Effective Leadership Behaviors Research Articles

Leading Volunteers Effectively: Development and Preliminary Validation of the Volunteer Leader Behavior Scale

Volunteers are integral to civic and social life, and leadership is integral to keeping volunteers satisfied and committed. However, volunteer leadership research is hindered by the dispersion of leadership theories and the absence of a specialized leader behavior assessment tool. To address this, we developed and validated a four-dimensional scale for evaluating the behaviors of leaders of volunteers. Using confirmatory factor analyses, we confirmed a four-factor, hierarchical model in an Australian emergency volunteer sample. Concurrent validity was confirmed in relation to satisfaction with leadership, overall satisfaction with volunteering experience, and affective organizational commitment. Further details of quantitative studies for scale evaluation are provided. This study provides researchers and practitioners with a valid and reliable instrument to assess different aspects of effective leader behaviors within the volunteering context. Implications, limitations, and future research directions are discussed.

Leadership training and development in the age of artificial intelligence

Purpose The purpose of this study is to examine the multifaceted implications of AI on leadership dynamics and organizational practices. By synthesizing insights from behavioral theory, AI analytics, and ethical considerations, the study aims to equip leaders with the requisite knowledge, skills, and mindset to foster adaptive leadership, anticipate change, and cultivate innovation amidst AI-driven disruptions. Design/methodology/approach This article employs a qualitative research approach, integrating literature review and conceptual analysis to explore the intersection of leadership development and Artificial Intelligence (AI). Drawing insights from scholarly articles, theoretical frameworks and practice, the study elucidates the evolving landscape of leadership in the context of AI adoption. Practical action points are derived to guide organizational leaders and educators in navigating AI-induced transformations effectively. Findings The integration of AI into leadership dynamics necessitates a paradigm shift in leadership paradigms, emphasizing the fusion of technical proficiency with emotional intelligence. Behavioral theory coupled with AI analytics offers valuable insights into effective leadership behaviors, facilitating the design of tailored leadership development programs. Proactive leadership strategies, ethical considerations, and talent management emerge as pivotal factors in navigating AI-induced transformations and fostering organizational resilience. Originality/value This article contributes to the literature by synthesizing diverse perspectives on AI leadership and offering practical action points for organizational leaders and educators. By highlighting the integration of behavioral theory, AI analytics, and ethical considerations, the study underscores the importance of interdisciplinary approaches in leadership research and education. The insights derived from this study inform organizational practices, curriculum development in higher education, and future research agendas, fostering ethical AI adoption and cultivating adaptive leadership cultures in the age of Artificial Intelligence.

Insights into leadership practices in South African Higher Education

Orientation: The complexity of higher education highlights leadership’s significance. Effective leadership ensures quality education and institutional survival, with senior academics (specifically, professors and associate professors) greatly influencing reputation and research. Exploring senior academics’ leadership experiences is therefore crucial.Research purpose: This study aimed to explore senior academics’ experiences of leadership behaviours at a South African higher education institution, extracting their experiences of positive and negative behaviours.Motivation for the study: Senior academics play significant roles, with vital teaching, research, and reputation contributions to the quality of the university’s educational service. Despite numerous leadership studies, none have explored senior academics’ experiences in South Africa.Research approach/design and method: In this study, a qualitative descriptive design was employed to investigate the experiences and perspectives of 14 senior academics. The participants were selected using stratified random and snowball sampling techniques.Main findings: Participants experienced positive, effective behaviours and negative, destructive behaviours, highlighting the complexity of leadership experiences through contrasting experiences. Positive, effective leadership behaviours include constructive engagement, compassionate support, psychological safety and enabling growth. Negative, destructive leadership behaviours include poor communication and collaboration, eroding integrity and regard, unresolved issues, depersonalisation and toxic practices.Practical/managerial implications: Understanding experiences and implementing recommendations could incorporate positive leadership behaviours into competency frameworks for human resources practices. Awareness of the leadership ethos dichotomy can potentially establish a unique and characteristic leadership culture.Contribution/value-add: This study provides senior academics’ leadership behaviour perspectives and produces lists of positive and negative leadership practices.

