Full-range Leadership Theory Research Articles

The Relationship between Integrated Marketing Communication and Leadership Styles - In the Context of Malaysian Higher Education

The purposes of this study are to assess the level of IMC implementation, to investigate the factors for developing and implementing a successful IMC plan, and to determine the interconnection between leadership styles and IMC in the selected Malaysian public and private higher learning institutions (HLIs) based on the perceptions of administrators and lecturers. Qualitative methods were employed, whereby IMC four-stage framework and seven dimensions of full range leadership theory served as the basis of this study. The results of this study show that a majority of the interviewees claimed that their institutions have reached stage 4 (strategic integration) of the IMC framework. Nevertheless, there were inconsistencies in the answers between the administrators and lecturers. The results also reveal that the important factors in developing and implementing a successful IMC plan in Malaysian HLIs are uniting functional operations by aligning the activities of the HLIs toward serving the customers, getting support from the top management of HLIs, studying their customers thoroughly, and utilising social networks to communicate with their current and prospective customers. Moreover, the leadership styles practised in the interviewees� institutions expose that the dimension of intellectual stimulation was the most mentioned, followed by laissez-faire, inspirational motivation, and management-by-exception. The leaders of the selected Malaysian public HLIs showed a higher tendency of practising transformational leadership style compared to the leaders of the selected Malaysian private HLIs who showed the tendency of practising transactional leadership style. Thus, practising an appropriate leadership style is an important factor that influences the effectiveness of leaders in the Malaysian HLIs.�Keywords: Integrated marketing communication; integrated marketing communication framework; leadership styles; full range leadership theory.

Leadership styles, goal clarity, and project success

PurposeThe purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment.Design/methodology/approachData are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers.FindingsGoal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success.Originality/valueResearch suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

Online Adjunct Faculty: A Quantitative Examination of the Predictive Relationship between Leadership and Job Satisfaction

Advances in technology and the rapid expansion and affordability of the internet have helped facilitate the use of online education, or e-learning. To accommodate increased online enrollments, universities are hiring adjunct faculty to teach online courses. Despite the importance of adjunct faculty, there is a lack of research on the experiences of adjuncts, and particularly on the experiences of adjunct faculty who teach online classes. Likewise, there is a lack of research in the for-profit sector of post-secondary education in the United States. This quantitative correlational study addressed this gap in knowledge by investigating the predictive relationship between dimensions of the Full Range Leadership Theory, transformational, transactional, and laissez-faire leadership behaviors, and the overall job satisfaction of adjunct faculty who teach online classes at a for-profit university in the United States. The Multifactor Leadership Questionnaire and Spector’s Job Satisfaction Survey were used to collect data to measure the faculty’s perceptions of leadership and job satisfaction. The results of multiple linear regression indicated transformational leadership was a significant predictor of job satisfaction, and increased overall satisfaction when present. Transactional leadership was also a significant predictor of overall job satisfaction, but demonstrated a negative relationship. Laissez-faire leadership was not a significant predictor of overall job satisfaction.

You can't always get what you want? Leadership expectations of intrapreneurs

PurposeThe purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs.Design/methodology/approachGroup interviews were conducted with 42 young intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software.FindingsThe authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model.Research limitations/implicationsThis qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements.Practical implicationsIn order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship.Originality/valueThis paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.

LEADERSHIP STYLES PRACTICED BY PRINCIPALS IN PUBLIC SECONDARY SCHOOLS IN SIAYA, KISUMU AND KAJIADO COUNTIES, KENYA

The leadership style practiced by a principal is one fundamental factor that determines the success of any school. A principal with appropriate leadership competencies can positively impact on the way teachers undertake their duties which in turn will determine the students’ performance. This study examined the predominant leadership style practiced by principals in public secondary schools in Siaya, Kisumu and Kjiado counties. The study adopted a descriptive survey paradigm. The study was guided by the Full Range Leadership Theory. The target population comprised of 397 principals, 379 deputy principals, 1010 heads of departments, and 2208 teachers in public secondary schools in Siaya, Kisumu and Kajiado counties, Kenya who had served for more than two years in the same school. Stratified and simple random sampling was used to sample 40 secondary school principals, 38 deputy principals, 101 heads of departments and 221 teachers giving a total of 400 respondents. The data for this study was collected using Multifactor Leadership Questionnaire Form 5X which classified, the leadership style of principals as transformational, transactional and laissez-faire. The data collected were analyzed using descriptive and inferential statistics. The study found out that transformational leadership style was the predominant leadership style practiced by principals in Siaya, Kisumu and Kajiado counties. The study however established overlapping scores between transactional contingent reward and transformational intellectual stimulation and individualized consideration. The study concluded that even though teachers perceived their principals as more transformational than transactional, one’s leadership style cannot be explicitly categorized as both styles complement each other. The study recommends that teacher development programs should provide training on leadership styles to help school leaders understand when and how apply the various leadership styles depending on the situation at hand. Article visualizations:

