Effective Leadership Behaviors Research Articles

Physiological arousal variability accompanying relations-oriented behaviors of effective leaders: Triangulating skin conductance, video-based behavior coding and perceived effectiveness

With the aim of extending the healthy physiological variability thesis to Leadership Studies, we examined the hypothesized links among leaders' within-person variability in physiological arousal, their task- and relations-oriented behaviors and their overall effectiveness. During regularly-held staff meetings, wristband skin sensors and video cameras captured synchronized physiological and fine-grained behavioral data of 36 leaders within one organization. Perceived leader effectiveness ratings were obtained from their followers. Multi-level log-linear analyses showed no elevated levels of arousal during the task-oriented behaviors of both the highly effective and the less effective leaders. The highly effective leaders showed a significantly greater likelihood of high levels of physiological arousal during positive and negative relations-oriented behaviors. We thus report a physiological correlate of relations-oriented leader behavior; especially among the most effective leaders, higher levels of arousal co-occurred with their positive and negative relations-oriented behavior in the meetings. Having used two high-resolution methods to advance insights about effective organizational leadership, this field study illuminates the importance of capturing the co-occurrence of within-person variability in leaders' bodily responses and their precisely measured behaviors over time in a functional social setting at work.

Military Leader Behavior Formation for Sustainable Country Security

The continuous improvement of military leadership identity to maintain excellent performance with respect to the promotion of mission success is a highly desired by the Lithuanian Armed Forces. This study seeks to identify the criteria for effective leadership behavior that is appreciated by Lithuanian servicemen. The validated Leader Behavior Description Questionnaire (LBDQ XII) was used to collect data representing followers’ preferences with respect to commander–leader behavior by assessing twelve leadership behavior criteria. Additionally, commander–leaders were chosen as experts to judge the importance of the criteria by pair-wise assessment. Consequently, the Fuzzy Decision Making (FDM) with Fuzzy Decision Making Trial and Evaluation Laboratory (DEMATEL) method based on the new concept of the relationship between the influenced and influencing criteria were employed to analyze the ranking using leadership behavior and to establish the causal relationships among the criteria when the collected data were expressed in trapezoidal fuzzy numbers. This study contributes to military leadership by using a novel approach for identifying and prioritizing the behavior criteria for leaders. The results indicate six “cause” constructs: ability to persuade, taking the lead, result orientation, accurate forecasting, building interpersonal relationships, and cooperation with managers. These findings could assist militaries in designing effective improvement strategies for continuous leadership training.

Emotional intelligence and servant leadership: A meta‐analytic review

AbstractServant leadership is an effective leadership style that focuses on ethics and morality. Emotional intelligence (EI) is also associated with effective leadership and ethical behavior; thus, there has been a surge in studies that assessed the link between EI and servant leadership. Nevertheless, the empirical landscape of this relationship is mixed and fragmented. We undertook a meta‐analysis to clarify this literature and found that (a) EI has a significant positive relationship with servant leadership (ρ̅̂ = .57); (b) the relationship between EI and servant leadership is stronger in studies having a lower percentage of well‐educated subjects, in low power distance cultures, and in high institutional collectivism cultures; and (c) We were unable to find sufficient evidence to support moderating effects of the relationship between EI and servant leadership for gender (male‐dominated and female‐dominated studies), age (between young and old subjects), for self‐report versus follower‐report of servant leadership, and across different scales of servant leadership.

The Effect of Leadership Behavior on Project Success among Kuantan Malaysian Construction Industries

Leadership behaviours in modern industries especially the construction industry have become a crucial factor in determining the success of the construction project. The unsuitable culture can have an impact on the organization itself, based on the project management perspective. As for the construction, it is likely to face different problems such as project failure, over budget, delay in terms of scheduling, ineffective management and dissatisfaction of the clients. These problems above show how challenging the construction project is. There are a few characteristics that shows that the construction industry is different from other industries. This is why understanding the leadership behaviour is crucial because of the differences that will be faced. To address these issues above, this study aims 1) to determine the influence of visioning on project success among Kuantan Malaysian construction industry; and 2) to determine the influence of coaching on project success among Kuantan Malaysian construction industry. The researcher collected data from 107 respondents among construction companies in Kuantan. In this research, the PLS-SEM technique was used to analyze both the measurement and structural models. The result shows that there is a significant positive relationship between leadership behaviour and project success among the construction industry in Pahang, Malaysia. Implications for practice and future research were also discussed.

