Positive Leadership Behaviors Research Articles

Positive and proactive leadership: disentangling the relationships between stress, resilience, leadership style and leader satisfaction/well-being

PurposeThis study aims to analyze the relationships between leader resilience, leadership style, stress and life satisfaction. It reflects an emerging theoretical framework that positions resilience as a capacity that can be developed vs a response mechanism driven by innate traits.Design/methodology/approachTo test three research hypotheses, online survey data were collected from 101 E.M.B.A. alumni of a US-based university using a cross-sectional, correlational research design. The results were analyzed using multiple linear regression. The authors assessed resilience, leadership style, stress and satisfaction/well-being using standardized inventories.FindingsThe results support previous research that has identified a significant relationship between resilience and positive leadership. Unique to this study, however, is the finding that work process behaviors (e.g. time management, cooperation, receptiveness) rather than traits (e.g. optimism, self-esteem, locus of control) are the resilience factors most associated with a positive leadership style. Work process skills significantly interacted with stress level to moderate leadership style. Additionally, a positive leadership style moderated the impact of stressful life events on leader satisfaction/well-being.Research limitations/implicationsKey limitations are sample size and the risk of common method variance. Though numerous procedural steps were taken to control for these issues, future research with a larger and more diverse sample is needed.Practical implicationsOrganizational stress is pervasive, and resilience is increasingly recognized as a foundational leadership skill. This study provides empirical data documenting positive relationships between resilience, constructive leadership and leader satisfaction/well-being. This research also identifies work process behaviors (e.g. time management, cooperation and receptiveness) as the primary resiliency factors associated with sustaining positive leadership behaviors in times of stress. These results support previous research findings that have positioned resiliency as a capacity that can be developed, providing further support for investing in resiliency training for leaders.Originality/valueThis research contributes to the literature by analyzing resilience more comprehensively than previous studies. It extends the theoretical understanding of resilience beyond traits using an 160-item inventory that assesses four discrete domains of resilience. The results provide support for the importance of developing process skills in leaders to increase resiliency; thus, increasing the probability, they will model constructive leadership behaviors in times of significant stress.

The Mediating Role of Employee Voice Behaviour in the Relation between Despotic Leadership and Employee Outcomes

Leaders play an essential role in the success and failure of the organization. In the past, studies examined positive leadership characteristics and behavior and their impacts on employee outcomes. The purpose of this study was to investigate the impact of despotic leadership on employee creativity and turnover intention with the mediating role of employee voice behavior. The sample consisted of 344 faculty members of Teacher Training Institutions in Pakistan. SPSS-25 software was used to evaluate the collected data. The results demonstrated that despotic leadership hurts employee voice behavior and creativity and has a positive impact on turnover intention. Further, the results also revealed that the voice behavior of employees has no mediation effect in the relationship between despotic leadership and employee outcomes (creativity and turnover intention). The study highlighted the importance of the topic and explored the research gap by focusing on the dark side of leadership and examined how despotic leadership harms the creativity and turnover intention of employees.

The influence of leadership behavior on miners’ work safety behavior

Unsafe behavior among miners is the main cause of accidents in coal mines, and leadership behavior has important impacts on miners’ work safety behavior. To reduce unsafe behavior among miners, this paper tested a hypothesis regarding the influence of leadership behavior on miners’ work safety behavior, and constructed a conceptual model of the relationship between leadership behavior and miners’ work safety behavior. By analyzing the influence of various leadership behaviors on miners’ work safety behavior, we defined positive leadership behavior and negative leadership behavior, with miner satisfaction as a mediator for determining the relevant dimensions of each variable. Using an empirical research method, 300 employees from two coal mines were selected to participate in a questionnaire survey. SPSS21.0 software was used to analyze the questionnaire data, and the hypothesized relationship between variables was examined using AMOS 17.0 software. The results revealed that miner satisfaction mediated the relationship between leadership behavior and miners’ work safety behavior. Negative leadership behavior was significantly negatively correlated with miners’ work safety behavior, and its effects were greater than those of positive leadership behavior. In addition, leadership incentive behavior had the greatest impact on miners’ work safety behavior.

