Influence Leadership Effectiveness Research Articles

THE IMPACT OF COMMUNICATION ON LEADERSHIP: A SIGNIFICANT REVIEW

Leadership is vital for organizational growth, necessitating examination of core competencies like communication enabling effective leadership especially in turbulent times. This review consolidates research on linkages between leadership communication and emergent leadership outcomes. While predominant focus remains leader-centric, literature reveals complex bidirectional communication flows across hierarchical levels influencing leadership effectiveness and acceptance. However, consolidated clarity regarding distinguishing facets of communication fundamental for impactful leadership remains lacking. This significant review synthesizes multi-level research connecting communication behaviors and processes with leadership emergence and performance spanning interpersonal, team and organizational contexts via conceptual analysis. A framework integrating competencies characterizing distinguished leader-communicators is also put forth based on evidence aggregated. Analysis points to key aspects ranging from conveying cultural empathy to elevating collective identity through inclusive discourse that distinguished leadership communication fundamentally binds leadership vision to contextual interactions driving performance. Findings also critically highlight need for added communication dimensions encompassing restorative justice where adversity erodes leader legitimacy. This seminal review definitively puts forth communication as the core binding element flowing through formal and informal leadership development conduits that ultimately nourishes organizational resilience fit to navigate unprecedented turbulence. The integrated framework crystallizes distinguished communication-based leadership competencies redressing complex sociotechnical mechanisms that can unambiguously advance scholarship and practice on optimizing human centered, ethical and digitally-enabled leader messaging crucial for collective advancement.

The role of nonverbal communication in enhancing effective leadership in organizational contexts

In an era of business that continues to develop, successful effective leadership is the key for organizations to achieve their goals and maintain their competitiveness. The primary objective of this study is to examine how nonverbal communication contributes to leadership effectiveness. This research uses a qualitative literature study approach to explore the important role of nonverbal communication in improving effective leadership in an organizational context. Through literature analysis related to the concepts of nonverbal communication, leadership styles, and organizational dynamics, this research identifies key elements of nonverbal communication that can influence leadership effectiveness. The research results highlight the complexity of nonverbal communication interactions, including facial expressions, body language, and voice intonation, in the context of organizational leadership. The literature analysis also includes the positive impact of nonverbal communication on building interpersonal relationships, facilitating team communication, and strengthening the leadership image. This study also explores the challenges that may arise in understanding and managing nonverbal communication in diverse organizational contexts. This research provides in-depth insight into how understanding and mastering nonverbal communication can increase leadership effectiveness in managing organizational dynamics. The implications of this research are expected to provide practical guidance for leaders and professionals in developing their nonverbal communication skills to achieve more effective leadership in complex organizational environments.

Identifying Dimensions and Components for the Enhancement of Virtual Educational Leadership in the Islamic Azad University Branches of Tehran Province Using Thematic Analysis

Purpose: The primary objective of this article is to identify the dimensions and components for the enhancement of virtual educational leadership in the Islamic Azad Universities of Tehran province using thematic analysis. Methodology: The research method employed is mixed (qualitative-quantitative). In addition to document analysis, the thematic analysis technique with MAXQDA12 software was used to identify factors and components. The study population included all faculty members with at least an assistant professorship in educational management, higher education management, and educational technology, as well as administrators of Islamic Azad Universities, with theoretical saturation achieved after 15 interviews. Ultimately, base, organizing, and comprehensive themes were extracted, and in the quantitative section, structural equation modeling was used to determine the impact and ranking of the dimensions and components. Findings: Based on semi-structured interviews, four dimensions (knowledge of educational leadership in virtual environments, performance management and coaching in virtual environments, team leadership ability in virtual environments, ethical behaviors in virtual environments) and 24 components (organizing themes) were identified for virtual educational leadership in the Islamic Azad Universities of Tehran province. Subsequently, based on a researcher-made questionnaire, it was determined that the dimension of ethical behaviors in virtual environments with a coefficient of 0.905, team leadership ability in virtual environments with a coefficient of 0.879, performance management and coaching in virtual environments with a coefficient of 0.877, and knowledge of educational leadership in virtual environments with a coefficient of 0.805 are prioritized from first to fourth, respectively. Conclusion: The findings underscore the significance of adaptability, digital proficiency, and effective communication as pivotal traits for successful virtual leaders. Notably, the study also sheds light on the potential for gender to influence leadership effectiveness in virtual environments, with female leaders possibly having an edge in fostering collaboration and inclusivity.