Transformational Leadership: Towards Effective Governance in Nigeria

This quantitative research study examined the relationship between the Nigerian public administrators perceived leadership effectiveness and transformational leadership factors based on the Full Range Leadership Theory. Survey questionnaires were randomly administered to 240 local administrators in the 30 local governments in Osun State, Nigeria. Regression result shows a statistically significant relationship between the local administrators perceived leadership effectiveness and transformational leadership factors (p < 0.05), but the model only accounts for 28% of the variance in perceived local administrators leadership effectiveness, which means there are other factors affecting leadership effectiveness other than their weak alignment with transformational leadership factors. The implication for positive social change is that transformational leadership practices may be the solution to some of the challenges facing public institutions in Nigeria. Transformation leadership could reduce the problem of corruption and make public institutions responsive to public needs.

Nigerian Public Administrators’ Leadership Styles and their perceived Effectiveness

Leadership is a phenomenon that have been widely studied but there are few studies of leadership in the field of public administration compared to other fields. The purpose of this cross-sectional study was to examine the perceived leadership effectiveness of Nigerian public administrators’ leadership practices based on Bass’s full range leadership theory (FRLT). Data were collected through the Multifactor Leadership Questionnaires administered to a randomly selected sample of 240 department heads in the 30 local governments in Osun State, Nigeria. Regression results shows a statistically significant relationship between local public administrators’ perceived leadership effectiveness and transformational leadership factors (p < 0.05). The model accounted for 25% of the variance in perceived leadership effectiveness. This suggests that there are other factors affecting the perceived leadership effectiveness other than leadership styles. The implications for positive social change include the opportunity to move the Nigerian local administrators’ leadership practices towards transformational leadership practices based on FRLT. Transformational leadership is effective, efficient and ethical leadership style which in turn may discourage corruption and help build a sustainable public institutions that are responsive and accountable to the Nigerian public.

Understanding the Role of the Nurse Manager: The Full-Range Leadership Theory Perspective

Many healthcare organizations rely on the leadership talents of management as a mechanism to create and sustain a healthy work environment and optimize outcomes of patient care and staff satisfaction. 1 Kramer M Schmalenberg C Maguire P Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nurs Adm Q. 2010; 34: 4-17 Google Scholar Within the management team, the leadership skills required of nurse managers cannot be undervalued. Leadership demonstrated by the nurse manager directly impacts staff's performance of patient care and therefore influences patient outcomes. 1 Kramer M Schmalenberg C Maguire P Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nurs Adm Q. 2010; 34: 4-17 Google Scholar , 2 Andrews DR Richard DCS Robinson P Celano P Hallaron J The influence of staff nurse perception of leadership style on satisfaction with leadership: a cross-sectional survey of pediatric nurses. Int J Nurs Stud. 2012; 49: 1103-1111 Google Scholar , 3 Schmalenberg C Kramer M Nurse manager support: how do staff nurses define it?. Crit Care Nurse. 2009; 29: 61-69 Google Scholar Many healthcare organizations rely on the leadership talents of management as a mechanism to create and sustain a healthy work environment and optimize outcomes of patient care and staff satisfaction. 1 Kramer M Schmalenberg C Maguire P Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nurs Adm Q. 2010; 34: 4-17 Google Scholar Within the management team, the leadership skills required of nurse managers cannot be undervalued. Leadership demonstrated by the nurse manager directly impacts staff's performance of patient care and therefore influences patient outcomes. 1 Kramer M Schmalenberg C Maguire P Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nurs Adm Q. 2010; 34: 4-17 Google Scholar , 2 Andrews DR Richard DCS Robinson P Celano P Hallaron J The influence of staff nurse perception of leadership style on satisfaction with leadership: a cross-sectional survey of pediatric nurses. Int J Nurs Stud. 2012; 49: 1103-1111 Google Scholar , 3 Schmalenberg C Kramer M Nurse manager support: how do staff nurses define it?. Crit Care Nurse. 2009; 29: 61-69 Google Scholar

Testing the Structure and Effects of Full Range Leadership Theory in the Context of China's Hotel Industry

This study examined the structure and effect of the Full Range Leadership Theory (FRLT) in the context of the China's hotel industry. Empirical tests through data collected from hotels in China indicate that the original western-oriented nine-factor Full Range Leadership Model represented by the Multifactor Leadership Questionnaire (MLQ; Form 5X) is not well supported in China's hotel industry, witnessed by the poor goodness-of-fit indices and the low reliabilities of the factors. Exploratory factor analysis shows that MLQ (Form 5X) can be reduced to a two-factor model in China's hotel industry with the support of much improved goodness-of-fit indices. Test results indicate that cultural and other contextual issues should be considered when applying a theory in a specific industry context. Implications and discussions are provided based on the results of the study.