How team helping influences abusive and empowering leadership: The roles of team affective tone and performance

SummaryLeaders' perceptions of their teams are critical sources of contextual social information influencing leadership behaviors. In this paper, we extend affect‐as‐social‐information theory to understand how and why team helping behaviors predict leaders' mistreatment of their teams in the form of abusive supervision and positive leader behavior in the form of empowering leadership, both through leaders' perceptions of team positive affective tone. In addition, based on social information processing, we examine the cue of leaders' perceptions of team task performance as a factor that helps us understand when the relationship between positive affective tone and leadership behaviors may be attenuated. In two text‐based scenario studies, a video‐based scenario study, and a multisource field study, we found evidence that team helping behavior is antecedent to abusive and empowering leadership behaviors and that this relationship is fully mediated by leaders' perceptions of team positive affective tone. Moreover, our results support team task performance as a factor that decreases the degree to which affective tone is related to abusive supervision. We discuss our findings as a caution to scholars' assumptions about the directionality of leader‐team influence, emphasizing the need to acknowledge upward effects in workplace mistreatment research in the leader–team relationship.

Driving employee engagement: how personality trait and leadership style impact the process

PurposeThe purpose of this study is to contribute to the understanding of how personality traits and leadership styles impact employee engagement.Design/methodology/approachA field study involving a total of 100 participants was conducted to investigate the relationship between honesty–humility, authentic leadership and employee engagement. Hypotheses were tested using correlation and regression analyses.FindingsThe results show that honesty–humility impacts employee engagement and that authentic leadership functions as a substitute for honesty–humility.Research limitations/implicationsFurther studies are necessary to examine how honesty–humility interacts with other leadership styles. Further studies can also expand the understanding of this relationship across different cultures.Practical implicationsEmployees bring engagement to work through their individual traits but organizations can help create an environment that fosters engagement through positive leadership behavior such as authentic leadership.Originality/valueThis study extends the understanding of the role of individual differences beyond the established Big Five model, by adding the honesty–humility dimension. In addition, the authors examine the moderating effects of authentic leadership on the relationship between honesty–humility and engagement.

Is it Getting Better or Worse? Health‐Oriented Leadership and Psychological Capital as Resources for Sustained Health in Newcomers

During the transition from university to work, young adults face a stressful period in which leadership behavior serves as a guideline. Positive leadership behavior has the potential to increase internal resources, such as positive psychological capital (PsyCap). The research question addressed in this paper is if health‐oriented leadership and PsyCap as resources jointly influence the physical and mental health of novice teachers during the transition to work. In a longitudinal study, 776 novice teachers responded to three questionnaires with a time lag of 10 weeks during the first 5 months of their occupational experience. Results of a latent class growth analysis show that three trajectories of physical health and four trajectories of mental health can be distinguished. Health‐oriented leadership and PsyCap predict class membership separately, and the relationship between health‐oriented leadership and class membership is mediated by PsyCap. This implies that training supervisors in health‐oriented leadership can help novice teachers cope with stressors during their teacher training. Applying latent class growth models in this line of research is novel and adds to the understanding of internal and external resources in the process of adaptation to major life events, such as the transition from university to work.

Boosting the leadership capacity of supervisors in low-skilled occupations

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThis research paper concentrates on designing a tailored training program to upskill supervisors from low-skilled occupations in positive leadership behaviors centered around an autonomy-supportive style. Group discussion and an exploration of example-led scenarios proved to be effective informal training tools for the 11 supervisor delegates, and the concurrent challenges of embedding a change in management approach included overcoming a general suspicion of training and a lack of familiarity with personal goal setting.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

How mindfulness impacts the positive forms of leadership and enhances performance at workplace

