Leadership Behavior Research Articles

Hierarchical Leader-Leader Fit: Examining Authentic Leader Dyads and Implications for Junior Leader Outcomes

Leaders at lower levels do not lead in a vacuum; they must lead within the context of the leadership they experience themselves from their next higher-level leader. We propose that lower-level leaders’ thoughts and attitudes and thereby their behaviors are influenced by the level of compatibility of their own style of leadership with that of their senior leader. Drawing from person-environment fit theory, we propose the concept of hierarchical leader-leader fit by assessing the level of congruence between the authentic leadership style of senior and junior leader dyads, and the resulting effects of levels of (mis)fit on the junior leader's behaviors in the form of performance and deviance. In two samples inclusive of both business and military leaders, using polynomial regression and response surface analysis, we find that fit (misfit) between the senior leader's and junior leader's respective levels of authentic leadership in the dyad is positively (negatively) associated with the junior leader's performance and is negatively (positively) associated with the junior leader's deviance. Surprisingly, when two leaders have high levels of fit, we find similar desirable effects on performance and deviance regardless of whether both leaders practice low (low-low) or high (high-high) levels of authentic leadership. Theoretical and practical implications of the degree of fit between leaders operating at different organizational levels, and of leadership as a contextually embedded relationship are discussed.

Agile Leadership and Innovative Work Behavior: The Mediating Role of Organizational Climate

In today's dynamic business environment, innovation is crucial for companies to meet constantly changing industry demands. This study examines the relationships between agile leadership, organizational climate, and innovative work behavior, with a particular focus on the mediating role of organizational climate. Conducted on 115 employees at a consulting firm in Indonesia, the research aims to validate hypotheses suggesting positive correlations among these variables and the mediating effect of organizational climate on the relationship between agile leadership and innovative work behavior. A correlational quantitative design, utilizing regression and structural equation modeling (SEM), was employed for data analysis. The findings indicate that agile leadership positively correlates with both organizational climate and innovative work behavior. Furthermore, organizational climate also shows a positive correlation with innovative work behavior. Significantly, the study demonstrates that organizational climate fully mediates the relationship between agile leadership and innovative work behavior, implying that the impact of agile leadership on innovative work behavior depends on the organizational climate. These results highlight the critical role of agile leadership and a supportive organizational climate in fostering innovative work behavior. Practically, organizations should focus on training leaders to develop agile skills and implementing policies that promote a positive organizational climate to enhance employee innovation. Future research should consider longitudinal designs and diverse organizational contexts to further validate these findings.Dalam lingkungan bisnis yang dinamis saat ini, inovasi sangat penting bagi perusahaan untuk memenuhi tuntutan industri yang terus berubah. Penelitian ini mengkaji hubungan antara kepemimpinan agile, iklim organisasi, dan perilaku kerja inovatif, dengan fokus khusus pada peran mediasi iklim organisasi. Penelitian ini dilakukan pada 115 karyawan di sebuah perusahaan konsultasi di Indonesia, dengan tujuan untuk memvalidasi hipotesis penelitian yakni adanya korelasi positif antara variabel-variabel penelitian dan adanya efek mediasi iklim organisasi pada hubungan antara kepemimpinan yang lincah dan perilaku kerja inovatif. Desain kuantitatif korelasional, menggunakan regresi dan pemodelan persamaan struktural (SEM) digunakan untuk analisis data. Temuan penelitian menunjukkan bahwa kepemimpinan agile berkorelasi positif dengan iklim organisasi dan perilaku kerja inovatif. Selanjutnya, iklim organisasi juga menunjukkan korelasi positif dengan perilaku kerja inovatif. Secara signifikan, penelitian ini menunjukkan bahwa iklim organisasi sepenuhnya memediasi hubungan antara kepemimpinan agile dan perilaku kerja inovatif, yang menyiratkan bahwa dampak kepemimpinan agile pada perilaku kerja inovatif sangat bergantung pada iklim organisasi. Hasil ini menyoroti peran penting kepemimpinan agile dan iklim organisasi yang mendukung dalam mendorong perilaku kerja inovatif. Secara praktis, organisasi harus fokus pada pelatihan pemimpin untuk mengembangkan keterampilan agile dan menerapkan kebijakan yang mempromosikan iklim organisasi yang positif untuk meningkatkan inovasi karyawan. Saran untuk penelitian berikutnya sebaiknya mempertimbangkan desain longitudinal dan konteks organisasi yang beragam untuk lebih memvalidasi temuan dalam penelitian ini.

