Positive Leadership Behaviors Research Articles

Leadership behavior and organizational change management in selected public universities of Ethiopia: Exploring the impact of leadership influences and change processes

The study explored the impact of leadership behavior on organizational change management process in selected public Universities in Ethiopia. The authors utilized a concurrent mixed Triangulation design, combining quantitative and qualitative methods. The Quantitative data collected from 581 questionnaires were distributed to 379 academic staff and 202 academic leaders. Besides, qualitative data was collected from 12 top management bodies and 48 student representatives by using interviews and focus group discussions respectively. This ensured that a representative sample was obtained from the target population. The researchers used mean, standard deviation, independent sample t-test, correlation and regression to analyze and interpret the data collected. The study findings revealed a positive and significant impact of autocratic, democratic, laissez-faire, and transactional leadership behaviors on organizational change management process. However, there was a negative and significant impact of transformational leadership behavior on organizational change management process. Indeed, the study identified significant differences in the perceptions of leadership behaviors and organizational change management between academic staff and academic leaders. Based on the study findings, the authors recommended that leaders in public Universities customize and apply the identified positive leadership behaviors (autocratic, democratic, laissez-faire, and transactional) to effectively manage organizational change.

How does leader self‐sacrifice lead to employees' unethical pro‐organizational behavior? A moderated mediation model

AbstractPrior research on leader self‐sacrifice mainly demonstrates its positive role, while less attention has been paid to its potential negative consequences in the workplace. Based on social exchange theory, this study examines how and when leader self‐sacrifice may lead to employees' unethical pro‐organizational behavior (UPB). We tested our hypotheses with three‐wave data gathered from 570 employees. Results showed that leader self‐sacrifice indirectly promoted UPB via leader–member exchange (LMX). Moreover, employees' desire to see themselves in a positive light (i.e., self‐enhancement motives) moderated this indirect relationship, such that the indirect effect was less salient when employees had higher self‐enhancement motives. We discuss this study's implications for the research on leader self‐sacrifice as well as those for practitioners seeking to avoid the potential dangers of positive leadership behavior.

Positive Leadership Behaviors Empower Teams and Effect Change.

Positive Leadership Behaviors Empower Teams and Effect Change.

A power-with versus power-over framework of leadership behaviors, employee expectations, and employee creativity: A meta-analysis

Drawing on a power-over versus power-with framework and implicit leadership theories, this study examines how positive relations-oriented and task-oriented leadership behaviors affect employee creativity. A meta-analysis study with 143 empirical studies ( N = 40,023) reveals that both positive relations-oriented and task-oriented leadership behaviors were positively related to employee creativity and that psychological empowerment mediated these relationships. Further, the effect of positive relations-oriented leadership behaviors on employee psychological empowerment and creativity was stronger in countries of high (rather than low) power distance, whereas the impact of task-oriented leadership behaviors was stronger in countries characterized by low (rather than high) power distance. Theoretical and practical implications of the findings are discussed.

Build trust in the organization because it matters: exploring the nexus of enablers of organizational trust through DEMATEL

PurposeResearchers have worked diligently to find the factors that foster organizational trust, but the causal relationships between the enablers of organizational trust have remained unexplored. Therefore, the purpose of this study is to map and analyze the causal link structures of organizational trust enablers.Design/methodology/approachData were gathered from employees working in Indian manufacturing organizations. The decision-making trial and evaluation laboratory (DEMATEL) approach was used to test the cause-and-effect linkages among organizational trust enablers.FindingsThe empirical evidence shows that 6 out of 14 enablers are causal, namely, organizational justice, person–organization fit, corporate citizenship, positive leadership behavior, relational quality and job satisfaction.Practical implicationsThe findings of the study offer a deeper understanding of identified enablers of organizational trust and their linkages with other outcome enablers. Furthermore, the findings provided in the current study will assist top authorities, practitioners and HR managers in focusing on the select causal organizational trust enablers. In addition, the ranking established in this study will help organizations in directing their efforts and resources toward the few select enablers that help to facilitate other consequent enablers of organizational trust. In other words, the results of the study would help in gaining the advantages of efficiency in fostering trust at work.Originality/valueBy providing the empirically valid causal framework of organizational trust enablers, the present study makes a novel contribution to the field. Also, the findings of this study would help organizational policymakers, HR managers and organizational behavior practitioners in developing a better understanding of inculcating trust at work. Furthermore, the use of these enablers will help to foster a trustworthy environment at work.