Effective Principal Leadership Behaviors That Enhance Teacher Collective Efficacy

This qualitative case study explored teachers’ perceptions regarding the impact of principal leadership behaviors that helped to enhance teacher collective efficacy (TCE). Through analysis of focus group and individual, in-depth interviews, four leadership behaviors supporting enhanced TCE emerged: (1) relationship building, (2) trust, (3) collaboration, and (4) empowerment. The findings suggest that site and district leaders should focus on these four leadership behaviors to enhance TCE.

Effect of Leadership Behaviors and Job Satisfaction on Organizational Citizenship Behavior of Private Commercial Banks in Bangladesh: A Conceptual Framework

Effect of Leadership Behaviors and Job Satisfaction on Organizational Citizenship Behavior of Private Commercial Banks in Bangladesh: A Conceptual Framework

Leadership Behaviour Association with Human Resource Management Practice in Selected Ethiopian Sport Federations

Leadership behavior and human resource management practices (HRMP) in sport organizations is crucial for organizational success. Effective leadership behavior can positively influence human resource management practices, while these practices can also impact leadership behavior. By understanding and leveraging this relationship, sport organizations can create a positive work environment, enhance employee performance, and achieve their organizational goals. To objective of the study was to find the association between Leadership Behaviour and HRMP of selected Ethiopian Sport Federations. In this study, the sequential explanatory research design was used. a sample size of 95 respondents (n = 95) from Ethiopian Football Federation and Ethiopian Athletics Federation was selected using stratified sampling technique. The variable of the study was leadership behaviour and HRMP. In addition to this, standardized questionnaires, document analysis, focus group discussions and semi-structured interviews were used to collect the data. Quantitative data was analysed using Spearman correlation coefficient while qualitative data were transcribed and interpreted. The result of the study shows that there was significant association between leadership behaviour and HRMP, r = 0.41, p = .001. The study concluded that Ethiopian selected federation leadership behavior has contribution for effectiveness HRMP. However, utilizing modern technology, robust monitoring and evaluation mechanism, adequate guidelines, standards and manuals, employee knowledge, skills and attitudes, physical facilities, financial capacities and satisfaction athletes, coaches, officials and stakeholders were not up to the required level.

GEORGIAN MANAGEMENT STYLE AND THE RESEARCH OF FACTORS AFFECTING THE BEHAVIOUR OF SUBORDINATES IN THE MINISTRIES OF ECONOMIC PROFILE

The behaviour of a leader has a significant impact on the actions and feelings of employees. Many European university researchers have recently focused on the impact of effective leadership behaviour on the behaviour of subordinates. Positive behaviour of the leader toward his subordinate creates a sense of belonging to the organization, which reduces the outflow of employees from the organization and improves support for the leader. Leader's behaviour was studied within our research. The object of the research was the Ministries of Economic Profile of Georgia. The purpose of this article is to analyze the influence of the leader's behaviour in terms of gender on such issues as the respondent's perception of himself as a valuable member at work, support for the respondent's career development, motivation of employees to perform the work, effort invested by the respondent at work, and desire to change the leader. Furthermore, the study aimed to investigate the impact of financial benefits on employee satisfaction and motivation. In total, 821 respondents participated in the study. The SPSS software package was used to analyze the obtained data. In such countries as Georgia, there is a stereotypical attitude towards women. Sometimes, the mentioned factor is also reflected in the leader's behaviour. As a result, women have to overcome a variety of challenges, frequently face the glass ceiling phenomenon, and have to break stereotypes. In some cases, as a result of research, it is clear that not only women but also men show a negative attitude toward the leader's behaviour, which indicates the shortcomings of the current management style. Five hypotheses were formulated during the research process, and based on their analysis, we developed recommendations that we believe to be an effective way to solve multiple challenges.

