Effective Organizational Leadership Research Articles

The Mediation Effect of Effective Leadership Behavior on the Relationship between Leadership Self-Efficacy and Managerial Job Performance

Background: The study on leadership and what makes it effective can never be over emphasized, it was observed that since the beginning of the 19th century, there was proliferation of research studies on the leadership phenomenon aimed at enhancing the ability to predict effective leadership in organizations
 Aims: - This study attempts to examine the relationship between leadership self-efficacy and managerial job performance and whether effective leadership behavior mediates the relationship.
 Methods: Quantitative data using questionnaire was collected among the branch managers of the banks.
 Results: The result shows that LSE influences the managerial performance. The result shows that hypothesis H1 is hereby supported. The result of the mediation test shows that LSE is significantly related to managerial job performance. Hierarchical regression analysis was conducted using the Baron and Kenny (1986) method (four steps of mediation analysis). And the result shows partial mediation had occurred.
 Conclusions: The findings of this study on the relationship between LSE and managerial job performance are in concord with previous studies. Further, future studies should consider the other dimensions of interest.

Impact of Tracking Trends in Patients’ Hospital Experiences

Background: Capturing patients’ experiences of care and using the results to improve service quality is one of the key approaches to building person-centered care in healthcare organizations. Studies have suggested that systematic gathering of patients’ feedback through surveys may lead to improvements in care experiences across health systems and within organizations. While trends in patient experience have been considered at the national level, there is little evidence of systematic analyses of long-term trends at the local or organizational level.Objective: The purpose of this study was to determine whether an upward trend in patients’ reported positive experiences could be established in organizations that have a long history of surveying their patients.Methods: The study was a 12-year (2004-2015) trend analysis of overall experience scores reported by patients in three English hospital trusts: Oxford University Hospitals, University College London Hospitals and Central Manchester University Hospitals.Results: The analysis could not establish an upward trend in patients’ overall reported experiences of care over the 12 years. Whereas scores for both Oxford University and University College London Hospital Trusts were non-linear and more erratic, scores for Central Manchester University Hospitals Trust showed a downward trend, with no statistically significant year-on-year changes in scores.Discussion: The observation is consistent with the suggestion that healthcare organizations may not be fully using patient experience data to inform quality improvement. The present study also contrasts national level longitudinal studies, which have shown small improvements in patient reported experiences of care.Conclusion: More policy-level actions and effective organizational leadership are required for the goal of promoting person-centered care through care experiences to be fully realized.

Leader-member exchange and organizational citizenship behavior in hospitality industry: a study on effect of gender

The relationship between leaders and followers regarding their gender is an important research issue in recent decades. Also the importance of effective leadership in hospitality organizations has been stressed widely in literature. This issue has drawn the attention of researchers towards the field of management, especially in women’s studies. Generally, various studies have shown that the leader–follower behavior based on gender-oriented variables, play an important role in fulfilling an organization’s objectives in hospitality organizations. This study was based on a preliminary sample, consisting of the members of public (government-owned) hospitality organizations. In emphasizing the moderating role of the gender variable, this study presumes these facts and examines the relation between the organizational citizenship behavior (OCB) and the leader-member exchange (LMX) in hospitality organizations. The results obtained indicate that the LMX and gender have a significant and positive effect on OCBs. However, the findings also indicate that gender plays no moderating role in the relationship between OCB and LMX in hospitality organizations.

Effective Organizational Leadership in the Implementation of Integrated Care; Lessons from 9 cases in the iCoach Project

Introduction: Policy makers in many countries are encouraging the development of integrated care strategies and the development of new models of integrated care. These new models require changes at a clinical or service level, organizational level and system level with strong leadership necessary at all three levels. Despite the key role of leadership in these efforts, there has been only limited study of what organizational leadership approach is successful in different contexts for integrated care. Theory/Methods: This paper analyses the organizational leadership behaviors and strategies in the iCOACH project (Integrated Care for Older Adults with Complex Health Needs) for 9 integrated care projects in 3 jurisdictions: New Zealand, and the Canadian provinces of Ontario and Quebec. Data are derived from interviews with leaders, policy makers and providers in these cases. We draw on institutional logics and institutional entrepreneurship theories to explore how leaders engaged external stakeholders and developed strategies to optimize the effectiveness of integrated care within and between their organizations in these different contexts. Results: There are concerted efforts to develop integrated care models of community based primary health care in all three jurisdictions. However, the policy environments vary in the latitude and resources provided to organizational leaders to develop organizational forms and networks. In Ontario and New Zealand there have been considerable variations in the nature of integrated care organizations and networks, while in Quebec the government has mandated new organizational forms and specified their relationships with other providers. Preliminary analysis of our data suggests that institutional entrepreneurship takes different forms in response to these environments, and other policy issues, such as the development of health care resources for Maori have also influenced the support and direction of integrated care. There is also variation in the entrepreneurial styles within and across these organizations, balancing the need for external stakeholder management and developing local capability for more integrated care based on the vision for the organization. Discussion: Leadership is a critical resource in the development of new organizational forms and in carrying out the negotiations needed to garner the resources and legitimacy necessary for effective organizations. However, leadership strategies can vary in different contexts, and the types of institutional entrepreneurship necessary for building these organizations varies as well. Conclusions: Understanding successful leadership strategies and entrepreneurial behaviors in different contexts helps to illuminate the similarities and differences across different policy and organizational environments. Lessons learned: While leadership is essential for integrated care, there is no single model that has been successful across the contexts we have studied. Limitations: The analysis of the data described here is still underway. Our data is derived from cases in three jurisdictions and these are likely not fully representative of the range of policy and organizational environments. Suggestions for future research: Further research on the leadership strategies that are successful in different environments is needed to confirm and extend the analysis from the 9 cases we have studied.