Developing compassionate self-leadership: a conceptual framework for leadership effectiveness in the digital age

Grounded on two of the most influential models of emotional intelligence and self-leadership theory, the proposed conceptual framework in this study reflects the importance of self-compassion in leadership effectiveness. Compared to previous studies, which mainly originate in task and material-oriented cultures, the HEART-led framework, posits a fresh, dynamic approach to leadership development. Calling for a return to the primordial leadership qualities of mindfulness, integrity, resilience and compassionate human connection, this model resonates more with the much-needed leadership skills of the post covid-19, digital age. Findings from the literature review reveal that self-compassion positively affects emotional intelligence levels and self-directed behaviours, such as optimism and initiative, which in turn influence leadership effectiveness. Preliminary qualitative evidence from the framework's application in management education suggests that compassionate self-leadership can be taught and that it can be transferred to a variety of learning contexts both in higher education and the workplace with encouraging results.

Place, power and leadership: Insights from mayoral governance and leadership innovation in Bristol, UK

This article aims to enhance understanding of the role of place in urban leadership by examining the way leadership changed significantly following the introduction of mayoral governance into a UK city. In 2012, 10 cities in England held referendums to decide whether to introduce a directly elected mayor model of leadership. Bristol was the only city to vote in favour of this radical change, and the Bristol Civic Leadership Project, set up before the first mayor was elected in November 2012, was designed to discover what differences the directly elected mayor model might make to the leadership and governance of a city. This article addresses two important questions: (1) Does the institutional design of local governance in a place influence leadership effectiveness? (2) How, if at all, do the leadership styles of the individual elected as mayor affect the quality of place-based governance? The article identifies three main reasons why place is important in public policy – expression of identity, strengthening democracy and enhancing governmental effectiveness – and considers how the leadership innovations in Bristol engage with these three dimensions of place. As well as presenting evidence documenting how bold civic leadership has transformed the governance of a particular British city, the article contributes to leadership studies by exploring the relationships between place, power and leadership.

Interaction of crisis leadership & corporate reputation

Effective leadership in dealing with a crisis is of critical importance since crisis situations often put companies or organizations at high risks threatening their reputation, stability & survival. Considering that a crisis can present itself in a number of different ways, as well as there are multiple factors that affect individual leadership styles. a leader must be able to distinguish between these ways and adapt the right style and behaviours accordingly. This paper, through a critical literature review methodology, explores ‘how’ leadership underpins corporate reputation in a crisis situation reviewing also the key factors influencing leadership effectiveness in such stressful situations. The study concludes that the leadership role is important in supporting the corporate reputation in a crisis situation and suggests that practitioners must comprehend different dimensions of crisis that affect leadership styles, allowing for effective management of the situation. Additionally, the study emphasizes that different preparations, precautions and adaptations must be considered before choosing a leadership style to effectively navigate the organisation through crisis. The study confirms that a good reputation helps corporations to gain the trust of consumers and reduce the losses caused by the crisis, as well as corporations in crisis should choose appropriate leadership style so that leaders to create a culture that could predict threats and risks.

Interaction of crisis leadership & corporate reputation

Effective leadership in dealing with a crisis is of critical importance since crisis situations often put companies or organizations at high risks threatening their reputation, stability & survival. Considering that a crisis can present itself in a number of different ways, as well as there are multiple factors that affect individual leadership styles. a leader must be able to distinguish between these ways and adapt the right style and behaviours accordingly. This paper, through a critical literature review methodology, explores ‘how’ leadership underpins corporate reputation in a crisis situation reviewing also the key factors influencing leadership effectiveness in such stressful situations. The study concludes that the leadership role is important in supporting the corporate reputation in a crisis situation and suggests that practitioners must comprehend different dimensions of crisis that affect leadership styles, allowing for effective management of the situation. Additionally, the study emphasizes that different preparations, precautions, and adaptations must be considered before choosing a leadership style to effectively navigate the organisation through crisis. The study confirms that a good reputation helps corporations to gain the trust of consumers and reduce the losses caused by the crisis, as well as, corporations in crisis should choose appropriate leadership style so that leaders to create a culture that could predict threats and risks