Empirical Study on the Relationship between Leader–Member Exchange, Employee Trust, and Team Knowledge Sharing

Knowledge sharing is influenced not only by the attributes of the knowledge itself and the hierarchical differences among knowledge holders but also by micro-level factors such as interpersonal communication and psychological dynamics. As the demands of the new economic environment evolve, the role of knowledge sharing among team members in knowledge management has become increasingly critical. A growing body of research emphasizes the importance of sharing knowledge resources as a means of gaining strategic advantages in enterprises. Previous studies have shown that leadership behavior plays a crucial role in fostering knowledge sharing among team members. However, there is limited research on the specific pathways and mechanisms through which leadership behavior influences knowledge sharing. Additionally, existing research lacks a comprehensive examination of the structure and measurement methods of leader–member exchange (LMX), as well as its impact on employee work outcomes. This study addresses this gap by examining trust relationships through the lenses of social identity and emotional interaction, with trust serving as a mediating variable to explore the impact of leader–subordinate interactions on knowledge sharing behavior. Drawing on the relevant literature, the study focuses on 358 employees, investigating the relationship between LMX as the independent variable, team knowledge sharing as the dependent variable, and employee trust as the mediating factor. The research findings are as follows: (1) The quality of the LMX relationship significantly influences employees’ team knowledge sharing; higher-quality LMX relationships are associated with increased knowledge sharing among subordinates. (2) Employee trust in both leaders and colleagues has a substantial impact on team knowledge sharing, with higher levels of trust positively affecting knowledge sharing behaviors. (3) Employee trust serves as a mediating factor in the relationship between LMX and team knowledge sharing. This study delves into the dynamics between LMX, team knowledge sharing, and trust, providing practical recommendations for strengthening these relationships.

Teachers’ professional learning: Do instructional leadership and teacher leadership make a difference in Turkiye?

Numerous studies have explored teachers’ professional learning, yet ongoing efforts persist to understand the influence of leadership factors on this concept. This study aims to analyse the relationship between school principals’ instructional leadership behaviours, teacher leadership and teachers’ professional learning. A structural model was created and tested using data from 346 Turkish teachers. Results confirmed that teacher leadership behaviours mediate the relationship between principals’ instructional leadership behaviours and teachers’ professional learning. In contexts where principals demonstrate instructional leadership, teachers tend to exhibit more teacher leadership behaviours, fostering positive attitudes towards professional learning. Teachers engaged in teacher leadership behaviours prioritise activities enhancing their professional learning. This study concludes that the impact of instructional leadership on teacher leadership and professional learning hinges on principals’ implementation of instructional leadership and teachers’ integration of professional learning into their practices, contributing to leadership literature.

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

The Impact of Paradoxical Leadership on Employee Knowledge-Sharing Behavior: The Role of Trust in the Leader and Employee Promotive Voice Behavior

The influence of deans’ transactional leadership behaviors on research productivity in public universities: The mediating effect of workplace learning capability

This study examined the effect of transactional leadership behaviors on research productivity in public universities, with organizational learning capability serving as a mediating factor. A quantitative research approach focusing on correlational design was utilized. Data were collected through a survey questionnaire administered to 519 respondents. Both measurement and structural model analyses were conducted, with deans, colleges, and individual academics serving as units of analysis. The findings revealed that deans’ contingent reward leadership behaviors significantly and positively influenced the research productivity of academics and colleges, even when controlling for workplace learning capability. Furthermore, the study demonstrated that deans’ contingent rewards and active-by-exception behaviors significantly and positively impacted workplace learning capability, accounting for 44.5% of the variance, with moderate and small effect sizes, respectively. Additionally, organizational learning capability exhibited a significant positive effect, explaining 54% of the variance in research productivity and demonstrating a moderate effect size, which indicates an unexplained variance of 46%. Bootstrapping tests confirmed that workplace learning capability partially and fully mediates the relationship between deans’ transactional leadership behaviors and research productivity. Consequently, it is imperative for college deans to enhance their contingent reward leadership behaviors and foster workplace learning capabilities to maximize their impact on research productivity.