Augmenting Effect of Inclusive and Ambidextrous Leadership on Public University Academic Staffs’ Innovative Performance: The Mediating Role of Innovative Work Behavior

This study aims to address a gap in research by examining the relationship between leadership styles, innovative work behavior, and innovative performance among academic staff at public universities. Specifically, the study seeks to identify the extent to which inclusive and ambidextrous leadership styles can facilitate innovative performance, examine whether innovative work behavior enhances innovative performance, and discover whether innovative work behavior mediates the relationship between inclusive and ambidextrous leadership styles and innovative performance among academic staff at public universities. A critical survey was conducted using a questionnaire among academic staff at two public universities located on the east coast of Peninsular Malaysia, generating 300 responses. The study used SPSS 27.0 and SEM with AMOS 24.0 to analyze the results. The findings of this study show that inclusive and ambidextrous leadership are positively associated with innovative work behavior. The study also found that innovative work behavior facilitates innovative performance. The study highlights the mediating effect of innovative work behavior on the relationship between leadership styles and academic staff’s innovative performance, offering important insights into how public universities can improve their academic staff’s innovative performance through effective leadership and work behavior strategies.

Trapped by family or compensated from work? The influence of daily negative family events on daily effective leadership behaviors

Trapped by family or compensated from work? The influence of daily negative family events on daily effective leadership behaviors

Leading Through Uncertainty: Transformational Leadership and Cultural Resonance in Vietnamese Higher Education Post-COVID-19

<p style="text-align: justify;">This study delves into the role of leadership in addressing disparities in higher education arising from the post-COVID-19 era, as experienced by Vietnamese lecturers. Drawing on qualitative data obtained through semi-structured interviews with 15 university lecturers across diverse regions and institutions in Vietnam, the research aimed to capture the essence of effective leadership behaviors during this unprecedented crisis. The study is underpinned by the Transformational Leadership Theory and Sociocultural Theory. Findings underscore the significance of visionary and inspirational leadership, emphasizing a clear direction amidst adversities. The importance of empathetic and supportive leadership, active faculty engagement, flexibility, commitment to capacity-building, and transparent communication emerged as paramount. Viewed through the theoretical frameworks, the results elucidate how leadership strategies resonated with both universal leadership principles and culturally specific Vietnamese values. The implications drawn highlight the need for adaptive and culturally attuned leadership in crisis scenarios, especially in academic settings. Though the study offers a profound understanding of leadership in a post-pandemic Vietnamese educational context, it also recommends expanded, diverse, and cross-cultural investigations to provide a more holistic perspective in future research endeavors.</p>

Effects of leader behaviors on extra-role proactive service: The role of cultural tightness-looseness

The pertinent literature presents no evidence of the simultaneous effects of leader task-, relations-, or change-oriented behaviors on employee proactivity and extra-role customer service. Nor does it of cultural tightness-looseness as a moderator of the effect of proactivity on extra-role customer service. We propose and test the mediating impact of proactivity in the association between three types of leadership behaviors and extra-role service. We also test cultural tightness-looseness as a moderator of the impact of proactivity on extra-role service. Data obtained from hotel frontline employees in Spain were utilized to gauge the proposed relationships via the partial least squares structural equation modeling. Our findings reveal that proactivity mediates the influences of leader task- and relations-oriented behaviors on extra-role service. We have verified that cultural tightness-looseness strengthens the link between proactivity and extra-role service. The paper subsequently discusses the implications for theory and practice.