BACKGROUND: Mindfulness is a multi-millenary concept that is fundamental to meditative traditions. Nowadays it is a well-documented psychological construct and a proven therapeutic technique, particularly in stress reduction and depressive relapse prevention. However, mindfulness and its effects on management practices are still relatively unexplored in the literature. OBJECTIVES: This paper aims to address this shortage and demonstrate the claims that mindfulness is a psychological construct that is doubly beneficial to business executives by supporting a more balanced relationship to work while promoting the adoption of more positive and effective leadership behaviors (transformational leadership and authentic). METHOD: A model using positive forms of leadership as mediators of mindfulness / performance relationship is proposed for this assessment. A quantitate analysis is performed on a sample of 319 African managers, 95% of which are South Africans. RESULTS: The data supports the idea that mindfulness is a resource that can be mobilized for inducing transformational and authentic leadership development and positive organizational behaviors. CONCLUSION: Mindfulness seems to be a very interesting predictor of transformational and authentic leadership styles, which prove to be the most powerful generators of performance

Positive Leadership: Relationships with Employee Inclusion, Discrimination, and Well‐Being

The diverse nature of 21st‐century organizations has compelled leaders to minimize discrimination and bring about inclusion amongst their employees. One of the ways this can be achieved is through authentic, respectful, and inclusive leadership. The aim of the present paper was to (1) explore whether the three leadership styles can promote inclusion and curtail discrimination in the South African context and (2) ascertain whether this relationship has any bearing on well‐being across Dutch, German, Icelandic, Indonesian, and South African contexts. To reach these aims, two cross‐sectional studies have been conducted. In Study 1, 569 employees were surveyed, and results indicated that all three leadership styles loaded on a common latent factor (positive leadership) that was positively associated with both inclusion and discrimination. In Study 2, 1,926 employees were surveyed across the five countries. Results indicated that once again, the latent, positive leadership factor was positively associated with both inclusion and discrimination. Furthermore, inclusion, when compared to discrimination seemed to be a stronger mediator in the relationship between positive leadership and well‐being. We propose leadership development that will cultivate positive leadership behaviors for the benefit of employee well‐being and collaboration in increasingly diverse teams.

Positive Leadership Behaviour and Flourishing: The Mediating Role of Trust in Information Technology Organizations

Leaders across the globe have the accountability of leading their team members, ensuring a high level of trust in workplace (TWP) to flourish and enabling organizations towards goal achievement. These leaders work closely with their employees by recognizing their strengths and appreciating their accomplishment. They empower employees to higher levels of performance, thus creating value for stakeholders. The purpose of this research was to investigate the mediating role of TWP between positive leadership and flourishing. A total of 203 employees from the top 10 information technology (IT) organizations participated in the survey and completed three standardized, valid and reliable instruments. It was found that employees do experience positive leadership, flourishing and TWP to a moderate extent. A significant relationship was found between positive leadership, flourishing and TWP. These two moderately affected employees flourishing at the workplace. A model was developed and tested, it was found to be a good fit. Positive leadership behaviour (PLB) and TWP significantly influenced flourishing of employees. TWP mediated the relationship between PLB and flourishing. Findings of this study suggest that positive leaders are perceived as someone who recognize and focus on the strengths and accomplishments of employees. The research outcome will help develop strategies for leaders to explore and imbibe positive leadership approaches which would aid in developing a positive relationship between the constructs to engage employees better and move towards organizational success. The study is an attempt to examine the relationship between the constructs and contribute towards PLB, TWP and flourishing theory in the Indian IT context.