Improving nurse faculty job satisfaction: An action guide for academic nurse leaders

BackgroundAcademic nurse leadership is associated with nurse faculty job satisfaction, yet there is a gap between theoretical understanding of leadership concepts and specific actionable behaviors that can be implemented to increase nurse faculty job satisfaction. PurposeThe purpose of this study was to create an evidence-based action guide for academic nurse leaders at all leadership levels to use to improve nurse faculty job satisfaction. MethodsA two-phase approach was used. In Phase 1, a review of the literature was conducted to identify core concepts of 5 relational leadership theories (adaptive, authentic, servant, transformational, and human-centered leadership in healthcare). In Phase 2, the leadership core concepts were cross analyzed and mapped to academic nurse leader behaviors that impact nurse faculty job satisfaction. ResultsHuman-centered leadership in healthcare emerged as the best-fit leadership theory to academic nurse leader behaviors that improve nurse faculty job satisfaction. Servant, transformational, and authentic leadership were somewhat aligned, and adaptive leadership was least aligned. ConclusionCore concepts of human-centered leadership in healthcare informed the creation of an action guide for academic nurse leaders, which details getting to know your faculty, contributing to a positive work environment, and investing in yourself. The action guide can be used by academic nurse leaders at all levels to enhance nurse faculty satisfaction.

Research on the configuration of factors influencing safety citizenship behavior of construction workers based on fsQCA

ABSTRACT Objectives. How to promote the safety citizenship behavior (SCB) of construction workers has been studied in academic circles. However, most current research methods focus on the ‘net effect' between the independent variable and SCB. Methods and Results. Based on the fuzzy set qualitative comparative analysis (fsQCA) method and from the perspective of ‘configuration’, this article proposes that the emergence of SCB not only depends on a single condition, but also depends on the interaction of safety leadership behavior (SLB), organizational safety climate (OSC), organizational safety support (OSS), safety attitude (SA), safety motivation (SM), safety risk perception (SRP) and psychological belonging (PB). Conclusion. The research shows that the emergence of construction workers’ SCB can be realized through different combinations of variables, and both ‘external environment-driven' and ‘interpersonal relationship-driven' paths can promote the generation of SCB. This research provides a more systematic and practical explanation for how to promote the generation of SCB of construction workers, expand the research scope of safety management and play a positive role in reducing the incidence of safety accidents in the construction industry.

Antecedents and prevalence of destructive leadership behaviour: the case in primary and middle level schools

ABSTRACT The main purpose of this empirical study was to investigate the antecedents and prevalence of destructive leadership behaviour in primary and middle-level schools of the state of Amhara, Ethiopia. A mixed approach with an embedded research design was employed. Multi-stage stratified sampling was applied to select 748 teacher respondents. One sample t-test, multiple regression and hierarchical multiple regression model were used to analyse the data. The study revealed that antecedents of destructive leadership were moderately exhibited in Primary and Middle-Level Schools. When the prevalence of destructive leadership was regressed on susceptible followers, leader behaviour and conducive environment antecedents of destructive leadership, 61% of the variance in the prevalence of destructive leadership behaviour was accounted for by the interplay of susceptible followers, leader behaviour and conducive environment. Leader behaviour antecedent of DLB contributes more to the prevalence of destructive leadership behaviour among principals in primary and middle schools. Based on the findings of the study it is inferred that the antecedents of destructive leadership were moderately exhibited in the primary and middle-level schools of the study area.