Authentic Leadership and Psychological Well-Being of Nurses: A Mediated Moderation Model

Aims. This study investigates how authentic leadership influences the psychological well-being of Australian nurses. We examined whether authentic leadership could reduce the prevalence of workplace incivility and tested whether shared values and person-organization (P-O) fit could moderate the relationship between workplace incivility and psychological well-being (PWB). A mediated moderation model underpinned by social learning theory was developed to test the influence of authentic leadership on PWB. Design. We adopted a descriptive correlational research design to test the hypothesized model with a cross-sectional sample of Australian nurses using an online survey. Data were collected across two-waves separated by a six-month interval (N = 230, response rate = 38.3%) to minimize the potential effects of common source bias. The hypotheses were tested using Hayes Process Macro (Model 14) on IBM SPSS. Results. The hypothesized model had good fit indices and supported the mediated moderation model. There was no support for the direct association between authentic leadership and PWB. The supervisor authentic leadership behavior was negatively associated with workplace incivility and PWB. The association between incivility and PWB was positively associated with P-O fit. Nurses with high P-O fit reacted strongly to the positive effect of authentic leadership in reducing workplace incivility, such that they experienced higher levels of PWB. Conclusion. Authentic leadership behavior is important in the healthcare workplace. It reduces workplace incivility and improves PWB for nurses with high levels of congruence. Implications: our study suggests that senior management should deploy strategies through which frontline supervisors can learn and enact authentic leadership behaviors. They will then be better equipped to improve the PWB of their followers by minimizing the prevalence of workplace incivility. Impact: the study found a significant indirect relationship between authentic leadership behavior and psychological well-being, as mediated by workplace incivility and moderated by person-organization fit. The findings highlight the importance of positive leadership behaviors on the well-being outcomes of nurses in Australia.

How remote working increases the importance of positive leadership for employee vigor.

Leadership is essential for creating a healthy and happy work environment for employees. Due to the COVID-19 pandemic, working remotely from home has become prevalent for many employees, which challenges leaders to reach out to their followers even if these followers are not physically at work. Drawing on positive psychology theories, the aim of this study is to investigate the relationship between positive leadership and psychological energy (i.e., vigor), and particularly the extent in which this relationship is affected by whether employees are working from home, as well as the tenure of the leader-follower relationship. A two-wave time-lagged study design is used with a sample of 186 followers. Findings indicate that the effect of positive leadership on followers' vigor is especially strong when employees work from home, and even more so when leaders and followers have a long lasting work relationship. The study shows that positive leadership behaviors are positively related to employee vigor. Such positive leadership behaviors consist of praising follower's individual performance, personally thanking followers, cheering them up, and helping them with specified tasks.

The Effects of Leadership Behaviors of Secondary School Administrators on Staff Job Satisfaction in TRNC

Job satisfaction levels are important for people who spend most of their days at work. In the literature, there are studies on many factors that may affect the job satisfaction of employees. It is seen that the leadership behaviors of school principals affect teachers. This research aims to reveal the effects of school administrators’ leadership behaviors on teachers’ job satisfaction. A qualitative research technique was used in this study. Twenty-five secondary school teachers participated in this study. Research data were collected through a semi-structured interview form prepared by the researcher. The data were analyzed through the content analysis technique. The findings showed that the job satisfaction levels of the teachers were not sufficient, and the positive and negative leadership behaviors of the school principals affected the teacher job satisfaction.

Innovation across cultures: Connecting leadership, identification, and creative behavior in organizations

AbstractInnovation is considered essential for today's organizations to survive and thrive. Researchers have also stressed the importance of leadership as a driver of followers' innovative work behavior (FIB). Yet, despite a large amount of research, three areas remain understudied: (a) The relative importance of different forms of leadership for FIB; (b) the mechanisms through which leadership impacts FIB; and (c) the degree to which relationships between leadership and FIB are generalizable across cultures. To address these lacunae, we propose an integrated model connecting four types of positive leadership behaviors, two types of identification (as mediating variables), and FIB. We tested our model in a global data set comprising responses ofN = 7,225 participants from 23 countries, grouped into nine cultural clusters. Our results indicate that perceived LMX quality was the strongest relative predictor of FIB. Furthermore, the relationships between both perceived LMX quality and identity leadership with FIB were mediated by social identification. The indirect effect of LMX on FIB via social identification was stable across clusters, whereas the indirect effects of the other forms of leadership on FIB via social identification were stronger in countries high versus low on collectivism. Power distance did not influence the relations.

