Leadership Task Research Articles

Empowering Mimicry: Female Leader Role Models Empower Women in Leadership Tasks Through Body Posture Mimicry

In two studies we investigated the behavioral process through which visible female leader role models empower women in leadership tasks. We proposed that women tend to mimic the powerful (open) body postures of successful female role models, thus leading to more empowered behavior and better performance on a challenging leadership task, a process we called empowering mimicry. In Study 1, we experimentally manipulated the body posture of the male and female role models and showed that 86 Swiss college women mimicked the body posture of the female (ingroup) but not the male (outgroup) role model, thus leading to more empowered behavior and better performance on a public speaking task. In Study 2, we investigated the boundary conditions of this process and showed that empowering mimicry does not extend to exposures to non-famous female models among 50 Swiss college women. These findings suggest that nonverbal mimicry is one important mechanism through which female leader role models inspire women performing a challenging leadership task. From a practice perspective, our research underscores the importance of female leaders’ visibility because visibility can drive other women’s advancement in leadership by affording women the opportunity to mimic and be empowered by successful female role models.

Strategic Behavior and Leadership Patterns of Modern Chief Justices

This study uses theories of strategic behaviour, leadership change and feminist theory to examine patterns of judicial activity by the three post-Charter chief justices. Building on prior scholarship, we use various methods to examine patterns of majority voting, dissenting activity, opinion writing, ideological voting, and panel size across the 1973-2014 period. While Chief Justice Lamer and Dickson exhibited clear patterns of task leadership, we find strong evidence of strategic change by Chief Justice McLachlin after her promotion to chief. She moved from a prolific dissenter as an associate justice to a chief that exhibited behaviour of both a task and social leader, which scholars see as highly uncommon. Her efforts to solidify her central role as a collegial leader within her own court are remarkable, and took place during a period of increasing panel sizes and a shrinking court docket.

Pengorganisasian Dalam Pandangan Islam

The term organization has two general meanings. First, the organization is defined as an institution or functional group, for example: a company, a school, an association, government agencies. Second, referring to the organizing process, namely how work is organized and allocated among members, so that the goals of the organization can be effectively achieved. While the organization itself is defined as a group of people with a system of cooperation to achieve common goals. There are two help words contained in the Qur'an to study this organization. The word is Shaff and the Ummah. The word shaff inspires the concept that organizations must have members, consisting of people, in a place, there is order, purpose, leader, delegation of authority and responsibility, and there is sincere intention and struggle in the way of God. The conclusion that the organizational structure at the time of the Messenger of Allāh if reached the khalifah and is now almost the same, only different ideologies. Formerly using the law of Allah SWT, based on the Qur'an and hadith, while at this time we use the Pancasila ideology, using two sources of law: the civil / criminal law of the Dutch heritage and the compilation of Islamic law. At the time of Islam, financial instruments focus on the zakat and tax sectors, while for our government today we use more tax financial instruments. Organizations in the view of Islam are not merely a container, but rather emphasize how a job is done neatly. The organization places more emphasis on regulating work mechanisms. every person who accepts the leadership task that the highest leadership belongs to Allah, for that the leadership given and carried out must always refer to the basic concepts bui lt in Islam. The thing that must be realized that in a good organization must also be accompanied by Islamic values including sincerity, togetherness and sacrifice.