Measuring behaviors counterfactually

More and more scholars are expressing doubt about whether questionnaire-based and other human-rater-based forms of behavior measurement are trustworthy, even though many of these measures meet psychometric best practice standards. I identify a lack of behavioral counterfactuals as common yet avoidable underlying problem and the existence of behavioral counterfactuals as an overlooked validity criterion. When behavioral counterfactuals exist, variation in item responses indicates variation in the presence, magnitude, or temporal unfolding of behaviors. By contrast, responses to non-counterfactual items and measures represent an indefinite mix of behavioral variation and variation in raters’ evaluation of the social significance of behaviors. I offer a typology of behaviorally non-counterfactual item formulations and conduct a large-scale review that identifies non-counterfactual item formulations as a severe and widespread problem that has intensified in recent decades. Such non-counterfactual measurement undermines the correctness of research findings and the clarity of action recommendations for managers. Using the stylized example of helpful and harmful leadership, I illustrate how non-counterfactual measures can gain erroneous empirical support and provide flawed as well as opaque “information” about effective leadership behavior. To reinvigorate research, I provide recommendations for ensuring behavioral counterfactuals, for example, through better questionnaires and coding schemes, experimentation, and technology-based measurement.

Inclusive leadership and team climate: the role of team power distance and trust in leadership

PurposeThe purpose of this paper is to investigate the effect of inclusive leadership on team climate. Drawing on the social exchange theory (SET), this study proposes a theoretical model in which (1) inclusive leadership enhances team climate, (2) the moderating effect of team power distance and trust in leadership in the relationship between inclusive leadership and team climate.Design/methodology/approachA quantitative research method was applied, with a survey of 247 Nigerian employees nested in 59 teams in multiple small manufacturing firms across diverse industries widely distributed into textile, furniture, bakery and palm oil production firms. The partial least square structural equation modelling was used to test the study's proposed hypotheses.FindingsThe results revealed that inclusive leadership has a positive and direct effect on team climate. Also, this study found that (1) team power distance positively influences the relationship between inclusive leadership and team climate; and (2) trust in leadership positively influences the relationship between inclusive leadership and team climate.Research limitations/implicationsThis study affirms the explanatory power of SET to investigate inclusive leadership and team climate at the team level. Also, the study utilised the SET to confirm the significance and value of team power distance and trust in leadership in the relationship between inclusive leadership and team climate at the team level in the Nigerian context.Practical implicationsThe paper examined the relationship between inclusive leadership and team climate with team power distance and trust in leadership as moderators. The findings suggest that inclusive leadership play a paramount role in understanding team climate among small manufacturing firms. Moreover, the findings can be applied in organisations by creating different assessment mechanisms, e.g. webinars and training sessions, to encourage effective inclusive leadership behaviours in fostering a team climate for creativity and innovation.Originality/valueThe main contribution of this current research to knowledge is on the examination of the distinctive leadership style that influences team climate. The study indicates that when team members are allowed to fully contribute to the team, inclusion is promoted among group members, and trust in leadership is strengthened, which increases their perception of team climate within organisations.

The Fostering Success: Investigating Knowledge Sharing, Leadership, Work Behavior and Performance

This study examines the relationships between knowledge sharing, effective leadership, work behavior, and performance in Sekretariat Daerah Denpasar. The aim is to investigate how knowledge sharing and effective leadership influence performance, mediated by work behavior. Data was collected from 83 respondents through questionnaires, and multiple linear regression and path analysis were used for analysis. The results demonstrate significant and positive effects of knowledge sharing and effective leadership on work behavior within Sekretariat Daerah Denpasar. This emphasizes the importance of promoting a culture of knowledge sharing and developing effective leadership behaviors to enhance employee work behaviors. Furthermore, the study reveals significant and positive impacts of knowledge sharing, effective leadership, and work behavior on performance, highlighting their role in driving organizational success. Importantly, work behavior is identified as a mediating variable in the relationships between knowledge sharing, effective leadership, and performance. Positive work behaviors, including collaboration, communication, and adaptability, mediate the influence of knowledge sharing and effective leadership on performance outcomes. These findings underscore the significance of fostering positive work behaviors and creating a supportive work environment. The practical implications suggest that Sekretariat Daerah Denpasar should prioritize initiatives that enhance knowledge sharing practices, develop effective leadership skills, and foster positive work behaviors. By investing in these areas, the organization can improve employee engagement, collaboration, and productivity, ultimately leading to enhanced performance outcomes.