Asian Conceptualizations of Leadership: Progresses and Challenges

By investigating broadly a contingency approach and implicit leadership theoretical perspectives with a multilevel lens as a starting point, this review highlights the potential for Asian conceptualizations of leadership. More specifically, by highlighting the important contingent role national culture plays in influencing leadership effectiveness, we review Asian conceptualizations of leadership that exist (e.g., paternalistic leadership style, paternalism, and guanxi in the leadership setting) in the literature and the findings that have been found in a relatively selective manner. This also allows us to advance the notion of a culturally contingent leadership perspective by developing the notion of hierarchical social exchange and various modalities associated with such a relationship. By so doing, this review enables us to underscore the advantages as well as challenges associated with Asian conceptualizations of leadership as well as future research directions that need to be undertaken to more firmly establish their utility to general leadership literature.

Emotional intelligence, management of subordinate’s emotions, and leadership effectiveness

PurposeThe purpose of this paper is to address two of the major questions in the relationship between emotional intelligence (EI) and leadership effectiveness: does EI conceptualized and assessed as an ability influence leadership effectiveness when controlling for cognitive intelligence and Big Five personality traits? And, what are mediating processes in this relationship?Design/methodology/approachAbility test data for EI for 84 leaders in an assessment center were used to predict unobtrusive observations of leader responses to subordinate’s emotions in a role play, and expert ratings of leadership effectiveness, controlling for cognitive ability and Big Five personality traits.FindingsEI predicted the appropriateness of leader responses to subordinate’s emotions, and these responses mediated the relationships of EI and leadership effectiveness, controlling for cognitive ability and Big Five personality traits.Research limitations/implicationsThe assessment center context represents a relatively artificial environment and follow-up research in field settings would be particularly valuable.Practical implicationsEI can be assessed as a selection tool for leadership positions. Leadership development programs can also focus on developing the skills associated with EI.Originality/valueThe study provides stronger evidence for the relationship between EI and leadership effectiveness than previous research, bolstering the confidence in conclusions regarding this relationship. The study also contributes to the development of process models of the influence of EI on leadership effectiveness by providing evidence regarding mediation.

A study on factors influencing leadership effectiveness in a large PSU

A study on factors influencing leadership effectiveness in a large PSU

Effective Leadership and its Impact on an Organisation’s Success

The aim of this literature review paper is to show the most important differences between a manager and a leader and to present var­ious definitions of leadership in the context of an organisation’s market success. The author intends to highlight the most popular approaches to leadership, together with the concept of positive leadership, present selected factors influencing leadership effectiveness, including principles of a personal contract, and give ‘food for thought’ for present and future leaders willing to succeed in more and more demanding environment. Finally, a case study of Henri Strzelecki, a charismatic British leader and manager of Polish extraction is described. The findings of the case study are based on the author’s observations and interviews constituting the ethnographic research carried out both in the Polish and the English premises of Mr. Strzelecki’s company.

Overcoming Leadership Limitations: A Theoretical Study of Leadership Behaviors and Methods

Purpose: The main purpose of this study is to present leadership limitations that infl uence leadership effectiveness and examine if it is possible to overcome these limitations. Methodology: The study presents the results of literature analyses and the fi ndings of the recent research studies on leadership. It also refers to literature items that might be helpful in analyzing the leadership limitations. Conclusions: The study indicates that some leadership behaviors that fall into a particular category are useful in understanding and refl ecting on their limitations, while other leaders’ actions enable them to overcome those limitations or use them to support leadership effectiveness. Research limitations: This is a theoretical and conceptual study. It formulates propositions to further empirical research studies. Originality: The study analyzes a number of behaviors from different leadership theories. These behaviors fall into four meta-categories: situational, transformational, authentic and boundary spanning. The study also provides information about leadership styles that are useful in understanding and overcoming leadership limitations.

