Perceived Leadership Effectiveness Research Articles

Personal and Professional Attributes, Emotional Intelligence, and Leadership Effectiveness of Industrial Education Leaders In Region I

This research investigates the dynamics between the attributes (both personal and professional), emotional intelligence, and the leadership effectiveness of leaders in industrial education at higher education institutions in Region I, using a descriptive-correlational approach. By employing standardized tools for data collection and a scoring system that mitigates bias through reverse coding and random distribution of items, the study aims to uncover correlations between various aspects of leadership in industrial education. Specifically, it evaluates the interrelations among leaders’ attributes, emotional intelligence, and perceived leadership effectiveness from the perspectives of both the leaders themselves and their faculty members. The analysis, leveraging statistical methods like frequency counts, percentages, and correlation coefficients, unveils that the majority of industrial education leaders and faculty members possess distinctive demographic and professional profiles. The findings indicate high levels of emotional intelligence and leadership effectiveness among leaders but suggest that their personal or professional attributes do not significantly influence these aspects. Furthermore, faculty members’ perceptions of leadership effectiveness are significantly shaped by their academic rank and their institutions’ program accreditation status, whereas the impact of leaders’ emotional intelligence on their leadership effectiveness is not pronounced. Keywords: industrial education, emotional intelligence, leadership effectiveness, descriptive-correlational, Philippines

The Impact of Perceived Leadership Effectiveness on Job Satisfaction Among Mental Health Practitioners in Nonprofit Organizations

Leadership has been a fascinating research topic for many years and garners substantial interest from many organizations seeking to enhance and maximize human resources. Leadership effectiveness was especially identified as one of the most influential moderator for employee job satisfaction. Three additional components that served as the control variables were: organizational commitment, performance, and occupational burnout. Multiple regression analysis was utilized to explore the impact of their relationship with employee job satisfaction. The results confirmed that an employee’s perception of his or her leader’s effectiveness was paramount to job satisfaction compared to the effects of controlled variables.

Perceived leadership effectiveness and turnover intention in remote work: the mediating role of communication

In the evolving landscape of remote work, the intersection of leadership communication and employee turnover intention has become a major point of interest for organizational studies. This paper presents a quantitative investigation into how leadership communication is perceived by subordinates in terms of their leaders' effectiveness, and how these perceptions statistically relate to the subordinates' intentions to leave the organization. Judy and d'Amico (1997) predicted that remote work would become a reality in the following decades, with more qualified jobs demanding brains over muscles and physical presence in a specific location becoming irrelevant. Neufeld et al. (2010) explored the impact of leadership perception, also associated with perceived effectiveness, on the communication between managers and subordinates in the remote work environment. The objective of this study was to understand how leadership communication is perceived by employees in terms of direct leaders' effectiveness and how these two factors are statistically related to turnover intention. Turnover intention refers to the individual and voluntary decision to leave an organization (Anwar, 2016). Adopting a quantitative methodology, the study sought to contribute to both the scholarly discourse and practical understanding of remote work practices. In Aprial 2022, a diverse sample of 203 valid respondents was surveyed, inclusive of subordinates across 14 countries and leaders hailing from 30 nationalities. Results revealed a very strong positive correlation (Spearman’s rho = 0.812) between leadership communication and its perceived effectiveness, suggesting that subordinates who regard communication highly also perceive higher leadership effectiveness. However, there's a significant yet weak negative correlation between leadership communication and turnover intentions (Spearman’s rho = -0.343), and similarly, between perceived leadership effectiveness and turnover intentions (Spearman’s rho = -0.299). The study did not find significant evidence of perceived leadership effectiveness mediating the relationship between communication and turnover intentions in remote settings, with a minor indirect effect (Spearman’s rho = -0.0271; p-value = 0.64), comprising about 14% of the total communicative effect on turnover intention. These findings contribute to the literature on remote work dynamics, stressing the importance of effective leadership communication for employee retention. Despite certain study limitations, like sample size and context specificity, the insights provided are valuable for organizational leadership and academia, underscoring communication's vital role in remote workforce management.