Validating the Causal Relationship between Quantum Leadership and Employee Innovation Performance from the Perspective of Organizational Sustainability

In the quantum era, the rapid development of enterprises cannot be separated from the efforts of employees, and the improvement of employee performance is also closely related to the behavior and attitude of organizational leaders. Quantum leadership, as a new leadership paradigm, differs from traditional Newtonian classical mechanics in that it emphasizes wholeness and interconnectedness, considers new ideas as the key to success, and values complex changes in the organizational environment, thus helping the organization provide sustainable development in the future. In addition, quantum leadership is able to manage in chaotic and potentially uncertain environments, encouraging employees to explore new ideas for solving problems, stimulating enthusiasm and motivation for innovation, and thus improving the level of employee performance. In particular, as the importance of innovation performance has been emphasized, it has been considered as a key variable in driving and promoting sustainable organizational development. Moreover, this study is different from previous studies that validate traditional leadership. We focus on an emerging type of leadership that distinguishes itself from traditional leadership—quantum leadership—which is a leadership model that is currently receiving a lot of attention. In the uncertain future environment, quantum leadership is gradually becoming a key factor for business growth and plays an important role in the survival and development of organizations in the future environment. Based on this research background, this study argues that quantum leadership is closely related to employee innovation performance. This study examines whether quantum leadership improves employee innovation performance and the sequential multiple mediating effects of organizational intelligence and knowledge sharing. Most of the previous studies focused only on the mediating or moderating role of the model. This study expands this area of research by incorporating the moderating role of innovative culture and validating its effects. This finding explores the development of quantum leadership and provides a theoretical foundation for related research. In addition, this study collected data from 345 employees of Chinese SMEs in the context of the fourth industrial revolution. These results suggest that quantum leadership positively affects innovation performance. Organizational intelligence and knowledge sharing have multiple serial mediating effects on quantum leadership and innovation performance. Moreover, the interaction between innovative culture and knowledge sharing improves employees’ innovation performance. Therefore, this study clarifies the causal relationship between quantum leadership and innovation performance through theoretical and validated research models. It lays the foundation for the sustainable development of organizations in the future.

The Impact of Employee Creativity and Transformational Leadership on Innovation Work Behavior in the Banking Sector

This study examines the role of transformational leadership in promoting an innovative work environment and work behavior in the rural bank Industry. The research was conducted at Bank UMKM, a company that holds a significant market share in the region's rural bank industry. A survey was conducted with 671 employees across the company's branches. The findings reveal that all hypotheses, except Hypothesis 1, were accepted. Transformational leadership positively affects employee creativity, indirectly influencing innovation work behavior. Additionally, the relationship between transformational leadership and innovative work behavior is strengthened by the presence of trust in supervisors. Although transformational leadership did not have a direct impact on innovative work behavior, the research highlights the significance of cultivating an inventive work environment and the influence of trust in supervisors in encouraging innovation within the rural bank business.

Inclusive leadership and innovative work behavior: exploring the impact of employee voice as a mediating factor

The main purpose of this field study is to examine the mediating role of employee voice in the effect of inclusive leadership perceptions on innovative work behaviors of employees working at different hierarchical levels in the manufacturing sectors. 415 employees in total were voluntarily included in the survey study. The findings obtained in this direction revealed that employees' perceptions of inclusive leadership positively affect their innovative work behavior attitudes and that employee voice has a mediating role in the relationship between these two variables. In this context, the sectoral results of the research are discussed, the limitations of the study are stated and certain suggestions are made for the employees working in managerial positions.

School conditions and principal practices promoting instructional data use in high-stakes accountability systems

This study explores how school environments and principal behaviors enhance the use of data within Chile's high-stakes accountability systems. Emphasizing the importance of Data-Driven Decision Making (DDDM) for improving educational outcomes, this mixed-methods research analyzed data employment for accountability, improvement, and instructional purposes. Findings show that schools prioritize data use for enhancing instruction and school improvement over mere compliance with external accountability. Key leadership behaviors, notably instructional leadership, are crucial in promoting effective data utilization. The study identifies both minimal and organizational conditions as critical enablers for data use, although their impact varies with the type of data employed. The results advocate for a balanced approach that considers both quantitative and qualitative factors to optimize data use in educational settings. Future research should delve deeper into specific instructional practices and the factors that influence teacher decision-making to further improve data-driven instruction.

