Leadership In Organizational Context Research Articles

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.

Post Pandemic leadership in Latin America: responding to Wicked Problems using Adaptive Leadership in Organizational Contexts

This paper examines the leadership approach to the pandemic in Latin America based on the traditional cultural approach to leadership in this region. Using the framework of challenges proposed by Grint (2020), a response to Covid is recommended based on its categorization as a wicked, as opposed to a tame or critical, problem. Using a framework of adaptive leadership (Heifetz, 1994) and advanced change theory (Quinn, 2000), Ricardo Semler’s transformation of Semco is explored as an example of an alternative approach to leadership to address wicked problems in Latin America.

Servant leadership and positive organizational behaviour: the road ahead to reduce employees’ turnover intentions

PurposeOver time, interest in servant leadership has increased manifold both in academic research and the popular press. These rampant developments have set the stage for addressing the worthiness of servant leadership’s theory. Empirical studies undertaken by numerous scholars (Farling et al., 1999; Bass, 2000; Page and Wong, 2000; Russell and Stone, 2002; Sendjaya and Serros, 2002; Dennis and Winston, 2003; Smith et al., 2004; Stone et al., 2004; Dennis and Bocarnea, 2005; Humphreys, 2005) have surfaced significant findings supporting relevance of servant leadership in organizational context; however, an absence of universal definition and its measures impinges on this concept. Noticeably missing from research attention has been the effect of servant leadership in promoting positive organizational behaviour among organizational employees. Thus, this paper aims to explore the available literature on servant leadership with a view to establish a servant leader’s role in instilling and facilitating positive organizational behaviour in the workplace. Moreover, the purpose is also to determine whether the positive organizational behaviour inculcated among the employees through a servant leader helps in reducing their turnover intentions.Design/methodology/approachUsing different keywords, relevant research papers on Google Scholar were selected. Also, several online databases like Emerald Management, Elseiver, EBSCO Host, etc., were accessed for conducting this exploratory study.FindingsTo examine the various convergent and divergent dimensions of the major constructs, numerous definitions and scholarly work of renowned practitioners have been collated through an extensive literature review. To put forth a comprehensive picture encompassing the noteworthy findings of the studies pertaining to the major construct, a tabular representation has been made.Originality/valueThis is the first study wherein the linkage about servant leadership and positive organizational behaviour in organizational context has been talked about. The paper carries value as the literature pertaining to servant leadership in published domain is still in its nascent stage. The repertoire of literature, presented here, will provide a clear direction to the future researchers who wish to pursue their study in this area.

Leader toxicity: An empirical investigation of toxic behavior and rhetoric

This paper provides empirical support for the behavioral and rhetorical constructs associated with toxic leadership in organizational contexts. Two exploratory studies were conducted that examined behavior and rhetoric of leaders through the lenses of abusive, bullying, destructive, toxic, and tyrannical leadership theories. In a qualitative study, participants expressed their direct experiences with leader toxicity. Eight behavioral dimensions emerged. Integrating those findings, a 51-item leader behavior assessment was developed to assess agreement of the severity of harmfulness of these dimensions. Based on the results of these studies, a typology of toxic leader behaviors and rhetoric was developed. Organizational implications are discussed.

Leadership Climate in the Public Sector: Feelings Matter Too!

Although there is substantial empirical evidence supporting the important role of leadership in organizational contexts, there is limited empirical evidence that focuses on the distinction between how employees feel about senior leaders and what they think about senior leaders. This is particularly true in the public-sector environment. In this paper, a model is tested that identifies key consequences of affectively and cognitively based perceptions of public-sector senior leadership. Data collected from a large public-sector organization were examined to identify the correlates of affectively and cognitively weighted perceptions of leadership. A series of regression analyses was conducted to identify more clearly the extent to which affectively and cognitively based perceptions of leadership influenced affective commitment, attitudes to change, intention to turnover, and extra-role performance. The results suggest that both affectively and cognitively based perceptions of leadership influenced organizational commitment and cynicism toward change. Extra-role behavior was influenced by the affective dimension alone, and intention to turnover was influenced by the cognitive dimension alone. The results also showed a significant interaction between the affective and cognitive dimensions in predicting intention to turnover. In general terms, the findings will prove helpful to human resource practitioners interested in diagnosing and managing the transformational leadership climate in public-sector organizations.

Cross-cultural comparison of leadership prototypes

Despite the recognized importance of leadership in organizational contexts, relatively few studies have examined the concept of leadership in various cultures. To better understand cross-cultural leadership, this study compares leadership prototypes across several countries using an attribute-rating task. Subjects ( N = 142) from eight countries rated a list of 59 attributes according to how well each fit their prototype of a business leader. Results indicate significant differences among the ratings provided by subjects from different countries of traits identified as high, medium, and low in prototypicality. Subsequent multidimensional scaling aggregated across trait ratings yielded a three-dimensional configuration of countries. The relative distances between countries are discussed with respect to Hofstede's (1980) dimensions of national culture. Potential implications for selection and training of expatriate managers are discussed.

Leadership Perceptions in Relation to a Presidential Vote1

In the 1988 American presidential election, leadership perceptions and perceived platforms were used to predict votes for one of the two final candidates (Governor Michael Dukakis and Vice President George Bush). Both leadership perceptions and perceived platforms were found to be related to voting. However, political involvement moderated the relationship between the perceived platforms and the votes, while leadership perceptions were found to be a consistent predictor of voting across levels of political involvement. Leadership perceptions, perceived platforms, and the interaction between involvement and perceived platforms predicted voting above and beyond the voters’ political affiliations. Consistent with a categorization model of leadership perceptions, the prototypicality of perceived leader traits was found to be strongly related to a tendency to vote for a candidate who was perceived to possess those traits. In comparing general favorability of characteristics versus prototypicality with respect to an effective political leadership category, general favorability played a larger role in uninvolved voters’ decisions than in involved voters’ decisions. Differences in mean leadership prototype ratings were also explored as a function of political affiliation and political involvement. The implications of these findings for campaign strategies and for leadership in organizational contexts are discussed.