Perceived effects of teleworking on adaptive performance: a moderated mediation model of leadership effectiveness and negative affect

Purpose Drawing on the conservation of resources theory, this study aims to explore how individuals’ perceptions of telework effects associate with their adaptive performance by shaping their negative emotional experiences, with perceived leadership effectiveness acting as a critical moderator in this relationship. Design/methodology/approach A cross-sectional design was used, with data collected from a final sample of 209 teleworkers via an online survey. Findings The results demonstrated a significant indirect effect of the perceived effects of teleworking on adaptive performance through negative affect. Furthermore, leadership effectiveness moderated the indirect effect, in a way that the indirect effect was only significant for those who had ineffective leaders and moderate effective leaders; therefore, the indirect effect was strengthened for those who had less effective leaders (versus effective leaders). Originality/value This study examines the positive link between teleworking perceptions and adaptive performance through the reduction of negative affect, in line with the conservation of resources theory. Moreover, a reduction in negative emotions among employees during telework is associated with enhanced performance. Notably, the study reveals that leadership effectiveness moderates this connection as playing a crucial role in moderating these effects, particularly when leaders are perceived as less effective, offering insights for organizations considering telework strategies.

How Can Women Take Advantage of the High-Tech Era to be Perceived as Effective Leaders? Being Tech-Savvy Helps

Given the increasing use of intelligent technologies and the resulting requirement for leaders to be tech-savvy, an important question that emerges is whether perceptions of leadership effectiveness are changing too? Drawing from gender role theory and expectation violation theory, we propose and test a model of whether and how females can benefit from being tech-savvy. To explore whether women may stand to gain from the changing nature of the workforce or not, we ran a series of studies. Our data sources included a cross-sectional time-lagged field study and experimental studies with students and online adults. We found that a definitive skill of the current technological era, tech-savviness, changes perceptions and evaluations of female leaders in a much more positive way than it does for male leaders, as such allowing female leaders to be more likely to be perceived as effective leaders. The reason for the effect that tech-savvy women were more likely to be perceived as effective leaders was driven by the fact that tech-savvy women are seen as more competent and hence, attributed more social status. Our research goes beyond merely focusing on the negative effects of gender stereotypes by providing an actionable solution—that comes from promoting tech knowledge and savviness—for women to counter gender stereotypes that undermine them from being viewed as effective leaders.

Learning goal orientation and abusive supervision

Employee learning for competence development is more salient for today’s organizations facing frequent changes from inside and outside, and accordingly, employees’ learning goal orientation (LGO) is noteworthy. This study examines how and why employees’ LGO relates to leadership effectiveness, i.e., employees’ perception of abusive supervision. Competing hypotheses and the mediating mechanisms of a work attitude from LGO, i.e., work enjoyment, and a work behavior from LGO, i.e., compliance behavior, were proposed. In a three-wave panel survey, 304 employees in a variety of occupations completed questionnaires. Results indicate LGO had a negative relationship with abusive supervision and employees with higher LGO had more enjoyment of work, and in turn, less perception of abusive supervision. The positive LGO-abusive supervision relationship was not empirically supported. While employees with higher LGO had less compliance behavior, this reduced compliance did not lead to increased abusive supervision. Hence, the suggestion is that supervisors should let subordinates feel that by performing required tasks, subordinates are learning by doing to facilitate leadership effectiveness. This study uses intrinsic motivation perspective to address an underlying process by which LGO manifests itself in an interpersonal and managerial outcome, abusive supervision. The findings suggest intrinsically motivated actions may mitigate negative perception of supervisors’ interactions. Employees’ intrinsic motivation at work may be a stance to understand their workplace interactions. Goal orientation is an important factor in leadership. Literature shows leaders’ LGO facilitates leadership effectiveness. Corresponding to emerging importance of followers in leadership effectiveness, this study found subordinates’ LGO facilitated their perception of leadership effectiveness in terms of reduced perception of supervisory behavior as abuse. In addition, this study enriches abusive supervision literature by corresponding to a call for examining the characteristics of subordinate and the work in concert to complement the limited work on understanding abusive supervision. Suggestions for future study are provided.

Leaders' Machiavellian traits and servant leadership behaviors – A gender perspective