Task and Relationship Orientations of Ugandans and Americans

Uganda is emerging as a significant political and economic force on the African continent, but this landlocked nation remains largely a mystery within the international community. The study seeks to build a better understanding of Uganda by comparing the task and relationship orientations of Ugandans and Americans. The Style Questionnaire was used to gather responses from 139 Ugandan and 484 American workers. The findings show that Ugandan workers are not only more relationship oriented than Americans, but their task orientation scores are also higher. The findings also show that Ugandan women are more task oriented than Ugandan men. Awareness of these differences will help international managers assigned to Uganda as well as Ugandan managers adjust their behavior to provide more effective organizational leadership. Key words: Uganda; task orientation; relationship orientation; gender; African culture

Effectiveness of Women Leaders in Georgian Educational Institutions

There is great interest in educational leadership in the early part of the 21stcentury. Because there is a general belief that the quality of leadership makes a main difference to any educational institution and student outcomes” (Bush, 2008:391).Even though women are lauded for having the right combination of skills for leadership which yield outstanding effectiveness, there appears to be a widespread belief that women often come in second to men when competing for upper level leadership positions (Eagly, 2007).The Government of Georgia and civil society organizations have a history of making efforts to promote gender equality in the country. In Georgia the achievement of gender equality was the main problem. However, from 2013 there have been many positive changes in Georgian legislative and civil society’s action. Georgian society strongly tends to promote gender equality at all levels of social spheres. Great efforts and active participation in the field of human rights changed the attitudes to women empowerment. The article will analyze the biases about women’s effective leadership in Georgian educational organizations, identify female leaders' perception by opposite gender in educational community, and measure the qualifications, leadership styles and effectiveness of women leaders in Georgian educational organizations.

Understanding Modernity, Postmodernity Theories, and Organizational Leadership in Postmodern Times

Leadership in leading and managing organizations is a complex reality that needs to be seriously addressed to be effective and productive in a competitive business world in postmodern times. Best and Kellner (1991) stated: "Modernity was a revolution of meaning grounded in the secure moorings of the dialectic of history, the economy . . . the postmodern world is devoid of meaning; it is a universe of nihilism where theories float in a void, unanchored in any secure harbor" (p. 127). In this light, I seek to highlight what are effective leadership and followership dynamics in postmodern organizations. In doing so, 1) I define and compare modern and postmodern theories; 2) define and explain multicultural education method as both modern and postmodern field of study and an emergent discipline; 3) explain the implications of Hirschhorn's (1997) arguments through the lens of postmodern approach to social science in comparison to Cooper and Burrell's (1988) perspective on leadership and followership dynamics in postmodern organization; and 4) explain multicultural education method as an appropriate leadership and teaching method in postmodern public school institutions.

Performance management i en krisetid

Denne artikel undersøger, om 'performance management'-eller på dansk præstationsledelse— er et effektivt svar på de udfordringer, som organisationer står overfor i krisetider. I tiden efter finanskrisen i september 2008 er det blevet endnu mere relevant for ledere at kunne navigere i en brydningsfyldt krisetid, hvor fast grund under fødderne er svær at finde. I artiklen argumenteres for, at ledelse i en sådan krisetid godt kan drage inspiration fra præstationsledelsesparadigmet og dets fokus på styring, kontrol og læring, men kun hvis lederne formår at integrere og balancere netop styring, kontrol og læring.