What she said, what he said: local elected officials' views of effective leadership behaviors

PurposeThis study advances understanding of the behaviors local elected officials believe effective leaders display, whether these behaviors tend to be associated with a particular gender and if beliefs vary by gender.Design/methodology/approachUsing data from focus groups with local elected officials in a US state, participants were asked to identify behaviors of effective elected officials. Focus group demographic data allowed for responses to be matched by the participants' gender.FindingsMen and women local elected officials differ little in their beliefs about what behaviors make leaders effective. The most commonly mentioned behaviors are more likely to be associated with women or are gender-ambiguous.Originality/valueThis study contributes to the leadership literature by examining local elected officials' beliefs about effective leadership behaviors and if these beliefs differ by a respondent's gender.

The Effects of Leadership Behaviors on Organization Agility: A Quantitative Study of 126 U.S.-Based Business Units

Researchers have theorized that the behaviors of organization leaders impact organization agility, which is defined as the ability of an organization to swiftly and successfully change in order to achieve long-term success. The purpose of this study was to determine if leadership behaviors as measured by the MLQ-5X predict organization agility as measured by the Agility Survey (short-form). The research sample included 126 U.S.-based business units within 47 organizations with greater than 1,000 employees. The leadership behaviors found to predict higher levels of organization agility included: (a) exploratory leadership behaviors that support discovering new ways to solve problems and conduct business, (b) latitude leadership behaviors that provide employees with a high degree of freedom and responsibility in achieving work results and resolving issues, (c) visionary leadership behaviors that create a clear organization purpose and mission and define the “why” of the organization’s existence, and (d) reflective leadership behaviors that cause leaders to challenge their own assumptions and create mechanisms for the organization to do so as well. The leadership behaviors related to power and structure predicted lower levels of organization agility.

A study on Ethical leadership perceptions and its impact on teachers commitment in Pakistan

AbstractThe primary objective of this research article is to study the concept of ethical leadership by determining the perceptions of school teachers regarding ethical leadership behaviors of the school leaders and establishing its relation with teacher’s commitment. In addition, this study tests the validity of ELQ survey instrument in educational sector of Pakistan. The research has collected data from a random sample of schools in the two largest districts of Punjab in Pakistan. The empirical study is based on primary data collected from 320 teachers and the results of this study reveal that the teachers perceived their leaders to be moderately ethical and a significant positive relationship existed between the two. Also, age and gender of employees did not affect the ethical leadership behaviors, however seniority of the employee had an impact on the ethical leadership behavior perceptions. Also, Ethical leadership was also found to positively impact on the two out of four dimensions of the teacher commitment, which are commitment to teaching and commitment to profession. This study adds contribution to theory by investigating the relationship between ethical leadership behaviors and the organizational commitment by conceptualizing it as teacher commitment. The practical implication of this study is that effective ethical leadership behavior that drives employee commitment need to be fostered in organizations to drive efficient performance.