Exploring positive school leadership practices in Iranian primary schools

ABSTRACT Positive leadership is criticized as having a North American cultural approach to leadership, and very little is known about it in developing countries. This study sought to investigate positive school leadership from the perspectives of positive school principals in Iran. The data was collected within Iranian public primary schools through a qualitative approach. Through open-ended interviews with 24 principals, this study sought to illuminate their perspectives and practices toward their role as positive leaders. The findings of this exploration comprised of eight positive school leadership practices that includes: divine and metaphysical insight, principles and ethics, leader-member relationships, positive leadership behaviors, positive leadership skills, positive leadership affection, outcomes for staff, and wider benefits. This investigation provides credence to scientific criticism concerning the absence of empirical positive school leadership theories.

Mediating effect of psychological empowerment in the relationship between positive leadership behaviour and flourishing

Mediating effect of psychological empowerment in the relationship between positive leadership behaviour and flourishing

독재적 리더십과 구성원의 주도적 행동 - LMX의 매개역할 및 성장욕구 강도의 조절효과 -

This study began with the question of whether there is an indicator that can accurately measure the importance of the role of a leader in organizational life. Strictly speaking, the behavior of a leader is bound to have a positive or negative effect on his or her subordinates, that is, subordinates of the organization. It may be due to the influence of the power of the leader. Leadership research mostly studies the leadership effect in a positive aspect. It can be said that the term Leadership has a positive meaning. Although the concepts and definitions of leadership revealed through positive leadership behavior are different, many studies have suggested that they have a positive effect on a number of variables such as job attitude, job performance, and organizational performance of members. However, research on the negative effects of leaders' actions, that is, negative leadership, is increasing recently. It was revealed that the negative leadership type, named Destructive Leadership, negatively affects the job satisfaction of subordinates. Einarsen et al. (2007) defined leaders' destructive behavior as behavior that negatively affects not only members but also organizations, negatively affecting organizational goals, tasks, resources, effectiveness, motivation, and well-being or job satisfaction of subordinates. Several types of negative leadership behavior have been suggested, but this study intensively studied autocratic leadership. A number of previous studies have shown that autocratic leadership induces negative feelings for leaders' behaviors by ignoring subordinates' opinions or excluding them from the decision-making process, ultimately adversely affecting job attitudes and commitment for achieving organizational goals. This study is an empirical study conducted to clarify the mediating effect of the leader-member exchange(LMX) in the relationship between autocratic leadership and subordinate proactive behavior. As a result of analyzing 272 ROK Air Force officers and NCOs, it was found that autocratic leadership had a negative (-) relationship that negatively affected the leader-member exchange, and that the leader-member exchange mediated the negative effect of autocratic leadership on proactive behavior. In addition, the effect of controlling the relationship between autocratic leadership and leader-member exchange was also confirmed by the strength of the subordinates' growth needs. The higher growth need strength, the stronger the negative effect of autocratic leadership on the leader-member exchange. Through this study, it was confirmed that autocratic leadership undermines the leader-member exchange, and through this, subordinates engage in less proactive and non-participating behaviors. Research revealing the negative effects of autocratic leadership is increasing abroad, but there are few cases of empirical research on domestic cases. The results of this study show that leader's negative behavior can negatively affect the proactive behavior of subordinates for the organization are examples of how important leaders' roles and behaviors can have, and provide implications in many aspects.

The Effect of Abusive Supervision on Safety Behaviour: A Moderated Mediation Model.

Leadership behavior has an impact on the behavior of employees. Previous studies have mainly studied the impact of positive leadership behaviors on employees’ behaviors, but there is an absence of research on the impact of negative leadership behaviours (abusive supervision) on safety behaviours (including safety participation and safety compliance). In this study, 599 front-line employees in the petrochemical industry were selected as subjects. Abusive supervision, safety behaviour, safety motivation and a conscientiousness questionnaire were used as measurements to explore the relationship between abusive supervision and employee safety behaviors, and to further explore the roles of safety motivation, conscientiousness and the relationship between them. This study found that abusive supervision is negatively related to employee safety behaviours (safety compliance and safety participation); that safety motivation plays a mediating role in the relationship between abusive supervision and employees’ safety behavior; and that conscientiousness moderates the role of safety motivation between the relationship of abusive supervision and employees’ safety behaviour. With a higher level of conscientiousness, the indirect relationship between abusive supervision and employee safety behaviours is weaker. Finally, we discuss the theoretical and practical significance of these findings for abusive supervision and the management of safety behaviours.