PurposeTwo studies are designed to address the research questions including an experimental study and a field study. The experimental study manipulated Servant Leadership (SL vs. non-SL), leaders' Machiavellianism (H-Mach vs L-Mach), and leaders' gender (male vs. female), and measured leadership effectiveness. The second study is a survey study that collected data from employees regarding their interaction with supervisors and their perceptions of supervisors' leadership behaviors.Design/methodology/approachLeadership behaviors can correspond to or deviate from leaders' personality traits. This study aims to study the interplay of two seemingly opposite constructs in leadership – a power-pursuing and manipulation-oriented trait (i.e. Machiavellianism) and an other-oriented leadership style (i.e. servant leadership behaviors) by examining whether the effect of servant leadership behaviors on perceived leadership effectiveness varies across high and low levels of Machiavellian traits. Furthermore, built upon gender role congruency theory, the researchers pay particular attention to the (leader) gender's role in the paradox of Machiavellian traits and servant leadership behaviors.FindingsResults from the two studies show that the relationship between servant leadership behaviors and followers' ratings of leaders' effectiveness varies with leaders' Machiavellian traits. More engagement in servant leadership behaviors serves as a remedy for high-Mach leaders to achieve leadership effectiveness, and this remedy effect tends to be greater for women leaders.Originality/valueTo the authors' best knowledge, this is one of the first attempts that examine the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness. The authors also contribute to the gender leadership literature by providing evidence for the contingencies of leaders' genders when employees evaluate leadership effectiveness with consideration for the dual demands for agency and communion from women leaders.

Observed Supervisor Being Abused, Perceived Leader Effectiveness, and Supervisor-Directed Deviance

Observed Supervisor Being Abused, Perceived Leader Effectiveness, and Supervisor-Directed Deviance

A longitudinal approach to disentangle how conscientiousness creates happy people: The mediating role of self-leadership and the moderating role of perceived leadership effectiveness

This study relied on the conservation of resources model to explore the interaction between individual differences (conscientiousness and behavior-focused self-leadership) and contextual factors (perceived leadership effectiveness) to predict well-being. Using results from a three-wave longitudinal study of working adults (N = 107*3 = 321, mean age = 46.05 years, 54% male), we examined: (1) the indirect effect of conscientiousness on well-being via behavior-focused self-leadership; and (2) the moderating role of perceived leadership effectiveness on the indirect effect. The multilevel results showed that conscientiousness influenced well-being through behavior-focused self-leadership over time. The results also showed that the indirect effect was moderated by perceived leadership effectiveness, in such a way that it became stronger when individuals had leaders perceived as less effective (versus more effective). Thus, behavior-focused self-leadership seems to be a process through which conscientiousness influences well-being; when conscientiousness was lower there was an increase behavior-focused self-leadership when the leader was perceived as effective; this contextual need decreased as conscientiousness increased. That is, it seems that when there is something external regulating the individual, s/he feels less need to self-regulate. The results highlight the role of personal (conscientiousness), cognitive (behavior-focused self-leadership) and contextual resources (perceived leadership effectiveness) for well-being.

The interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness: the role of team conflict management

PurposeThis paper aims to examine the influence of the interplay between servant leadership behaviors and Machiavellianism on leader effectiveness.Design/methodology/approachDrawing on trait activation theory and motivation to lead theory, the authors hypothesize that the effect of servant leadership behaviors on perceived leadership effectiveness is manifested differently in teams with high-Machiavellian vs. low-Machiavellian leaders. In teams with low-Machiavellian leaders, servant leadership behaviors are expected to be associated with a cooperative way of handling team conflicts, which enhances employees' leader effectiveness ratings. In contrast, in teams with high-Machiavellian leaders, this mediation role vanishes due to the incongruency between Machiavellian traits and the cooperative context. The authors conducted a two-wave survey-based study and tested the hypotheses with a matched supervisor-employee sample from 310 employees and their leaders in 91 teams.FindingsThe results showed that servant leadership behaviors positively impact leadership effectiveness and that this effect takes place through cooperative team conflict management (TCM) without controlling for leaders' Machiavellian trait. Further analysis shows this mediation mechanism is only strong and significant in teams led by low-Machiavellian leaders, but not high-Machiavellian leaders.Originality/valueTo the authors’ best knowledge, this is the first study that examines the interplay of servant leadership behaviors and Machiavellianism on perceived leader effectiveness.

How followers' neuroticism buffers the role of the leader in their daily mental health via daily positive affect: A multilevel approach

This study expands on the existing research on employees' work-related mental health by analyzing (1) the relationship between within-person fluctuations in perceived leadership effectiveness and positive affect and mental health and (2) between-person variations in neuroticism as a relevant boundary condition of this relationship. Multilevel data was collected from 224 working adults (2240 measurement occasions). The results demonstrated that fluctuations in the perception of the leader's effectiveness were positively related to daily positive affect, and this relationship was moderated by the followers' levels of neuroticism, in such a way that higher levels of neuroticism buffered the positive effect of leadership effectiveness on positive affect. The findings also evidenced a positive relationship between daily positive affect and daily mental health, as well as a significant indirect effect from perceived leadership effectiveness to daily fluctuations in mental health via daily fluctuations in positive affect. An effective leader makes employees feel more positive affect during the day, which is beneficial to their daily mental health; however, this relationship is may be impaired by the employees' levels of neuroticism. Practical implications for theory and practice are discussed.