How does online social networking help leaders communicate? evidence from the Fortune 500

Effective organizational leadership and human resource management depend upon efficient communication. However, online social networking is revolutionizing the way this occurs. Contrary to traditional forms of media where communication flows in a linear manner, online social networking (OSN) platforms enable individuals to interact with each other, thereby making communication a two‐way process. Networking platforms are dramatically changing the way in which people communicate especially in global organizations that operate in different time zones and countries. This paper explores how OSN influences the internal communication effectiveness of today's leaders and their reports. A significant stream of research states that communication effectiveness is the foundation of modern organizations.Given that a number of these modern organizations have started to use OSN platforms internally as another channel of communication, it is crucial to identify ways in which today's leaders can communicate effectively in an online setting and what organizational features can facilitate use of new technology. The study shows the importance of leader adjustment to an online setting. However it also cautions that a supportive culture is needed, and there are instances where OSN cannot replace direct face‐to‐face communication.

Emotional Intelligence Quotient and Leadership Effectiveness in the Pharmaceutical Industry: A New Template

Emotional Intelligence reflects the ability to feel and understand other people in social situations, to detect the nuances of emotional reactions and to utilize such knowledge to influence others through emotional regulation and control. As a result, it represents a critically important competency for effective leadership and team performance in organizations in the existing crisis era. In this paper, based on the international bibliography, we are trying to develop a Theoretical Communication Model on emotional intelligence and leadership effectiveness so as to be applied in the decision making process for middle and senior managers of the Pharmaceutical Industry.

Effective Commonwealth Leadership in Professional Organizations

The commonwealth managers are those who inspire followers to transcend their own self-interests, and who are capable of having a profound and extraordinary effect on their followers. This paper describes the corporate-wide approach to effective commonwealth leadership at organizations. effective commonwealth leadership, referring to the internal systematic approach of the organization’s leadership and leadership to strive for commonwealth performance excellence, and effective commonwealth policy referring to all those measures through which one creates and strengthens confidence and trust in outsiders, especially customers, towards the organization’s abilities and products. Naturally, effective commonwealth policy is a part of effective commonwealth leadership. The paper reviews the commonwealth strategy implementation, strategic control, commonwealth metrics, commonwealth channels and performance measurement literature to develop a conceptual model and research propositions. The effective commonwealth leadership is a culture-specific leadership style that is prevalent in professional organizations.

Sustainability managers or rogue mid‐managers?

PurposeThis paper aims to look into the motivations of managers to commit their time and energies to look at environmental, social, and ethical issues. In short, this research set out to answer the following research questions: What are the different types of change agents for sustainability, in terms of their existential needs? What are the motivations and frustrations faced by sustainability managers as change agents? and How are the motivations and frustrations of sustainability managers framed by the sources of meaning in their life and work?Design/methodology/approachAs the research is still at an exploratory stage, a qualitative methodology was adopted. This methodology was also appropriate for the purpose of this research, which was focused on studying how meaning emerges and changes in situated organizational settings. The authors were engaged in 27 value‐laden semi‐structured interviews where they were looking to build a close relationship between the researcher and what was studied. The interview process was divided into three phases to ensure the planning and validity of the process.FindingsIt identifies four such categories of sustainability managers, those being Scientist, Messenger, Artist and Storyteller. The findings suggest the key role of expertise, empowerment, values, inspiration, strategic thinking and social contribution as key meaning for these managers. The empirical findings help build on understanding of the different psychological dimensions of corporate sustainability management, and provides a useful tool for developing effective organizational leadership, enhancing recruitment and retention of sustainability talent, and improving individual and team performance for key sustainability growth.Originality/valueThis research has helped to deal application of existential psychology theories to complement corporate sustainability. The findings more or less confirm the usability of major existential psychology theories to find sources of motivations of sustainability managers.

Panchsheela Model of Leadership

In the realm of Indian philosophical speculation, the contribution of Jainism is significant. As we are searching for effective leadership in organizations, we can get insights from Jaina scriptures. One such model of leadership is Panchsheela, which is the fundamental principle of Jainism. ‘Panchsheela’ means five principles or vows which form a practical code of conduct for a leader in an organization. These five principles also known as Panchmahavrata are (a) Satya, (b) Ahimsa, (c) Asteya, (d) Aparigraha and (e) Brahmacharaya. If a leader follows these five principles, it can help him manage his organization in right and fair manner and will lead to its growth and development and eventually bring success to the organization. Therefore, these principles need to be imbibed in organizational culture by formulating policies and procedures based on them. An attempt has been made in this article to discuss managerial implications of these vows along with cases of companies where these principles are observed or transgressed.