Personality Traits and Leadership Effectiveness. A Mini Review

The analysis of the relationship between personality traits and leadership effectiveness has been a central area of investigation within organizational psychology for an extended period. This review aims to examine the impact of fundamental personality traits on leadership effectiveness. Based on empirical findings derived from the Five-Factor Model (FFM), it has been observed that specific personality traits, namely conscientiousness and emotional stability, exhibit consistent associations with effective leadership behaviors. Conscientious leaders exhibit traits such as organization, diligence, and responsibility, which in turn contribute to enhanced decision-making capabilities and the successful execution of projects. Emotional stability enables leaders to effectively manage and navigate the various stressors encountered in the workplace, demonstrating composure and a clear understanding of the situation. Openness to experience, a personality trait identified in the Five-Factor Model (FFM), has the potential to facilitate innovative thinking and adaptability, both of which are crucial for effectively navigating the dynamic challenges of the business environment. Nevertheless, it is widely agreed upon that these characteristics hold significant value. Nonetheless, the ideal equilibrium of these traits differs depending on the specific circumstances, sectors, and societal norms. There is also evidence from research suggesting that situational factors and individual experiences may moderate the influence of personality. In summary, personality traits are a fundamental framework for assessing leadership potential. However, it is essential to recognize that the expression and influence of these traits are complex and varied, thus necessitating a comprehensive approach to cultivating leadership skills. This systematic review aims to compile a comprehensive body of evidence spanning thirteen years, focusing on the impact of personality traits on leadership performance. The study examines various personality traits, including extroversion, approachability, receptivity to new experiences, neuroticism, conscientiousness, narcissism, honesty-humility, approach to risk, and tolerance of ambiguity. A significant positive correlation was observed between effectiveness and all traits mentioned above except neuroticism and, in certain instances, narcissism. The results of our study can serve as a basis for future investigations in this field.

Introverted and yet effective? A faceted approach to the relationship between leadership and extraversion.

Extraversion and its facets of assertiveness and sociability were identified as stable predictors for leader emergence and effectiveness. However, recent research suggested that extraversion may lie in the eyes of the beholder; it might not be the leader's possession but their followers' attribution of the trait that shapes these criteria of leader success. In our study, we reverse-engineered this relationship and assessed the effects of effective leadership behaviors on personality perceptions. More specifically, we created scenarios of a leader responding to coordination challenges with passive-avoidant, transactional, or transformational leadership behaviors. We presented 204 participants with these scenarios and assessed how extraverted, assertive, and sociable they perceived the leader to be. Interestingly, and not fully meeting our expectations, ascriptions of extraversion and its facets of assertiveness and sociability did not directly relate to the effectiveness of the behaviors, as the moderately effective transactional leadership style garnered the highest ascriptions of extraversion and its facets. Further, ascriptions of extraversion to the transformational behavior of intellectual stimulation were remarkably low, matched only by the laissez-faire dimension of the passive-avoidant leadership style. We integrate and contrast these unexpected but explainable findings with current research, discuss potential associations between introversion and empowering leadership practices and provide suggestions for future discourse, illustrating the potential of investigating the presence of an introverted leadership advantage in the workplace of tomorrow.

“You Can’t Pour From An Empty Cup”: A Qualitative Exploration of Formal and Informal Social Support as Experienced by Frontline Nurse Leaders

Effective leadership behaviors of nurse managers shape the quality of patient care, foster a positive work environment, and drive the overall health care organizational success. Evidence suggests that leadership behaviors of nurse managers are a function of personal and social factors; however, a better understanding of this process is needed. Based upon interviews with 10 nurse leaders, this qualitative descriptive multisite study examined how nurse managers experience formal and informal social support. Results suggest that nurse managers perceive social support as essential to their ability to exhibit effective leadership behaviors. Findings from this study call organizations to establish interventions that facilitate the provision of support for nurse managers both in the workplace and at home.