THE INFLUENCE OF EFFECTIVE LEADERSHIP AND ORGANIZATIONAL JUSTICE ON ORGANIZATIONAL COMMITMENT IN THE TRANSPORTATION INFRASTRUCTURE SECTOR OF THE SURABAYA CITY TRANSPORTATION SERVICE

The aim to be achieved in this research is for effective leadership and organizational justice to have a simultaneous influence on organizational commitment in the Transportation Infrastructure Sector of the Surabaya City Transportation Service. In accordance with the results of this research, it can be concluded that factors consisting of effective leadership and organizational justice have a significant and positive influence simultaneously on organizational commitment in the Transportation Infrastructure Sector of the Surabaya City Transportation Service. Factors consisting of effective leadership and organizational justice have a significant and partially positive influence on organizational commitment in the Transportation Infrastructure Sector of the Surabaya City Transportation Service. Among the factors consisting of effective leadership and organizational justice, it turns out that effective leadership has a dominant influence on organizational commitment in the Transportation Infrastructure Sector of the Surabaya City Transportation Service, with a partial influence of 63%. As input, we can provide a few suggestions that can be proposed for improving management which are implications of the research results, including: Encouraging transformational leadership behavior that inspires and motivates employees to achieve organizational goals, focus on building trust, fostering creativity, and empowering team members to contribute meaningfully, prioritize clear and transparent communication to ensure employees understand organizational goals, expectations and changes.

The Relationship Between School Administrators' Paternalistic Leadership Behaviors and Teachers' Levels of Organizational Silence

The purpose of this study is to reveal the relationship between school administrators' paternalistic leadership behaviors and teachers' levels of organizational silence according to the views of the teachers participating in the study. Relational survey design was used in the research conducted using quantitative methods. The population of the study consists of 4836 teachers working in schools in a province of Turkey in the 2023-2024 academic year, and the sample consists of 526 teachers selected by simple random sampling method. Personal Information Form, School Principals' Paternalistic Leadership Behaviors Scale and Organizational Silence Scale were used as data collection tools. SPSS 25 statistical package program was used to analyze the data. In the process of analyzing the first two sub-problems, arithmetic mean and standard deviation were analyzed for descriptive statistics. Correlation analysis was used to analyze the third sub-problem and regression analysis was used to analyze the fourth sub-problem. As a result of the research, it was seen that school administrators' paternalistic leadership behaviors were generally at a low level and that philanthropic paternalistic leadership was dominant in the school. Teachers generally experience low levels of organizational silence, but when the sub-dimensions of organizational silence are examined, it is seen that the perception of managerial silence is the most dominant in the school. As the administrator behaviors related to the sub-dimensions of family atmosphere at school and philanthropy increase, teachers' individual silence, organizational culture, colleagues, pressure groups and general organizational silence behaviors decrease. As the administrator behaviors related to the sub-dimensions of interventionism and inadequacy at school increase, teachers' individual silence, organizational culture, colleagues, pressure groups and general organizational silence behaviors increase. As the administrator behaviors related to the sub-dimension of authoritarianism at school increase, teachers' individual silence, administrative silence, organizational culture, colleagues, pressure groups and general organizational silence behaviors increase. It was seen that the benevolence, interventionism and finding inadequate sub-dimensions of paternalistic leadership were significant predictors of teachers' organizational silence.

The relevance of vision sharing and innovative behavior on transformational leadership, charismatic influence and organizational citizenship behavior (OCB)

The growing emphasis on quality of life has propelled the development of and attention to the tourism and hospitality industry. However, this focus has also led to competitive challenges due to globalization and rapid market changes. This study employed a three-stage questionnaire method to distribute surveys and conducted a comparative analysis of 370 hotel employees. The research aimed to expand the literature by exploring the relationship between transformational leadership styles and organizational citizenship behaviour (OCB) theory in hotel management. The study revealed that transformational leadership indirectly influences organizational citizenship behaviour through the mechanisms of charm influences and individualized care. With regard to moderating effects, shared vision in the second stage positively moderated the relationship between charisma attribution and individualized consideration, and innovative behaviour positively moderated the relationship between individualized consideration and organizational citizenship behaviour. This relationship was evident in the third stage. Finally, a comparative analysis was conducted between the alternative and original models to reinforce the findings.