Unpacking the relationship between organizational culture and excellent leadership in public relations

Purpose– By looking into the relationship between organizational culture and excellent leadership in public relations, the purpose of this paper is bifold: first, how and to what extent organizational culture can affect leadership effectiveness in communication management; and second, what possible impact excellent leadership in public relations may generate to reshape organizational culture in a way to further support the value of public relations.Design/methodology/approach– An online survey was distributed to a randomly selected group of 1,000 senior public relations executives in the USA by using the PR executive database of Heyman Associates, a PR executive search firm in New York City. A final sample of 222 senior public relations executives was recruited. This group of respondents mirrored the characteristics of senior executives in the public relations profession in the USA.Findings– The results identified the reciprocal relationship between organizational culture and excellent leadership in public relations. The testing of a non-recursive structural model confirmed that organizational culture generates a direct, positive effect on the achievement of excellent leadership in public relations. More importantly, excellent leadership in public relations also influences organizational culture by reshaping it in a favorable way to support public relations efforts in the organization.Originality/value– There is insufficient empirical research linking public relations leadership and organizational culture, although it is agreed these two institutional conditions are critical. Thus, this study unpacked the independent and dependent roles of organizational culture in influencing leadership effectiveness in public relations, which may generate implications for both research and practice purposes.

6 - Understanding the Factors that Influence Leadership Effectiveness of Deans in Ghana

The paper describes and examines the factors that influence leadership effectiveness of deans and the concept of competence of deans using the evolution of deanship as a welfare system to a system of accountability in Ghana. The study explores what defines leadership competence in Higher Education in Ghana and how the process of becoming a dean can influence effective performance. Using a qualitative approach, data was collected from 38 respon Three public Universities in Ghana were used for the stu- dy. Data was collected from 38 respondents using interviews and survey methods. The respondents include a vice-chancellor, a pro-vice-chancellor, deans, and faculty members. The paper explores the respondents’ perception of a competent dean and identifies two categories of competence: technical competence and leadership competence. Generally, leadership competences are put ahead of technical competences for effective deans’ performace. Five core themes for leadership competences were identified and these include personal competences, visionary competences, administrative competences, people competences and networking competences. Also, three processes of becoming a dean have also emerged in Ghana. These are the elective, the selective and the appointive processes. The study finds that the effectiveness of deans is largely influenced by inadequate leadership competences and grooming, absence of clearly defined and well commu- nicated job descriptions as well as performance management practices that seek accountability of deans in Ghana. The study recommends the appointment of deans through standard recruitment practices, rather than election or selection. It also recommends leadership assessment and training for leadership competences before a dean takes office.

Culturally contingent leadership behaviour: An analysis of leadership as characterized by Andrea Camilleri’s Inspector Montalbano

The interplay between culture and leadership styles has been widely acknowledged in both academic research and practitioner-based literature. While it has been established that culture influences leadership styles, it is clear that other contextual factors also determine the appropriate leadership approach. The contingency theory of leadership posits that effective leadership behaviour is contingent on a number of contextual or situational factors, and yet there is little agreement on exactly how these factors influence leadership effectiveness ( Lorsch, 2010 ). This study attempts to fill that void by analysing leadership as depicted in Italian author Andrea Camilleri’s Inspector Montalbano novel series. The main contingency factors herein identified are key organizational activities, cultural context, the source of leader influence and the leader–follower relationship. The empirical material consisted of 11 novels in which 803 leadership situations were identified and analysed. The findings add to our understanding of leadership as a contingent phenomenon by linking a contingency theory of leadership with leadership’s cultural context.

Regional differences in a national culture and their effects on leadership effectiveness: A tale of two neighboring Chinese cities

We argue that regional differences in a large culture influence leadership effectiveness. Studying the differences and their consequences on leader–member exchange (LMX) and the employee performances in two neighboring Chinese cities, our empirical results show significant differences between group supervisors in Hong Kong and those in Shenzhen. Hong Kong supervisors apply the LMX technique more aggressively, and also more successfully than their Shenzhen counterparts in terms of improving employee performance and reducing turnover.