Bad time to be humble! When and why leaders should not be humble

PurposeAlthough leader humility is generally considered a positive leadership behavior, this study aims to examine when the positive influences of leader humility are likely weakened.Design/methodology/approachData were collected from a two-wave survey. Ordinary least squares regression analyses were conducted to test the hypotheses.FindingsAlthough leader humility is positively related to perceived leader support, this relationship is weakened when the environment is uncertain, resulting in comparatively lower follower performance.Practical implicationsLeaders should be aware that environmental constraints may weaken the desired outcomes of humility and therefore adapt leadership to situational needs.Originality/valueContrasting to predominant research on leader humility, this study examines a critical boundary condition by which its positive influences are compromised. In light of the disruption caused by the ongoing COVID-19, this study suggests that what usually are considered positive characteristics of leader humility are likely perceived as little leader support when the environment is uncertain. Findings of this study echo contingency leadership theories, which suggest that effective leadership should be context-dependent.

A Study on the Relationships between Elementary School Principal's Positive Leadership and Teacher's Organizational Citizenship Behavior in Remote Area in Taiwan

The aim of this study was to investigate the current state and related situations of the relationship between principal’s positive leadership and teacher’s organizational citizenship behavior of elementary schools in Hualien County.
 This study adopted questionnaire survey, using stratified random sampling to select 347 public elementary teachers in Hualien County. The research tool was the “Questionnaire of the Relationship between principal’s positive leadership and Teacher’s organizational citizenship behavior of elementary schools” adapted by the study. A total of 326 valid questionnaires were collected, with the effective recovery rate 93.9%. The data obtained were analyzed and tested with descriptive statistics, t-tests, one-way analysis of variance, product moment correlation, and multiple regression analysis. The following conclusions were reached.
 
 1.The overall current situation of principal’s positive leadership and teacher’s organizational citizenship behavior of elementary schools was good.
 2.Principal’s Positive Leadership and Teacher’s organizational citizenship behavior of elementary schools was significantly positively related.
 
 Principal’s Positive Leadership of elementary schools could effectively predict Teacher’s Organizational Citizenship Behavior.
 
 
 Finally, based on those findings, the study suggests some implications of administrative authorities, elementary school principals, teachers, and further studies as well

Be zhongyong and be ethical: dual leadership in promoting employees’ thriving at work

PurposeThe roles that one single leadership style plays on motivating employees have been studied. However, in reality, an individual may exhibit more than one type of leadership style. This study aims to reveal how zhongyong leadership can lead to employees’ thriving at work in China, with a glance at ethical leadership as a moderator. The intrinsic motivation of employees is also considered as a mediator to show the specific path that bridges employees’ perceived leadership styles and their thriving at work.Design/methodology/approachUsing three-period data from a sample of 346 employees working in Chinese companies, this study performs regression and bootstrap analyzes in PROCESS macro to test the hypotheses. By adopting the Johnson-Neyman technique, this study further identifies the specific moderating range within which ethical leadership makes a difference.FindingsThe positive correlation between zhongyong leadership and employees’ thriving at work only withstand scrutiny when the level of ethical leadership is sufficiently high and employees’ intrinsic motivation plays a mediating role. Specifically, when the ethical leadership level is higher than 6.022 (on a seven-point scale), zhongyong leadership can significantly increase the intrinsic motivation of employees and their thriving at work will be stronger as a result. On the contrary, when ethical leadership is lower than 1.089 (on a seven-point scale), this mediated relationship will head exactly in the opposite direction.Originality/valueThis study focuses on investigating the effects of multiple positive leadership behaviors on promoting employees’ thriving at work. The resultant findings provide compelling evidence for the integration of different leadership styles in practice and consolidate the theoretical underpinnings of related research on thriving at work.

The Effect of Positive Leadership on Organizational Citizenship Behavior based on Self-determination theory

Based on the theory of self-determination and the related literature of positive leadership, we explore the internal mechanism of the influence of positive leadership on organizational citizenship behavior, especially the mediating role of intrinsic motivation and the moderating role of right distance. Through the statistical test and analysis of 281 data in China, we use SPSS 23.0 and Mplus7.0 to test our research hypothesis. Consistent with our hypothesis, the results show that positive leadership can have a significant positive effect on intrinsic motivation. Positive leadership can have an indirect positive impact on organizational citizenship behavior partly through the transmission of intrinsic motivation. Power distance can weaken the positive effect of positive leadership on intrinsic motivation, that is, for employees with high power distance, the positive effect of positive leadership on intrinsic motivation is weaker, on the contrary, the positive effect of positive leadership on intrinsic motivation of employees with low power distance is stronger. Power distance can adjust the mediating effect of intrinsic motivation between positive leadership and organizational citizenship behavior, that is, the stronger the power distance of employees, the weaker the indirect relationship between positive leadership and organizational citizenship behavior through intrinsic motivation.