THE LEADERSHIP AND THE EFFECTS OF CHARISMATIC LEADERSHIP TRAITS ON CRISIS MANAGEMENT

In today's globalizing world where there are no borders, countries can face much more crisis. Any business in any other part of the world can face a financial crisis because of an event happening anywhere in the world. The crisis management skills of business leaders are of great importance for the business to exit the crisis successfully or by preserving its existence. Business leaders must certainly have crisis management skills. The leader must manage the crisis before the situation turns into a management problem. Undisputed, we need management skills the most when faced with a crisis. Because the crisis is a symbol of an emergency. crises that threaten the goals and continuity of businesses are perceived negatively are a test in the lives of businesses. During crisis times, effective leadership can help to come out of the crisis with less damage. In conclusion, in the theoretical part of the study; After defining the crisis and explaining its causes, the conditions necessary for the leader to be successful in the crisis period and crisis management, the effect of leadership behaviors and personnel behaviors on business performance during the crisis period will be clarified within the framework of the qualifications of the leader. In the application part of the study, a survey will be conducted on crisis management and charismatic leadership. As a result of this research, it will be observed how important managers with charismatic leadership characteristics are in crisis management

Follower‐rated leadership styles, leader behaviours, and leaders' thinking styles: A test of the cognitive experiential leadership model

ObjectiveThe Cognitive Experiential Leadership Model (CELM) predicts that leaders' thinking styles will be related to transformational leadership and effective leadership behaviours, especially influencing tactics and conflict handling styles. However, most of the existing evidence for this model comes from studies that have used self‐report methods where self‐presentational biases may influence the studies' results. Moreover, there is incomplete evidence for the proposed connections in this model between thinking styles, leadership styles, and leadership behaviour.MethodUsing anonymous other‐report surveys, in Study 1, followers (N = 192) rated how their leaders think and lead, and in Study 2 followers (N = 129) rated how their leaders think, influence, and handle conflict.ResultsAs the CELM predicts, leaders' tendency to think rationally and experientially (especially imaginatively) was related to their transformational leadership (Study 1), and their use of effective influencing tactics and conflict management styles (Study 2).ConclusionTogether these studies provide new evidence for the CELM that is not explained by social desirability biases, and suggest a role for follower ratings of leaders' thinking styles in leadership development.

Effective leadership behaviours and information culture in the higher education institution

PurposeThis study aims to increase the understanding of the connection between effective leadership behaviours and information culture in the higher education institution (HEI).Design/methodology/approachA qualitative case study was conducted at one department of an HEI in Estonia. This study used semi-structured interviews and document analysis for data collection. The hypothesis-generating technique applying grounded theory analysis was used for data analysis.FindingsThe information culture of the department was a multiple culture with mixed attributes from the relationship-based culture and the risk-taking culture. Six main effective leadership behaviours within the department were identified, namely, communicating well about the direction the department is going, having a clear sense of direction and strategic vision, providing resources for and adjusting workloads to stimulate scholarship and research, making academic appointments that enhance department’s reputation, allowing the opportunity to participate in key decisions and encouraging open communication and creating a positive and collegial work atmosphere. The main hypotheses that illustrate the influence of effective leadership behaviours on information culture were generated.Practical implicationsThe findings of this study can inform the training of future leaders in HEIs.Originality/valueThere is a lack of research in higher education that focuses on the relationship between leadership and information culture, and this research fills this gap.

An Investigation of the Relationship between Managers' Effective Leadership Behaviors and Employees' Organizational Commitment Levels

The purpose of the present study is to determine the relationship between institution managers' effective leadership behaviors and institution employees' organizational commitment based on the perceptions of employees working in public institutions. The population of the study comprises of institution employees working in public institutions in the province of Amasya in Turkey in 2020. The sample of study consists of 132 institution employees working in public institutions in Tasova district and selected using random sampling method. While independent T test was applied to gender, age, marital status, education level and duration of service in the profession variables, One-way ANOVA test was used for the working duration with the last manager as a variable. LSD test was used to determine differences among groups. The findings of the present study suggest that public institution managers display highly effective leadership behaviors. On the other hand, institution employees' organizational commitment levels are above the average. In terms of the perceptions of employees working in public institutions, a positive correlation was found between institution managers' effective leadership behaviors and institution employees' organizational commitment levels. While there was a significant difference in demographic features such as gender, marital status, level of education, working duration of service in the profession and working duration with the last manager, there were no significant differences in terms of age.