When identification with your group matters: leader consultation in response to constructive follower voice

ABSTRACT Integrating social exchange and social identity theory, the present research investigates to what extend and why follower social identification matters for the relationship between constructive follower voice and leader consultation. We argue that when the voicing follower is strongly identified with the joint workgroup, leaders will positively reciprocate constructive voice with consultation, as a concrete participatory leader behaviour, because they perceive this follower’s voice as more constructive. We conducted a multi-wave field study (N = 177) and two pre-registered experiments (N = 199 and N = 528). Overall, we found that leaders consulted constructive voicers more when they were strongly rather than weakly identified with the joint workgroup, because they perceived their voice as a more constructive contribution. Comparison with a neutral control condition further showed that this effect was mainly due to leaders refraining from consultation when voicing followers were weakly identified. Additionally comparing constructive voice to two other types of proactive expressions (i.e. destructive voice, supportive voice) in Study 3 showed that followers’ weak social identification attenuated the positive effect of voice on leaders’ perceived voice constructiveness only for constructive voice (i.e. challenging and promotive) but not for non-challenging (i.e. supportive) or non-promotive (i.e. destructive) follower expressions.

Ethical Leadership Promotes Positive Work Outcomes Among Employees With Disabilities

People with disabilities are more likely to be both unemployed and under-employed compared to their non-disabled counterparts (Shahidi et al., 2023), and as such it is important to focus on what may make this cohort more likely to stay, and thrive, at work. Because research supports an association between leadership and employee behaviour (Domfeh et al., 2016), and given the characteristics of ethical leadership (i.e., treat people fairly, create inclusive environments where diversity is embraced; Walumbwa & Schaubroeck, 2009), this style of leadership may be especially important when it comes to employees with disabilities. Thus, the purpose of the current research is to examine the association between ethical leadership and turnover intentions and motivation to lead among employees with disabilities. More specifically, it is proposed that loneliness will moderate the relationship between ethical leadership and turnover intentions, and that self-compassion will moderate the relationship between ethical leadership and motivation to lead. This study consisted of 223 participants, recruited through Prolific (all of whom self-identified as having a disability and working with a leader). Results suggest that ethical leadership is negatively related to turnover intentions, and that loneliness moderates the relationship between ethical leadership and employee turnover intentions. Ethical leadership was not associated with motivation to lead, and self-compassion did not moderate this relationship. Investigating the effect that ethical leaders may have on employees with disabilities is an important avenue for future research, and has implications for organizations, leaders, and employees alike.

Examining Leadership Styles in Academic Leaders: A Case Study of a University in Bogotá, Colombia

Leadership in institutions of higher education (HEIs) is important for the academic environment, educational quality, and student success. This research explored the leadership strategies implemented by a HEI in Bogotá, Colombia. A sample of 162 participants was surveyed, made up of collaborators and teachers of the institution. The results reveal that the leaders simultaneously adopt transactional and transformational leadership behaviors. This combination of leadership styles has characteristics that are directly related to the role of managers in the university institution. Understanding these dynamics can lead to improving educational practices, optimizing operational and academic management, and facilitating the interpretation of behaviors.

To lead or not to lead? A cultural examination of leadership in independent hotels

PurposeThis study explores the impact of ethical and authentic leadership on employees' workplace perceptions, focusing on organisational citizenship behaviour (OCB), trust in leader, commitment, employee voice and empowerment in independent hotels across two contrasting Global Leadership and Organizational Behaviour Effectiveness (GLOBE) clusters: Germanic and Middle-Eastern clusters. It examines how national culture influences these relationships in the hospitality industry.Design/methodology/approachData were collected from 1,678 employees in independent hotels in the Germanic European cluster (Germany and the Netherlands) and the Middle-Eastern cluster (Qatar and Turkey) using selective and snowball sampling techniques. Hypotheses were tested using two-stage structural equation modelling.FindingsEthical leadership significantly affects employee voice in Germany and the Netherlands but not in Qatar and Turkey. Authentic leadership positively influences employee voice in Qatar, Turkey and Germany but does not significantly impact trust in leader in any of the four countries. The study underscores the role of cultural dimensions, particularly power distance, in shaping these relationships.Originality/valueThis research contributes to the literature by investigating the effects of ethical and authentic leadership on key organisational variables in culturally diverse contexts within the hospitality industry. The findings highlight the necessity of considering national culture in leadership practices and suggest practical implications for independent hotels to adapt their leadership approaches to enhance employee outcomes. Future research should explore cultural dimensions as moderators in organisational relationships.