Transformational and Passive Leadership

The study investigated whether students perceive their university instructors in a virtual learning environment as leaders. Referring to the full range leadership theory (FRLT), we examined the effects of transformational and passive leadership styles of university instructors on students' satisfaction and learning outcomes. Completed web-based questionnaires were obtained from 1270 students who enrolled in large academic courses led by instructors in web-based instructional environments. Data analyses confirmed the validity of the multifactor leadership questionnaire (MLQ) in the virtual asynchronous communication setting with three second-order factors model composed of transformational, active management-by-exception and passive leadership. Leadership styles correlated with student satisfaction: the more the students attributed transformational leadership style to the instructor and the less they attributed a passive leadership style, the more satisfied they were. The attributed leadership style was not related to the actual participation of the students in the virtual discussions or to their academic achievements. The findings suggest that subordinates' satisfaction might be tied more strongly to their perception of the leader than to the actual tangible benefits the leader can provide. Moreover, the study shows that the FRLT is applied to the asynchronous, web-based, instructional environment which is being increasingly adopted in higher education institutions.

Staff nurse perceptions of nurse manager leadership styles and outcomes

To explore the correlations of leadership styles of nurse managers (NMs) and outcomes. Little is known about the linkages among leadership styles [transformational (TFL), transactional (TRL)] of NMs and outcomes [a leader's extra effort (LEE), leadership satisfaction (LS) and effectiveness (LE)] using the full-range leadership theory. Methods An exploratory correlational design was employed using data from a 2007 study in which staff nurses (n = 278) from four hospitals in the Northeastern US were asked to rate the leadership styles of NMs (n = 37) and outcomes using the Multifactor Leadership Questionnaire Form 5x-Short. Data were analysed using descriptive and inferential statistical methods. TFL leadership has strong correlations to LEE, LS and LE, and was a predictor for leadership outcomes. Conversely, TRL leadership has week correlations to LEE, LS and LE and did not predict leadership outcomes. NMs who frequently display TFL leadership styles will probably achieve goals in a satisfying manner, warranting further research. TFL leadership training should be a basic competency requirement of NMs. Placing successful and effective TFL leaders in nursing units are the professional and moral obligations of nurse executives.

Statistical testing of the full‐range leadership theory in nursing

The aim of this study is to test statistically the structure of the full-range leadership theory in nursing. The data were gathered by postal questionnaires from nurses and nurse leaders working in healthcare organizations in Finland. A follow-up study was performed 1 year later. The sample consisted of 601 nurses and nurse leaders, and the follow-up study had 78 respondents. Theory was tested through structural equation modelling, standard regression analysis and two-way anova. Rewarding transformational leadership seems to promote and passive laissez-faire leadership to reduce willingness to exert extra effort, perceptions of leader effectiveness and satisfaction with the leader. Active management-by-exception seems to reduce willingness to exert extra effort and perception of leader effectiveness. Rewarding transformational leadership remained as a strong explanatory factor of all outcome variables measured 1 year later. The data supported the main structure of the full-range leadership theory, lending support to the universal nature of the theory.

Rent Creation Beyond Organizational Boundaries: The Role of Governance and Leadership for Capability Development at the Inter-Organizational Level

This paper develops an integrated theory and provides an illustrative example to explain the effects of governance and leadership on the development of dynamic and operational capabilities in alliances and their resultant strategic performance. We use a dynamic capability perspective to explain alliance performance and embed our argument in stewardship theory and full-range leadership theory. According to our theoretical framework, co-existing stewardship governance and transformational leadership behaviors facilitate the creation of Schumpeterian rents through dynamic capabilities, while co-existing principal-agent governance and transactional leadership behaviors affect the creation of Ricardian rents through operational capabilities in alliances. Our integrated theory implies that it is critical for alliance partners to align their governance arrangements with the leadership practiced in the alliance team in order to realize improved alliance performance.

Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire

In this study, we examined the validity of the measurement model and factor structure of Bass and Avolio's Multifactor Leadership Questionnaire (MLQ) (Form 5X). We hypothesized that evaluations of leadership—and hence the psychometric properties of leadership instruments—may be affected by the context in which leadership is observed and evaluated. Using largely homogenous business samples consisting of 2279 pooled male and 1089 pooled female raters who evaluated same-gender leaders, we found support for the nine-factor leadership model proposed by Bass and Avolio. The model was configurally and partially metrically invariant—suggesting that the same constructs were validly measured in the male and female groups. Mean differences were found between the male and female samples on four leadership factors (Study 1). Next, using factor-level data of 18 independently gathered samples ( N=6525 raters) clustered into prototypically homogenous contexts, we tested the nine-factor model and found it was stable (i.e., fully invariant) within homogenous contexts (Study 2). The contextual factors comprised environmental risk, leader–follower gender, and leader hierarchical level. Implications for use of the MLQ and nine-factor model are discussed.