College Student Leadership Development by Valerie I. Sessa

Reviewed by: College Student Leadership Development by Valerie I. Sessa Paige Haber-Curran College Student Leadership Development Valerie I. Sessa New York, NY: Routledge, 2017, 213 pages, $49.95 (softcover) Informed by her research on college student leaders, Valerie I. Sessa focuses College Student Leadership Development on how students can learn leadership and develop as leaders. The book serves as a resource to college students, providing a learning model for intentionally guiding one's leadership development. In acknowledging that many skills-based models of leadership exist, Sessa aims to focus less on what one should learn (i.e., skills and behaviors) and more on how one can learn leadership. Sessa has a background in industrial and organizational psychology and has experience as a faculty member in academia, a research scientist and director at the Center for Creative Leadership (CCL), and an organizational consultant. The definition of leadership presented in the book, "accomplishment of three tasks: direction, alignment, and commitment" (p. xiv), is influenced by the CCL's approach to leadership. This definition allows for individuals, regardless of whether or not they hold a positional role, to participate in the tasks of leadership through developing direction and vision, working together through alignment, and committing to the vision by making it a priority. [End Page 255] The author bases this book on research she and her colleagues conducted on college student leaders (Sessa, Morgan, Kalenderli, & Hammand, 2014). In their study, Sessa et al. (2014) sought to extend research on the leadership competencies and skills learned by successful business executives, which was conducted by CCL researchers in the 1980s (Lindsey, Homes, & McCall, 1987), by replicating the study with college students. The study focused on key developmental events that college student leaders said they experienced and key learning lessons gained from these events. Such events included tackling challenging assignments, receiving mentorship, taking a leadership course, and engaging with peers. The first three chapters in the book set the foundation of learning and leadership for the rest of the book by introducing the reader to the concept of leadership and helping the reader connect with the topic, presenting key fundamentals about learning and specifically learning leadership. Sessa emphasizes four leadership learning outcomes: learning about oneself as a leader (i.e., leader identity); learning about different ways to think about leadership and leaders, learning key leader skills and competencies, and learning formal leadership knowledge (i.e., models, theories, language). The next five chapters are framed around the ReAChS model for leadership development, which includes the four components of reflection, assessment, challenge, and support. Sessa developed the model by integrating components of CCL's Assessment, Challenge, and Support Model of leadership development (McCauley, VanVelsor, & Ruderman, 2010) and a systems analysis organizational learning model that she and a colleague developed (London & Sessa, 2006). The ReAChS model is meant to be a tool for students to "take control of [their] leadership learning and development while in college and beyond" (p. 38) and includes four components. Reflection focuses on stepping back from an experience in order to examine it and make meaning of it. Assessment involves learning more about oneself including one's strengths, developmental needs, leadership effectiveness, motivation, self-efficacy for leadership, and personality or character traits. Challenges are described as "learning triggers" that are new experiences requiring skills or perspectives that haven not yet been used or developed. Support focuses on the network of people who can assist in one's learning process. The ReAChS chapters include a range of reflection prompts, exercises, self-assessment exercises, and other tools. These interactive components invite readers to make meaning of their experience, personalize the content, and consider how they can intentionally craft their leadership development journey. There are also many examples from student leaders and excerpts from Sessa et al.'s (2014) research. The book closes with a chapter on synthesizing and communicating one's leadership story. Sessa provides guidance on creating a leadership learning and development portfolio that includes many components such as accomplishment stories; verbiage about jobs, positions, experiences to highlight on a resume; and a personal statement on leadership. The hands-on and interactive exercises can help readers better understand their own leadership learning and effectively communicate...

Leadership Behaviors and Work Effectiveness: Investigating Private Health Sector Jalalabad, Afghanistan

Purpose: The purpose of the study was to examine and investigate the relationship also to know how leadership behaviors influence work effectiveness in private health sector Jalalabad, Afghanistan. Methodology:Questionnaire has been distributed among 250 employees working in private health sector Jalalabad, Afghanistan. Five private hospitals were selected as population and 250 as sample size for collecting data. The analysis through SPSS shows positive and strong relationship between variable. Findings: The findings show insignificant relations between D.V work effectiveness and I.V leadership task & people oriented behaviors in private health sector. Conclusion: The result explored from this study that leadership behaviors plays important role in work effectiveness however task oriented leadership behavior also show more effectiveness in health sector Jalalabad, Afghanistan.

The Impact of Servant Leadership on Proactive Behaviors: A Study Based on Cognitive Evaluation Theory

The purpose of this study is to examine the relationship between servant leadership and proactive behaviors. Apart from this, drawing on the cognitive evaluation theory, we regard that proactive behaviors are driven by intrinsic motivation and further propose three psychological constructs to clarify the underlying mechanisms of servant leadership on employees’ proactive behaviors: Job autonomy, leader-member exchange and role breadth self-efficacy. Using a sample of 227 leader-employee dyads from two companies, the empirical results show that: 1) Servant leadership had positive effects on individual task proactivity and team member proactivity; 2) The relationship between servant leadership and individual task proactivity was mediated by job autonomy and role breadth self-efficacy, while leader-member exchange and role breadth self-efficacy mediated the influence of servant leadership on team member proactivity. All hypotheses were supported. Overall, this study enriches and develops related theories of proactive behaviors’ influencing factors. It uses cognitive evaluation theory to integrate the mechanisms that motivate employees’ proactive behaviors. It species the different psychological processes that servant leadership promotes employees’ proactive behaviors directed to different targets. It provides important references for managers to effectively encourage employees’ individual task proactivity and team member proactivity. Besides, limitations and suggestions for future research are discussed at the end of the article.

