way, the development of a leader identity naturally becomes a topic of importance given that organizations are interested in more effective leaders, considering the 60 billion dollars spent on leadership development programs by global organizations every year (Future Market Insights, 2024). However, despite some recent advances in understanding leader identity development, the discussion is often limited to a single life domain, most commonly work (Lanka et al., 2020) when leadership is understood to transcend a formal role or context (DeRue, Ashford and Cotton, 2009). The present investigation draws on theory of leader development across life domains (Hammond, Clapp-Smith and Palanski, 2017) to explore factors that promote and hamper self-identification as a leader. Through a thematic analysis (Braun and Clarke, 2006), 25 in-depth interviews focused on three different life arenas revealed four factors promoting leader identity development: being conceded responsibility, taking initiative, having an expanded understanding of leadership, and having a sense of purpose. Additionally, two factors served as obstacles: a feeling of incapacity, and self-focus. Implications for practice and theory are discussed. Specifically, the section distinguishes between internally- and externally-driven leader identity, how leader identity can be developed before and during the course of a research interview, and the role of purpose. On the obstacles side, the findings are firstly linked to the impact of leadership stereotypes (Epitropaki and Martin, 2004). Also, foundational works such as social identity theory (Tajfel and Turner, 1986) and job demands-resources theory (Bakker, Demerouti and Sanz-Vergel, 2014) are incorporated in terms of how they may justify obstruction of positive change in leader identity.

Assessing the Effect of Transactional Leadership and Empowerment on Nursing Staff's Satisfaction: A Cross-Sectional Study.

The present study aimed to explore the impact of transactional leadership and psychological empowerment on Greek nurses' job satisfaction. Α cross-sectional study was conducted in five Greek public general hospitals between January 1 and March 30, 2022. Participants were 608 nurses. The study was conducted using a self-administered questionnaire that included: a) demographic and occupational characteristics, b) the Multifactor Leadership Questionnaire (MLQ), c) the Psychological Empowerment Instrument (PEI), and d) the Kuopio University Hospital Job Satisfaction Scale (KUHJSS). Mean scores indicated positive perceptions of transactional leadership (3.55 ± 0.72), high levels of empowerment (3.94 ± 0.49), and job satisfaction (leadership 3.92 ± 1.07, working environment 3.34 ± 0.78, motivating factors 4.11 ± 0.89, and team spirit 4.08 ± 0.37). Younger nurses with secondary education exhibited higher satisfaction. Multiple regression analyses identified nurses' level of education, transactional leadership, and psychological empowerment as main predictors of leadership satisfaction (F=4.343, p=.002, R2 =.28, adjusted R2 =.22). Younger nurses with higher empowerment levels and positive attitudes toward transactional leadership reported greater satisfaction from motivating factors (F=6.925, p=.000, R2 =.44, adjusted R2 =.38). The results of the study showed that nurses' satisfaction from work is mainly derived from leadership, despite the potent effect of psychological empowerment.

Determinants of Employee Innovative Work Behavior

The objective of this study is to examine the direct and indirect effects of resilience, transformational leadership, competence, and religious attitudes on innovative work behavior. The data were collected using a questionnaire. The population in this study was 1491 employees. A total of 579 employees participated were subjected to statistical analysis using Partial Least Square-Structural Equation Modeling (PLS-SEM). The findings indicate that the resilience, transformational leadership, and competence have a direct effect on the innovative work behaviour. Similarly, the competence and transformational leadership are also found to have a direct effect on the resilience. However, the religious attitudes have no direct effect on either transformational leadership or resilience. Further, the resilience plays a mediating role in the indirect effect of competence and transformational leadership on the innovative work behavior. In contrast, the resilience fails to mediate the indirect effect between religious attitudes and innovative work behavior. These empirical findings highlight the significant influence of determinants of innovative work behavior.

The Impact of Entrepreneurial Leadership, Business Environment, Digital Literacy, and Religiosity on Msme Performance: The Mediating Role of Innovative Behavior in Pekanbaru

This study examines the influence of entrepreneurial leadership, business environment, digital literacy, and religiosity on the performance of micro, small, and medium enterprises (MSMEs) in Pekanbaru, with innovative behavior as a mediating variable. Using a sample of 300 MSME entrepreneurs and analyzed through Partial Least Squares (PLS) Structural Equation Modeling (SEM), the research finds significant direct effects of entrepreneurial leadership (β = -0.204, p = 0.047), business environment (β = 0.225, p = 0.007), digital literacy (β = 0.139, p = 0.022), and religiosity (β = 0.271, p = 0.011) on business performance. The mediating role of innovative behavior is only significant in the relationship between religiosity and business performance (β = 0.162, p = 0.012). The findings emphasize the critical role of religiosity and innovative behavior in improving MSME performance. This research contributes to the growing literature on MSMEs by demonstrating how leadership, environment, digital skills, and religiosity shape performance outcomes.

TRANSFORMATIVE ADAPTIVE LEADERSHIP IN THE DIGITAL AGE: A SYSTEMATIC REVIEW OF EMERGING PARADIGMS AND SOCIO-ECONOMIC IMPLICATIONS FOR ORGANIZATIONAL RESILIENCE

This paper explores the evolving nature of leadership amidst rapid technological advancements and socio-economic shifts. It highlights the limitations of traditional leadership models in addressing complex challenges posed by digital transformation and global disruptions. The study synthesizes research on the intersection of transformational and adaptive leadership, emphasizing the need for an integrated approach. Findings suggest that leaders who combine transformational vision with adaptive strategies can better navigate technological changes, foster innovation, and enhance organizational resilience. This systematic review also outlines significant challenges, such as balancing technological integration and human factors, and offers insights into effective leadership practices in the digital era.

Strategies for Enhancing Employee Morale in the Workplace: A Comprehensive Approach

This article examined staff morale and its improvement methods. According to recent research, boosting staff morale boosts productivity, retention, and business culture. Employee rewards, open communication, and real-time feedback were crucial short-term and long-term initiatives. Objectives included career advancement, professional growth, flexible work arrangements, and an inclusive workplace. Many companies struggle to match short-term decisions with long-term objectives and tailor morale-boosting programmes to various employee demands. Morale-boosting approaches were evaluated. The research offered real suggestions for improving staff morale. According to the research study, a friendly workplace, recognition, work-life balance, professional development, diversity and inclusion, and effective leadership boost employee morale. Leadership and targeted recognition programmes were crucial to boosting morale, as these characteristics demonstrated. Organisations encouraged friendly work cultures, individual recognition, work-life balance, professional growth, diversity, and inclusion. These methods boosted morale, productivity, and company culture. Keywords: Employee morale, Organizational success, Productivity, Employee retention, Business Culture.

The Effect of Transformational Leadership, Organizational Culture, and Work-Life Balance on Employee Performance of Regional Financial Agency of Karanganyar Regency Mediated by Organizational Commitment

study aims to measure how much influence can be caused by transformational leadership, organizational culture, and work-life balance on employee performance mediated by organizational commitment. The study was conducted using a purposive sampling method distributed to employees of the regional finance agency of karanganyar regency with a total of 90 respondents, the data obtained were then analyzed using partial least square with smartpls and then found that transformational leadership does not significantly impact either employee performance or organizational commitment, nor does it significantly impact employee performance when mediated by organizational commitment. Organizational culture, however, positively and significantly impacts both employee performance and organizational commitment, and also significantly impacts employee performance when mediated by organizational commitment. While work-life balance positively impacts both employee performance and organizational commitment, it is not significant for employee performance alone or when mediated by organizational commitment. Organizational commitment itself has a positive and significant effect on employee performance.