The Effects of conspiracy theory spread by leaders during times of war: The role of gender on follower perceptions of leader effectiveness and warmth

This paper investigates whether the spread of conspiracy theories by leaders during times of war has an effect on perceived leader effectiveness and warmth by followers additionally takes into account the role of gender in this exchange. Analysis demonstrates that the gender of the leader had no significant effect on followers’ perceived effectiveness or warmth in all the conditions. Furthermore, conspiracy spread did not have a significant interaction with perceived effectiveness, however, conspiracy-spreading leaders were perceived as less warm compared to neutral leaders. The results led to the conclusion that based on our sample taken from the Armenian population, the leader’s gender does not play a role in perceived effectiveness when delivering bad news during times of crisis.

Leadership Effectiveness of Zonal Extension Officers by Extension Agents in Kwara State Agricultural Development Programme, Nigeria

In the structure of the Kwara Agricultural Development Programme, the position of Zonal Extension Officers (ZEO) is vital and central to the execution of the extension programmes which are implemented through the frontline Extension Agents. The study examined the leadership effectiveness of the Zonal Extension Officers (ZEOs) in Kwara State Agricultural Development Programme, factors that hindered the leadership effectiveness of ZEOs and the demographic characteristics of ZEOs and Extension Agents (EAs) in Kwara State Agricultural Development Programme. One hundred and thirty (130) EAs and four (4) ZEOs were purposively selected for the study. Primary data were collected with a structured questionnaire and analysed with descriptive statistics while the hypotheses were tested with Pearson Product Moment Correlation and Chi-Square Statistics. Results of the study revealed that 94.6% of the EAs and all four ZEOs acquired tertiary education. The EAs and the ZEOs had an average of 8.01 and 5 years of field experience respectively. Furthermore, 59.2%, 58.5% and 50% of ZEOs were effective only in clarifying the organization’s goals, ineffective in staff motivation and communication respectively. There was a significant relationship between level of education (χ2 = 47.53, p=<0.05), years of experience (r=0.27, p=<0.05) of EAs and perceived leadership effectiveness of ZEOs. Based on the empirical evidence, the ZEOs need to improve their job performances. Extension personnel should acquire tertiary education with cognate field experience before they could function as ZEOs for optimum effectiveness.

Gender and Organizational Culture: Perceptions of Leadership Style and Effectiveness

The purpose of this paper was to demonstrate changes in the definition of effective leadership and present an argument for how the shift relates to evident changes in perceptions of women leaders. Perceptions of effectiveness estimations for female and male executives were compared, while taking into consideration organizational culture. Scenario methodology was used to manipulate gender, leadership styles, and organizational culture through an experimental online survey looking for differences in perceptions of effectiveness. Findings, in part 1, show that female executives were viewed as more transformational than male executives with no significant differences in perceptions of leadership effectiveness. Leadership style mediated relations between leader gender and perceptions of leadership effectiveness. In part 2, organizational culture was shown to increase the associations of gender and leadership style with expectations of effectiveness. Female leaders may over time be perceived as effective as male leaders, if the present shift in definitions of effective leadership styles continue to align with female gender roles and organizational cultures embrace collective practices. However, this paradigmatic change is slow and women continue to be stereotyped in leadership roles. This paper gives an explanation for why nil results are becoming more prevalent in the literature on gender in leadership.

Perceived Leadership Effectiveness of Vice-Chancellors at Public Universities in Kenya during the Juakalization Phenomenon

Perceived Leadership Effectiveness of Vice-Chancellors at Public Universities in Kenya during the Juakalization Phenomenon

Innovative Leadership-a Missing Puzzle in the Economic Administration of the Judiciary in the Czech Republic

This article dissertation aims to define the role of innovative leadership in the context of other leadership roles in the court’s administration of the Czech Republic and to define its influence on the perception and attitudes of followers. Specifically, these are the roles of accountability, compliance with rules and regulations, political loyalty and network governance. The attitudes of followers are represented by the dimensions of perceived leadership effectiveness, organizational commitment and work engagement. The theoretical model is created verified in the practical part on this basis. Hypotheses are tested using structural modelling. Factor analysis evaluates the data sample; the results are further specified using contextual interviews. The results of data analysis have not supported the hypothesis of a strong influence of the role of accountability on the attitudes of followers in the judicial administration. Unlike other examined leadership roles, the results of data analysis indicate a significant influence of the innovative leadership role on followers’ attitudes and define its function as an essential driver of procedural and organizational changes in the economic section of the Czech courts.