Differences in emotional intelligence between effective and ineffective leaders in the public sector: an empirical study

The literature supporting leadership as the most important factor related to organizational success or failure is burgeoning. To a large extent, this may explain why so much research focuses on factors influencing leadership effectiveness. A crucial aspect of leadership research is to determine why some individuals perform effectively in leadership roles while others demonstrate mediocre or low levels of effectiveness. Once measures of individual characteristics have been validated within a relevant context, they become useful sources of information for selecting, placing, and promoting people into leadership positions. The aim of this study was to determine if there are statistically significant differences in emotional intelligence between effective and ineffective leaders. The sample included 114 leaders at the middle management level in a public sector institution in South Africa. Each leader’s effectiveness was rated by themselves (self-rating), as well as by four subordinates, thus involving 570 participants. The EQ-i® was used as a measure of emotional intelligence, while Spangenberg and Theron’s Leadership Behaviour Inventory was used to determine leadership effectiveness. Multivariate analysis of variance indicated that the effective leaders scored significantly higher on the total emotional intelligence measure. They also scored significantly higher on two emotional intelligence composite scales (Interpersonal EQ and Stress Management EQ) and six sub-scales (Self-actualization, Empathy, Social Responsibility, Stress Tolerance, Problem-solving, and Optimism). Points for practitioners The relationship between emotional intelligence and leadership effectiveness seems to warrant organizational consideration of the possible inclusion of emotional intelligence, among other competencies, as a selection and promotion criterion for future leaders. Job analyses and the subsequent identification of job competencies can be used in order to determine, among others, the emotional intelligence requirements of specific leadership tasks, duties, and behaviours at different managerial levels within the organization. Based on such predetermined criteria, valid measures of emotional intelligence could be included as part of the selection and promotion process, along with other desirable individual attributes, such as verbal and numerical abilities, personality attributes, and specific managerial and leadership competencies required for effective leadership specifically within public sector institutions. Leadership development courses may also include programmes to develop emotional intelligence competencies. Potential candidates nominated to attend these courses could be equipped with a vital understanding of their own emotional functioning as well as an awareness of their influence on their followers. The continuous provision of feedback, mentoring, and modelling is also a key consideration in the development of emotional intelligence.

An Analysis of Factors Influencing Leadership Effectiveness in SSIs

There are certain factors that help a person to grow as a leader. These factors, skills and abilities determine the effectiveness of leadership and the method of leading too. This observable set of abilities may be inherited, inborn or developed with experience and learning. These factors differ from person to person, due to this verity; a person emerges as a more effective leader than many others in same circumstances. This study is done to explore various factors influencing the effectiveness of leadership in Small Scale Garment Fabrication Units operating in South Delhi, India. Out of these factors three different categories are formed, namely; Enterprising Factors, Assurance factors and Integrity factors. The factors that influence the effectiveness of leadership in Small Scale Garment Fabrication Units of South Delhi are not moderately or highly correlated.

Leader Self-Sacrifice and Leadership Effectiveness: The Moderating Role of Leader Prototypicality.

Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys.

Leadership Effectiveness and Personality Characteristics of Group Members

Perceptions of leadership appear to be changing. Research has shown a shift in emphasis in regard to the factors influencing leadership effectiveness in a group. Whereas early scholars focused on leaders personality characteristics as key to leadership effectiveness in group situations, today, there has been a turning toward a concern for group members' characteristics and a parallel concern for the ensuing influence on leadership behavior. The old belief that only the leader has the inherent ability to make things happen has been found wanting. Emphasis is fast shifting away from the idea that leadership effectiveness is unilaterally influenced by the leader's personality characteristics toward the notion that leadership effectiveness is bilaterally influenced by the dynamics of both the leader and the group members' personality characteristics. This paper presents some findings of research on leadership to support the critical influence of group members' characteristics on leadership effectiveness. Implications are noted for leaders, trainers, and researchers.