DRIVING PERFORMANCE THROUGH POSITIVE LEADERSHIP

This conceptual paper is an attempt to outline positive leadership and its sub-dimensions. Several progressive theories on positive leadership have observed that, the understanding, developmental process and implementation of positive leadership still remains largely under-researched by scholars from both the fi elds of leadership and positive psychology. Researchers have identifi ed that good job performance is strongly related to positive style of leadership. The aim of this article is to highlight varied concepts of positive leadership and its meaning. Positive leadership is bascially about respecting people with whom we work, recognising their competencies, contributions, and acknowledging the fact that they are our fi rst customer with whom we do business. It is also about how they shape optimisim as part of the organisational culture over time, formulate positive strategy, introduce positive organisational design and develop available talent using their strengths into potential human capital. Method: A descriptive methodology was adopted to explore the available literature. The paper presents the concepts of positive leadership, leadership theories that form part of the positive leadership style, approaches and dimensions to positive leadership. They are defi ned and equated along with similar relationships with other leadership theories or concepts such as transformational, authentic and servant leadership. Findings: The review of literature indicated many similiarities and associations between concepts of positive leadership and leadership behaviour styles. It also found strong relationship between positive leadership behaviour and outcomes such as performace, satisfaction, trust, empowerment, engagement and other critical behaviours that make organisations both eff ective and eff icient.

Atitudes de liderança entre professores

INTRODUÇÃO: Liderança é um conceito primariamente desenvolvido na área de administração, porém tem sido incorporado de forma mais profunda na educação. Ações de liderança são cada vez mais requisitadas em espaços educacionais a fim de conduzi-los aos objetivos institucionais. Entretanto, existem fatores que afastam os educadores da apropriação desses conceitos teóricos tais como demandas variadas, falta de tempo e incentivos financeiro e profissional. Desta forma, pode ocorrer um distanciamento da eficácia em suas atitudes e um prejuízo no desenvolvimento da instituição de ensino. OBJETIVO: O presente trabalho se propôs a investigar quais atitudes atribuídas a líderes são mais vivenciadas por professores. MÉTODOS: Estudo transversal, com 20 professores de ensino médio e superior de instituições públicas e privadas. Foi aplicado um questionário estruturado “Inventário de habilidades e atitudes de liderança”, através do aplicativo Google Forms, contendo 27 asserções relatando atitudes positivas de liderança e utilizando a escala de Likert de 1 a 5 para cada resposta. RESULTADOS: Entre as atitudes com que os professores entrevistados mais concordavam e realizavam estavam “demonstra entusiasmo e gosto pelo seu trabalho” e “valoriza o trabalho da equipe e suas ideias de melhoria”. Dentre as menos realizadas, estavam “sente-se à vontade diante de imprevistos e situações difíceis” e “assume responsabilidade pelo trabalho de todos os participantes do seu espaço educacional”. CONCLUSÃO: Educadores têm pontos a serem aprimorados em relação a suas atitudes de liderança e o incentivo à formação desses profissionais se torna importante ao contribuir para a melhoria da educação nacional.

Moving From Physician Burnout to Resilience.

We contend that work ambivalence is a key building block in fostering physician burnout and its sequalae, while engagement in meaningful work and receiving family support for that work enhances resilience. No singular approach to curbing burnout in OBGYN physicians has received empirical support. Clinical experience suggests that curbing physician burnout requires a combination of workplace redesigns, positive leadership behaviors, and resilience training that teaches practical applications from the fields of resilience, emotional intelligence, positive psychology, and relationship systems. This paper highlights organizational and leadership interventions that foster physician engagement, and describes how physicians can foster personal and family resilience.

An uncertainty management theory on the effects of abusive supervision

PurposeThe vast majority of research on traditional leadership focuses on effective and positive leadership behavior. However, scholars have begun to pay attention to the impact of negative leadership behavior on employees and the organization. Hence, the main purpose is to examine the effects of abusive supervision. While the literature does not examine the time future orientation of the effects of abusive supervision, the purpose of this paper is to fill up this gap and examine the moderating role of future orientation.Design/methodology/approachA total of 584 valid questionnaires were collected from respondents aged between 21 and 30 years old and analyzed using the hierarchical regression and structural equation modeling method.FindingsThe main results show that abusive supervision positively affects counterproductive work behavior and future orientation positively moderates both the relationship between abusive supervision and originality behavior and the relationship between abusive supervision and organizational citizenship behavior (OCB).Originality/valueThis study demonstrates the moderating roles of future orientation in the effects of abusive supervision, and thus deepens the understanding of the moderating effect. It departs from the prior works and presents a more detailed examination examines the distinct dimensions of personality traits. It makes three main theoretical contributions. First, it introduces uncertainty management theory as a means to interpret the effects of abusive supervision. Second, it contributes to the literature on abusive supervision. Third, it does not lead to discovery as an OCB and originality, conclusions which differ from the results suggested in past literature.