Leader diffuse status and leadership outcomes: Towards an integrative framework

AbstractThis review seeks to enrich our understanding of how a leader's status influences leadership outcomes such as motivation to lead, leader emergence and perceived leader effectiveness. The focus is on the leader's diffuse status, that is, status derived from demographic (e.g., gender and race) and physical (e.g., height and body shape) characteristics. Drawing insights from empirical findings and their theoretical underpinnings, we (1) highlight the need to explicitly model the leader's diffuse status as a mediator in the relationship between leader demographic and physical characteristics and leadership outcomes, (2) differentiate the effects of the leader's diffuse status as perceived by others (interpersonal level) and the leader's diffuse status as perceived by the leader (intrapersonal level) and (3) synthesize a wide range of contextual factors that influence the degree to which the leader's demographic and physical characteristics affect leadership outcomes through the leader's diffuse status. Moreover, we explain how other status types, such as status derived from the leader's position in the organizational hierarchy and status related to task‐relevant leader characteristics, can moderate the effects of the leader's diffuse status. Finally, we discuss the utility of our proposed integrative framework for researchers and practitioners and outline promising future research opportunities.

Factors Affecting Perceived Effectiveness of Multigenerational Management Leadership and Metacognition among Service Industry Companies

Workforce management has always been an essential consideration by businesses worldwide to improve organizational efficiency. The measurement of diversified labor present in modern Philippine companies has never been viable as generational and cultural differences shape and influences one’s leadership behavior, decision-making, and style. Employee motivation, multigenerational cohort, interpersonal skills, work values, and organizational culture significantly affect company leaders’ perceived effectiveness, resulting in varying management styles and approaches applicable to service companies. This study aimed to determine significant variables affecting the perceived leadership effectiveness and metacognition between multigenerational management clusters among service companies integrating behavioral theories such as Generational Cohort Theory (GCT) and Theory of Planned Behavior (TPB). Through self-administered questionnaires, data was utilized for multivariate analysis through structural equation modeling using the SPSS statistical software and SPSS AMOS 29 software and random forest classifier utilizing Python 5.1. Results showed that Motivation, Managerial Cohort, Organizational Culture, and Work values have a high-level relationship with Perceived Behavioral Control, Attitude Towards Behavior, and Social Norms. The results presented could be utilized in evaluating the management sector in service industries to provide and develop an optimum approach to leadership management. Managerial insights and suggestions are shown in the study.

Does follower role orientation impact leader-directed outcomes? An exploration of the indirect effects of follower role orientation on influence and leader effectiveness

Abstract Follower role orientations affect how followers approach the leadership process; however, there has been little insight into how individuals use these role beliefs to influence leader outcomes, particularly through their psychological and social leader-follower relationships. This research examines how co-production, passive, and anti-authoritarian follower role orientations affect a follower's influence on their leader and leader effectiveness indirectly through psychological closeness and relationship quality. The results from two studies suggest co-production role orientation had positive effects on influence on the leader through psychological closeness and on perceived leader effectiveness through closeness and leader-member exchange. Passive role orientation was negatively related to followers' influence on the leader through reduced psychological closeness in study 1, while anti-authoritarian role beliefs were negatively related to closeness in study 2. These findings suggest that when followers believe co-production is critical to the leadership process, closeness with the leader, relationship quality, and perceived leader effectiveness improve.

Impact of Diversity Climate on Leadership Effectiveness in Higher Education

Prior research has documented that diversity climate positively influences individual and organizational outcomes. However, there is void in current literature on how gender diversity influences subordinates’ perception of a leader’s effectiveness. In this paper, the researchers investigated how diversity climate affects the relationship between gender of leader and subordinate perceptions of a leader’s effectiveness. To investigate this problem, a convenience sampling method was used to select a gender-diverse faculty members sample at a research university in the southern region of the United States. The researchers analyzed the data using exploratory factor analysis to tease out significant factors that underlie structure of the diversity climate and perceptions of a leaders’ effectiveness scales. The data shows that diversity climate correlates with faculty’s gender and perceptions of leadership effectiveness. That finding also revealed that diversity climate does affect individual, unit, and/or organizational outcomes. The researchers recommended that additional studies be conducted to further examine diversity climate impact on leadership effectiveness and organizational outcomes as organizations embrace diversity, inclusion and equity.