Implementation in Residential Youth Care: Providers Perspectives on Effective Leadership Behavior

ABSTRACT Considering the high prevalence of mental health challenges among the residential youth care (RYC) population, it is imperative that research-informed interventions are implemented in this setting. However, little research is available regarding RYC implementation practices. Leadership is a vital influencer of implementation success. Therefore, the aim of this study was to further the knowledge base concerning effective implementation in RYC by investigating implementation leadership behavior. Utilizing qualitative methods, RYC providers were asked about effective implementation leadership behaviors, with an emphasis on similarities and variations in behavior enacted by different leadership levels within the organization. The results indicate that relations-oriented and task-oriented leadership behavior are more important than change-oriented implementation leadership behavior among the providers interviewed. The reported behaviors differed in terms of leadership level. The top executive leadership was more involved in task-oriented leadership behavior (i.e., monitoring activities, resource procurement), while the facility management was more involved with relations-oriented behaviors (i.e., providing support, facilitating cooperation). Finally, the results are discussed in light of RYC characteristics and implementation stages.

The Lilypond: An integrated model of Safety II principles in the workplace. A quantum shift in patient safety thinking

The Lilypond is a new conceptual model to describe patient safety performance. It radically diverges from established patient safety models to develop the reality of complexity within the healthcare systems as well as incorporating Safety II principles. There are two viewpoints of the Lilypond that provide insight into patient safety performance. From above, we are able to observe the organisational outcomes. This supersedes the widely used Safety Triangle and provides a more accurate conceptual model for understanding what outcomes are generated within healthcare. From a cross-sectional view, we are able to gain insights into how these outcomes come to manifest. This includes recognition of the complexity of our workplace, the impact of micro-interactions, effective leadership behaviours as well as patterns of behaviour that all provide learning. This replaces the simple, linear approach of The Swiss Cheese Model when analysing outcome causation. By applying the principles of Safety II and replacing outdated models for understanding patient safety performance, a more accurate, beneficial and respectful understanding of safety outcomes is possible.

Validating effective managerial behaviors for the hospitality industry

Purpose This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry. Design/methodology/approach Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry. Findings The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness. Practical implications While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders. Originality/value This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

THE EFFECT OF LEADERSHIP BEHAVIOUR AND REWARD SYSTEM ON THE EMPLOYEE PERFORMANCE MEDIATED BY ORGANIZATIONAL CITIZENSHIP BEHAVIOUR OF PT DANPAC PHARMA

The purpose of this research is to understand and explain the effect of Leadership Behavior and Reward System on Employee Performance is mediated by Organizational Citizenship Behavior for Employees PT Danpac Pharma. The method used is quantitative approach, where the population in this study were 305 employees of PT Danpac Pharma. Engineering sample selection is done by taking a sample saturated to permanent employees as much as 146 respondents. Questionnaire survey instrument used data collection techniques and have been submitted to the employees of PT Danpac Pharma. Data of this study, which analyzed using structural equation models (SEM) 3.2.8 SmartPLS software program. This study reveaks that Leadership Behaviour and Reward System have a significant positive effect on Employee Performance mediated by Organizational Citizenship Behaviour both partially and simultaneously. In addition, the Leadership Behavior has a positive and significant effect on Organizational Citizenship Behavior and Reward System has a positive and significant effect on Organizational Citizenship Behavior. Leadership Behavior has a positive and significant effect on Employee Performance and Reward System has a positive and significant effect on Employee Performance.

Entrepreneurship in public organizations: the role of leadership behavior

Despite increasing research on entrepreneurship in the private sector, little is known about entrepreneurship in public organizations in general and the effects of leadership behavior on entrepreneurship in the public sector in particular. Utilizing new data from the Australian Public Service Commission (2017), this study analyzes how three leadership behaviors—task-oriented, relations-oriented, and change-oriented leadership—affect public sector employees’ entrepreneurship behavior. The results of this study show that while all three types of leadership behavior are positively associated with public sector entrepreneurship, the effect is larger for relations-oriented leadership, followed by change-oriented leadership. A practical implication of this study is that relations-oriented leadership behavior is crucial to entrepreneurship in public organizations, suggesting the importance of developing relationships with subordinates.