Positividade nas práticas de liderança: abordagem apreciativa numa instituição pública

The objective of this research was to identify positive leadership behaviors in the Court of Audit of the State of Rio de Janeiro in order to become, in the future, strategies for building practices that favor ethical and positive behavior in the institution. The theoretical framework of positive organizations focusing on Appreciative Inquiry was adopted. This, in turn, served as the basis for the interviews. A qualitative research was carried out, a case study, and questions were focused on the phases of the Discovery, that is, what gives life to the TCE-RJ; and Dream, a vision of the future, from the 4-D model of Appreciative Inquiry (D-1 - Discovery, D-2 - Dream, D-3 - Planning, D-4 - Delivery) with Positive Leadership as an affirmative topic. Narratives were separated by themes such as social relationships, commitment and communication, and interpreted on the basis of an expanded concept of positive leadership. It can be concluded that the appreciative approach served as an incentive for the emergence of positive experiences of leaderships lived in the institution in order to identify the forces in it.

In their humble opinion: How expressions of humility affect superiors’ assessments of leadership potential in the US Army

ABSTRACTWhile leader humility has been linked to a number of positive outcomes, existing research speculates that expressions of humility may not be viewed positively in organizations with a highly directive or masculine culture – such as the military. Research has also suggested that men and women may be perceived differently when behaving humbly. A combination of four studies revealed that military superiors do take a positive view of humble behaviors in their subordinates, but it is not clear that humble leaders are viewed as having more potential than those who exhibit other positive leadership behaviors. Further, it appears that gender and humility interact to affect perceptions of leadership potential in the military, with humble men receiving more benefit from acting humbly than their female counterparts.

Did charisma “Trump” narcissism in 2016? Leader narcissism, attributed charisma, value congruence and voter choice

Grandiose narcissism has been associated with negative outcomes and research suggests its potential to predict positive and negative leadership behaviors. We examined perceived leader narcissism, attributed charisma, and voter choice in the context of the 2016 U.S. presidential election. Narcissism was found to be negatively related to attributions of charisma and voter choice, and had an indirect effect on voter choice through attributed charisma. Value congruence moderated the relationship between attributed charisma and voter choice. Our findings contribute to a better understanding of the mixed results in earlier research regarding the relationship between perceived leader narcissism and attributed charisma, and highlights attributed charisma as an intervening factor in understanding leader selection.

Jekyll and Hyde Leadership: A Multilevel, Multisample Examination of Charisma and Abuse on Follower and Team Outcomes

Despite the independent treatment of the positive and negative sides of leadership in the literature, evidence suggests that the same leader may demonstrate both positive and negative leadership behaviors albeit with a different frequency (i.e., Jekyll and Hyde). What impacts would such opposing leadership styles jointly have on follower and team outcomes? To address this question, the current study examines the interactive impact of charismatic leadership and abusive supervision on individual- and team-level outcomes. Findings across three different samples gathered from the United States and South Korea suggest significant moderating roles of abusive supervision in the positive relationships of charismatic leadership with follower and team outcomes. This study highlights the importance of incorporating otherwise separate perspectives on leadership and provides insights into the boundary condition that impedes the effectiveness of charismatic leadership. Thus, we call for more research on integrative models of leadership that embrace different aspects of leader behaviors.