Leadership Insights from Jaina text Saman Suttam

Leadership plays a leading role in the success story of any organization. Without leadership an organization may end up in confusion of people and other resources. Failures or lack of leadership can be found near the root of all problems. To be an effective manager, one must have some specific leadership qualities. It is necessary today for managers to understand the insights given in ancient shastras about leadership, as managers are the leaders of the nation. It is their job to manage things. As we are searching for effective leadership in organizations, we can get insights from the Jain scriptures. One of the most important works of Jaina philosophy is the Saman Suttam. It is an orderly and brief compilation of the essential principles of the Jaina philosophy. It offers many insights for new age managers. The values or traits which emerge from the Jaina text can be considered as the real learning for all type of leaders. These serve as fundamental guidelines which could help managers evolve their leadership styles. This type of leadership will help creating a society where the ruinous struggle for power is renounced; where calm and peace prevail from conquest and defeat.

An Investigation of Group Interaction Functioning Stimulated by Transformational Leadership on Employee Intrinsic and Extrinsic Job Satisfaction: An Extension of the Resource-Based Theory Perspective

Resource-based theory (RBT) has long been used to gain a perspective for understanding the relationship between human resource management and the attainment of effective organizational leadership. In this study, we investigate the effect of transformational leadership (TL) on employee intrinsic and extrinsic job satisfaction. In addition, we examine whether mediators in employee group interaction behaviors act as mediators in the TL process. Overall, we attained significant results which were consistent with the RBT predictions but we moved beyond previous RBT studies, offering new findings and insights. It was found that TL has a significant influence on both interaction behaviors and employee job satisfaction, interaction behaviors have a significant influence on satisfaction, and the interaction behaviors act as mediators to enhance the effect of TL on satisfaction. It is suggested that interaction behaviors should be incorporated with TL to increase employee satisfaction because interaction behaviors are highly dependent on TL to support the integration of information, resources, and technology in group goal attainment, which helps to increase satisfaction.

The Levels of Leadership and Transcendent Servant Leadership Development

This paper addresses the challenges associated with defining and conceptualizing leadership amidst the plethora of theoretical constructs and definitions of leadership and proposes a model for developing transcendent servant-leaders. Based on a review of the literature, three categorical levels of leadership are outlined and discussed that describe the motives that drive leaders, their means of influence, and the outcomes they strive to achieve at each level. These levels include everyday leadership, effective organizational leadership, and transcendent servant leadership. Having delineated these leadership levels, a holistic model for leadership development and education that facilitates the transcendence of effective organizational leaders and ensures their sustaining power of influence is outlined and described.

Discerning leadership perceptions of Central Eurasian managers: an exploratory analysis

This exploratory study examined the responses of Central Eurasian corporate, government, and non-governmental organization managers regarding their perceptions of work-related values of effective organizational leadership. The respondents were participants in a 2-week leadership development program held in Istanbul, Turkey. Two inter-related research questions regarding leadership concepts and challenges were explored through content analysis of program intake interview protocols. The participants' pre-program perspectives on what constituted effective organizational leadership were found to be consistent with the GLOBE Project's culturally endorsed leadership dimensions. Moreover, several common patterns of behaviors and challenges were uncovered that could be attributed to particular idiosyncrasies in the socio-political/cultural environment of the region.

Perceptions of effective leadership among Central Eurasian managers: A cultural convergence–divergence examination within a globalization context

Abstract The purpose of this study is to report on a research project that examined the responses of leaders from eight Central Eurasian countries concerning their perceptions of work-related values of effective organizational leaders. The respondents were participants in a two-week leadership development program held in Istanbul, Turkey. Content analysis of interview protocols and SYMLOG assessment methodology were used to explore two inter-related research questions regarding effective leadership concepts. The results yielded a profile of effective leadership for those interested in working in cross-national settings. The results also provided a cursory indication of the extent of trends in the processes of globalization and cultural convergence of Central Eurasian values, norms, and practices toward those of Western cultures regarding how effective leadership in organizations ought to be executed.

Reducing Seclusion & Restraint Use in Mental Health Settings: Core Strategies for Prevention

1. The use of seclusion and restraint (S/R) is traumatizing to consumers and staff, interrupts the therapeutic process, and is not conducive to recovery. 2. Six effective strategies to reduce S/R use have been identified and are low cost, easily replicable, and publicly available. 3. Organizations that wish to reduce S/R use need to embrace a prevention approach, follow the tenets of continuous quality improvement, and develop a reduction plan individualized for that facility. 4. Highly visible, consistent, and effective organizational leadership appears to be the most significant and critical component in any successful S/R reduction initiative.

EMOTIONAL INTELLIGENCE, LEADERSHIP EFFECTIVENESS, AND TEAM OUTCOMES

Emotional intelligence reflects the ability to read and understand others in social contexts, to detect the nuances of emotional reactions, and to utilize such knowledge to influence others through emotional regulation and control. As such, it represents a critically important competency for effective leadership and team performance in organizations today. In this paper, we develop a conceptual model that brings together theory and research on emotional intelligence, leadership, and team process and outcomes. Additionally, we formulate testable propositions, propose directions for future research, and discuss implications for practice.