Unlocking medical leadership’s potential: a multilevel virtuous circle?

Background and aim Medical leadership (ML) has been introduced in many countries, promising to support healthcare services improvement and help further system reform through effective leadership behaviours. Despite some evidence...

Crisis Leadership Education for Critical Care Fellows. A Longitudinal Curriculum Using Simulation.

Background: Leadership and teamwork are critical to the performance of a multidisciplinary team responding to emergencies in the intensive care unit; yet, these skills are variably taught to pulmonary and critical care trainees. Currently, there is no standardized leadership curriculum in critical care training.Objective: We developed a longitudinal crisis leadership curriculum for first-year pulmonary and critical care fellows using high-fidelity simulation as a medium to practice and solidify skills. The goal was to improve leadership skills and trainee confidence when leading a team during life-threatening emergencies.Methods: Guided by a needs assessment of current and recently graduated fellows, we developed a leadership curriculum from a review of the available literature and local expert opinion. Four sessions were conducted over the academic years of 2016 to 2017 and 2017 to 2018, each including small-group teaching on effective leadership behaviors, followed by simulation with postsession leadership debriefing to review performance. Fellows were surveyed regarding their experiences with the curriculum.Results: Over two academic years, 100% of targeted fellows (N = 13) completed every session. Participants reported improved understanding of key elements of effective leadership, greater confidence in leading a multidisciplinary team, and increased preparedness to lead during a crisis. Simulation with debriefing was viewed as an effective medium for learning leadership skills, and fellows provided positive feedback regarding the experience.Conclusion: Implementation of a longitudinal crisis leadership curriculum within the first year of pulmonary and critical care fellowship was feasible and highly valued by learners. More research is needed to determine effective methods for teaching and assessing leadership skills.

Relationships Among Nursing Deans' Leadership Styles and Faculty Job Satisfaction Levels.

Although there is an abundance of empirical evidence on principals' leadership practices and teacher satisfaction in K-12 settings, a paucity of publications explore nursing faculty job satisfaction as influenced by leadership styles of academic deans. This research examined leadership styles of nursing deans to determine whether they correlate with nursing faculty job satisfaction at public U.S. universities with high research activity. A descriptive, correlational study was conducted with electronic self-administered questionnaires. The sample was recruited from 24 universities; 303 questionnaires were returned. Faculty perceived that nursing deans displayed transformational leadership style more frequently. Nursing faculty were moderately satisfied in their jobs, and they were more satisfied with nursing deans who practiced attributed idealized influence. Three types of leadership behaviors explained significant variance in faculty job satisfaction, indicating the need for training and development focused on effective leadership behaviors. [J Nurs Educ. 2020;59(2):68-75.].

How mindfulness impacts the positive forms of leadership and enhances performance at workplace

BACKGROUND: Mindfulness is a multi-millenary concept that is fundamental to meditative traditions. Nowadays it is a well-documented psychological construct and a proven therapeutic technique, particularly in stress reduction and depressive relapse prevention. However, mindfulness and its effects on management practices are still relatively unexplored in the literature. OBJECTIVES: This paper aims to address this shortage and demonstrate the claims that mindfulness is a psychological construct that is doubly beneficial to business executives by supporting a more balanced relationship to work while promoting the adoption of more positive and effective leadership behaviors (transformational leadership and authentic). METHOD: A model using positive forms of leadership as mediators of mindfulness / performance relationship is proposed for this assessment. A quantitate analysis is performed on a sample of 319 African managers, 95% of which are South Africans. RESULTS: The data supports the idea that mindfulness is a resource that can be mobilized for inducing transformational and authentic leadership development and positive organizational behaviors. CONCLUSION: Mindfulness seems to be a very interesting predictor of transformational and authentic leadership styles, which prove to be the most powerful generators of performance