Relación de los estilos de liderazgo, cohesión grupal, potencia de equipo y rendimiento en jugadores de fútbol no profesionales

El objetivo del presente trabajo fue analizar las relaciones entre tipos de
 liderazgo (tarea y social), cohesión, potencia de equipo y rendimiento
 en 334 futbolistas federados de las categorías Alevín, Cadete, Juvenil y
 Absoluta, con una edad media de 15.97 (DE = 3.31). Los cuestionarios
 utilizados fueron de Liderazgo auténtico (ALQ), tarea (LSS), Cohesión
 grupal (CG), Potencia de equipo (CPEA) y rendimiento, que mostraron
 índices de ajuste óptimos (χ2/DF = 1.313 p = 0; CFI = 0.997; TLI =
 0.994; RMSEA = 0.032; SRMS = 0.0343). Los resultados indican que
 el estilo de liderazgo, especialmente liderazgo tarea (p = 0.37) influye
 indirectamente en el rendimiento a través de la CG (p = 0.17) y CPE (p
 = 0.21). Como conclusión, se propone la mejora del rendimiento grupal
 a partir de la optimización de modelos de conducta individuales.

Initial Results of the Master's Degree Programme in "Leadership in Medicine" - Impact on hospital-based follow-on training of doctors.

Objective: This pilot project, which was jointly conducted by a hospital and a university, describes the development of the Master's Degree Programme in Leadership in Medicine, a course designed to supplement medical specialty training. The aim of the pilot project is to demonstrate how hospital-based projects on personnel and organisational development undertaken under academic supervision can be used to increase leadership responsibility among doctors whose duties include providing initial and follow-on training and to professionalise medical specialty training as a leadership task. This need arose from the nationwide requirements and an internal audit regarding follow-on training. The version of the degree programme described below aims to further the personnel development of the participants in the field of didactics. Method: Each of the nine modules is made up of two classroom-based phases and one distance learning phase. The distance learning phase involves undertaking hospital-based projects on personnel and organisational development under academic supervision. The pilot phase participants were hospital doctors who, as part of their duties, hold leadership responsibility or are involved in the follow-on training of doctors.Results: The 17 participants successfully implemented more than 30 hospital-based projects during the distance learning phases of the nine modules. These projects included the development of medical specialty curricula, relevant didactic methods and evaluation design and were subsequently presented and subjected to reflection in interdisciplinary groups. The project presentation together with the project report were regarded as proof of competency. Conclusion: In addition to enhancing participant competency, the degree model described, which interlinks theory and practice, promotes organisational development through the implementation of projects undertaken under academic supervision. This has a double impact on the quality of medical follow-on training at the hospital where the participant is based, for not only is the individual's didactic competency enhanced, but so is the "learning organisation" as a whole as a result of continuous project orientation.

The evolving professional identity of the clinical research nurse: A qualitative exploration.

To examine the perspectives of CRNs in the UK on their professional role identity, in order to inform the professional practice of Clinical Research Nursing. Clinical research nurses (CRN) make a significant contribution to healthcare research within the UK and internationally. However, lack of clarity about their role, and scope of practice renders their contribution within the profession and in the minds of the wider public invisible. This has implications in terms of promoting the role nurses play not only in terms of recruitment, retention, and care of research participants but also as research leaders of the future. Exploratory qualitative design using thematic analysis conducted within a realist paradigm. Participants viewed the positive aspects of their identity 'as agents of change' who were fundamental to the clinical research process. Resourcefulness and the ability to guide members of the research team were valued as key to job satisfaction. Successful navigation through the complexity of advice, support, management and leadership tasks related to their role in caring for research patients were role affirming and generated a sense of pride. However, lack of recognition, clarity of the role and career development opportunities within an identified structure undermined the CRN identity and optimism about progression in the future. Participants reported feeling invisible to colleagues within the clinical community, isolated and excluded from wider nursing groups. The study describes UK CRN practice, highlighting the positive benefits and challenges associated with the role, including the need to support professional and career development to maximise their research contribution. This study provides nurses, health care and research organisations and academic nursing educators with a broadened understanding of the professional role, identity and context of clinical research nursing practice in the United Kingdom, with recommendations to improve its professional efficiency and recognition.

Development and preliminary validation of the Scleroderma Support Group Leader Self-efficacy Scale.