School Heads’ Instructional Leadership Behavior and Teachers’ Work Engagement in Public Elementary Schools

This study focused in finding out the school head’s instructional leadership behavior and its impact to teacher’s work engagement as perceived by the teachers. Public Elementary School teachers of Tiaong II District, Division of Quezon were chosen as the respondents of the study. The adapted and modified survey questionnaire by Philip Hallinger was utilized to measure the instructional behavior of the school heads and Schaufeli and Bakker (2003), the Utretch Work Engagement Scale (UWES) was used to measure the Teachers Work Engagement in terms of Vigor, Dedication and Absorption using the Likert Scaling of 1-5. The result of the variables showed that there is a significant relationship between the Instructional Leadership Behavior and Teacher’s Work Engagement in terms of (Vigor, Dedication and Absorption). However, the results implied that school leaders with instructional leadership style manifest behavior that is expected by the teachers and make them work with energy, enthusiasm, commitment and dedication at work. Despite of this result, as for the recommendations, school heads may continue lead their teachers and do what is best for teachers and student’s welfare. Also, teachers may continue showing enthusiasm, dedication and full of commitment with their work, duties and responsibilities for their student’s development. School heads may also adopt the effective instructional leadership style and behavior to keep the teachers inspired, motivated, work with energy and dedicated with their work. However, school heads may lessen the extra-curricular and other activities and programs in the school for the teachers to continue work with energy, dedication and commitment.

Nurses' perceptions of the influence of leadership behaviours and organisational culture on patient safety incident reporting practices.

Patient safety is a priority for all healthcare organisations. Enhancing patient safety incident reporting practices requires effective leadership behaviours at all levels in healthcare organisations. To explore nurses' perceptions of the influence of nurse managers' leadership behaviours and organisational culture on patient safety incident reporting practices. A descriptive, cross-sectional, correlational design was adopted with a convenience sample of 325 nurses from 15 Jordanian hospitals. Respondents had positive perceptions of their nurse managers' leadership behaviours and organisational culture. There was a significant positive relationship between leadership behaviours and organisational culture (r=0.423, P<0.001) and between leadership behaviours and actual incident-reporting practices (r=0.131, P<0.001). Additionally, there was a significant positive relationship between organisational culture and incident-reporting practices (r=0.250, P<0.001). Healthcare organisations must develop leaders who will foster a supportive and just culture that will enhance nurses' practice with regards to reporting patient safety incidents.

Team Success: A Mixed Methods Approach to Evaluating Virtual Team Leadership Behaviors

The virtuality of organizational teams have gained interest and popularity in recent years, and have become more prevalent amidst the COVID-19 pandemic. Organizational productivity and team relationship-building may suffer certain pitfalls in virtual communication and support without the understanding of the dynamics of short-term, project-based virtual teams. The manuscript aimed to expand what is currently known about short-term virtual team dynamics related to types of effective leadership behaviors. The present study employed a mixed method approach to understanding the dynamics of these teams at both the individual and team level. Small teams were formed and instructed to collaborate on a virtual survival task. Team-related outcomes were measured at the individual level, such as team coordination, team support, and team success. Additionally, distinct latent profiles of leadership behaviors were developed and analyzed at the team level. Team support, more so than team coordination, significantly predicted team success at the individual level, with instrumental support having the strongest effect. Distinct leadership behaviors emerged in teams and were classified through a latent profile analysis, but none of the profiles were significantly related to team performance scores. Demonstrating instrumental support in short-term virtual teams may improve team success. It is important to understand that distinct leadership behaviors exist and future research should explore the impact of these leadership behaviors on other team-related outcomes.