ETİK LİDERLİK, HİZMET İNOVASYONU VE PSİKOLOJİK SERMAYE ETKİLEŞİMİ: NEVŞEHİR OTELCİLİK SEKTÖRÜNDE BİR ARAŞTIRMA

This study's main purpose is to determine whether "psychological capital" functions as a mediator in the effect of ethical leadership, which is a positive leadership behavior, on service innovation behavior. In this context, the research tries to answer the question, "does psychological capital have an intermediary role in the effect of ethical leadership on service innovation." The research has been designed according to the quantitative research method. Research data were collected from hotel business employees in Nevşehir (n=170) using a simple random sampling technique. To test the research hypotheses, the data were analyzed with the SmartPLS program. According to the research data analysis findings, the positive effects of ethical leadership on service innovation and psychological capital were determined. Besides, it has been determined that psychological capital has a mediating effect on ethical leadership's effect on service innovation. Service innovation also increases in organizations with high ethical leadership, and service innovation strengthens psychological empowerment in this interaction. These results show that service innovation, psychological capital, and ethical leadership are positive situations that feed each other.

Efficacy Sources that Predict Leadership Behaviors in Coaches of Athletes with Disabilities.

Researchers suggest that sport participation among athletes with disabilities promotes healthier lifestyles, increases self-esteem, and enhances peer acceptance. Ideally, coaches should be confident in teaching skills, tactics, and sportsmanship, while exhibiting appropriate leadership behaviors in order to positively impact the psychosocial development of any athlete. Thus, the present research examined sources of coaching efficacy that predict leadership behaviors in coaches who work with athletes who have physical disabilities. Seventy international Paralympic coaches of female and male sport teams completed a modified version of the Coaching Success Questionnaire-2, the Coaching Efficacy Scale and the Leadership Scale for Sports. Regression models indicated that total coaching efficacy was a significant predictor of instructional and positive feedback leadership behaviors, with prior success also being a significant predictor of instructional behavior.

Personal attributes and behavioral response of academic heads of private higher education institutions: Basis for human resource intervention development model

This descriptive-correlational study employed pearson-r correlation analysis in determining the relationship between personal values, group dynamics, and work life balance to behavioral response as perceived by the academic heads. Total enumeration of respondents was used in this study with a total population of thirty two (32) academic heads. Results showed that the aforementioned variables were manifested strongly among academic heads in terms of leadership, initiative, honesty, communication, interpersonal relationship, group decision making, career, spiritual growth, family/friends, and participative, supportive and achievement-oriented behavior.The relationship between personal values, group dynamics, and work life balance to behavioral response were remarked as having moderate to very high correlation based on statistical results. Positive beliefs, actions, applied values, positive attitude in decision making, positive management of personal life and professional life shows high correlation with positive leaders’ behavioral response among academic heads in their leadership roles and challenging situations. While personal attributes (combined personal values, group dynamics, and work life balance) were remarked as having high correlation. This meant that applied values, group dynamics skills, positive attitude in decision making, and positive management of professional and personal shows high correlation and significant to positive leadership behavior of academic heads in dealing with their responsibilities and challenging situations.Higher Education Institutions is expected to design intervention program and or activities that will foster personal values, group dynamics, work life balance and behavioral response issues and concerns without affronting individual or group in order to nourish and sustain peace and harmony among academic heads and to achieve a very desirable performance. An intervention activities for academic heads that will address areas of concern as a group or as an organization implying continuous improvement on soft skills. Formulate activities that will promote health awareness, family fellowship and spiritual growth (i.e. physical fitness activity, family day and spiritual retreat). Higher Education Institutions are challenge to develop soft-skills assessment that will further enhance academic heads’ leadership roles in their respective unit and or school. A soft skill training is needed to increase optimistic view on personal values, group dynamics and work-life balance to achieve directive, participative, supportive, and achievement-oriented behavioral responses in their respective tasks being academic heads (e.g. in the K-12 environment, specifically with Senior High School program).