The impact of positive and negative intraoperative surgeons' leadership behaviors on surgical team performance

BackgroundThe effects of surgeons' leadership on team performance are not well understood. The purpose of this study was to examine the simultaneous effects of transformational, passive, abusive supervision and over-controlling leadership behaviors by surgeons on surgical team performance. MethodsTrained observers attended 150 randomly selected operations at a tertiary care teaching hospital. Observers recorded instances of the four leadership behaviors enacted by the surgeon. Postoperatively, team members completed validated questionnaires rating team cohesion and collective efficacy. Multiple regression analyses were computed. Data were analyzed using the complex modeling function in MPlus. ResultsSurgeons' abusive supervision was negatively associated with psychological safety (unstandardized B = −0.352, p < 0.01). Both surgeons' abusive supervision (unstandardized B = −0.237, p < 0.01), and over-controlling leadership (unstandardized B = −0.230, p < 0.05) were negatively associated with collective efficacy. ConclusionsThis study is the first to assess the simultaneous effects of surgeons' positive and negative leadership behaviors on intraoperative team performance. Significant effects only surfaced for negative leadership behaviors; transformational leadership did not positively influence team performance.

MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE

You have accessJournal of UrologyGeneral & Epidemiological Trends & Socioeconomics: Quality Improvement & Patient Safety III1 Apr 2017MP96-01 SURGEON LEADERSHIP IN THE OR: THE EFFECTS OF POSITIVE AND NEGATIVE BEHAVIORS ON SURGICAL TEAM PERFORMANCE Julian Barling, Amy Akers, Michael Di Lena, and Darren Beiko Julian BarlingJulian Barling More articles by this author , Amy AkersAmy Akers More articles by this author , Michael Di LenaMichael Di Lena More articles by this author , and Darren BeikoDarren Beiko More articles by this author View All Author Informationhttps://doi.org/10.1016/j.juro.2017.02.3024AboutPDF ToolsAdd to favoritesDownload CitationsTrack CitationsPermissionsReprints ShareFacebookTwitterLinked InEmail INTRODUCTION AND OBJECTIVES Leadership in the operating room has been widely studied, yet the effects of surgeons' leadership on team performance are not well understood. The purpose of this study was to examine the simultaneous effects of transformational, passive, abusive supervision and over-controlling leadership behaviors by surgeons on surgical team performance. We hypothesized that transformational leadership and the three negative leadership behaviors would positively and negatively influence surgical team performance, respectively. METHODS Trained observers attended 150 randomly selected operations at a tertiary care teaching hospital, including 20 urology cases. Observers recorded instances of the four leadership behaviors enacted by the surgeon. Postoperatively, team members (nurses, anesthetists, surgeons and their trainees) completed validated questionnaires rating team cohesion and collective efficacy. To test our hypotheses, multiple regression analyses were computed with psychological safety and collective efficacy as separate outcome variables. Data were analyzed using the complex modeling function in MPlus. RESULTS Surgeons' abusive supervision was negatively associated with psychological safety (unstandardized b = -.352, p < .01). There were no significant associations between the other 3 leadership types and psychological safety (p > .05). Both surgeons' abusive supervision (unstandardized b = -.237, p < .01), and over-controlling leadership (unstandardized b = -.230, p < .05) were negatively associated with collective efficacy. Neither transformational leadership nor passive leadership were linked with collective effective. CONCLUSIONS This study is the first to assess the simultaneous effects of surgeons' positive and negative leadership behaviors on intraoperative team performance. Significant effects only surfaced for negative leadership behaviors; transformational leadership did not positively influence team performance. Surgeons' intraoperative negative leadership behaviors appear to suppress the effects of transformational leadership behaviors. Educating surgeons about both positive and negative leadership behaviors offers the opportunity to enhance intraoperative team performance. © 2017FiguresReferencesRelatedDetails Volume 197Issue 4SApril 2017Page: e1294 Advertisement Copyright & Permissions© 2017MetricsAuthor Information Julian Barling More articles by this author Amy Akers More articles by this author Michael Di Lena More articles by this author Darren Beiko More articles by this author Expand All Advertisement Advertisement PDF downloadLoading ...