Support groups are an important resource for people living with systemic sclerosis (SSc; scleroderma). Peer support group leaders play an important role in the success and sustainability of SSc support groups, but face challenges that include a lack of formal training. An SSc support group leader training program could improve leader self-efficacy to carry out important leadership tasks, including the management of group dynamics. However, no measures exist to assess self-efficacy among SSc support group leaders. The objective of this study was to develop and provide preliminary evidence on the reliability and validity of the Scleroderma Support Group Leader Self-efficacy Scale (SSGLSS). The SSGLSS was administered to two sets of SSc support group leaders from North America, Europe, and Australia. Study 1 participants (n = 102) completed the SSGLSS only. Study 2 participants (n = 55) completed the SSGLSS and the Oldenburg Burnout Inventory (OLBI). For both studies, we evaluated internal consistency reliability using Cronbach's coefficient alpha. Convergent validity was assessed in Study 2 using Pearson correlations of the SSGLSS with the OLBI exhaustion and disengagement subscales. Cronbach's alpha was 0.96 in Study 1 and 0.95 in Study 2. Consistent with our hypotheses, there was a small negative correlation between SSGLSS scores and the OLBI exhaustion subscale (r = -0.25, p<0.01) and a moderate negative correlation between SSGLSS scores and the disengagement subscale (r = -0.38, p<0.01). These results suggest that the SSGLSS is a reliable and valid measure of self-efficacy for carrying out support group leadership tasks.

Leadership and governance of community health worker programmes at scale: a cross case analysis of provincial implementation in South Africa

BackgroundNational community health worker (CHW) programmes are returning to favour as an integral part of primary health care systems, often on the back of pre-existing community based initiatives. There are significant challenges to the integration and support of such programmes, and they require coordination and stewardship at all levels of the health system. This paper explores the leadership and governance tasks of large-scale CHW programmes at sub-national level, through the case of national reforms to South Africa’s community based sector, referred to as the Ward Based Outreach Team (WBOT) strategy.MethodsA cross case analysis of leadership and governance roles, drawing on three case studies of adoption and implementation of the WBOTs strategy at provincial level (Western Cape, North West and Gauteng) was conducted. The primary case studies mapped system components and assessed implementation processes and contexts. They involved teams of researchers and over 200 interviews with stakeholders from senior to frontline, document reviews and analyses of routine data. The secondary, cross case analysis specifically focused on the issues and challenges facing, and strategies adopted by provincial and district policy makers and managers, as they engaged with the new national mandate. From this key sub-national leadership and governance roles were formulated.ResultsFour key roles are identified and discussed:Negotiating a fit between national mandates and provincial and district histories and strategies of community based servicesDefining new organisational and accountability relationships between CHWs, local health services, communities and NGOsRevising and developing new aligned and integrated planning, human resource, financing and information systemsLeading change by building new collective visions, mobilising political, including budgetary, support and designing implementation strategies.ConclusionsThis analysis, from real-life systems, adds to understanding of the processes involved in developing CHW programmes at scale, and specifically the negotiated and multilevel nature of leadership and governance in such programmes, spanning analytic, managerial, technical and political roles.

Ethical leadership and employee task performance: examining moderated mediation process

PurposeThe purpose of this paper is to examine the impact of ethical leadership on employee task performance, specifically the mechanisms through which ethical leadership impacts employee task performance and the moderating role of employee proactive personality. Social identity, social learning, and self-concordance theory were used to explain the way ethical leadership affects employee task performance, and provided another way to understand this relationship.Design/methodology/approachThe authors collected survey-based dyadic data from middle management team members and subordinates in Chinese companies. Multiple regression analysis was used to test the research hypotheses.FindingsThe empirical findings indicate that ethical leadership positively influences employee task performance. Organizational identification (OID) mediates the relationship between ethical leadership and employee task performance. Furthermore, the relationship between ethical leadership and employee task performance via OID is moderated by employee proactive personality.Originality/valueEmployee task performance is critical for a firm’s competitive advantage. This paper adds to knowledge about the relationship between ethical leadership and employee task performance and contributes to effective management.

American Society of Clinical Oncology’s Global Oncology Leadership Task Force: Findings and Actions

In response to rising cancer incidence and mortality rates in low- and middle-income countries and the increasingly global profile of ASCO’s membership, the ASCO Board of Directors appointed the Global Oncology Leadership Task Force (Task Force) to provide recommendations on ASCO’s engagement in global oncology. To accomplish its work, the Task Force convened meetings of global oncology experts, conducted focus group discussions with member groups, did site visits to South America and India, and met regularly to analyze the findings and develop recommendations. Task Force findings included global concerns, such as access to care, and specific concerns of middle- and low-resource settings. The need to strengthen health systems and the importance of alliances with a range of international cancer stakeholders were emphasized. Task Force recommendations to the ASCO Board of Directors were based on a three-part global oncology strategy of professional development, improvement of access to quality care, and acceleration of global oncology research. Specific areas of focus within each of these strategic pillars are provided along with an update on areas of ASCO activity as these recommendations are implemented.

The relational activation of resilience model: How leadership activates resilience in an organizational crisis

We proposed the Relational Activation of Resilience model to explain how leaders could utilize relationships to activate resilience during crisis and illustrated it using an abbreviated case study of Tan Tock Seng Hospital during the severe acute respiratory syndrome crisis in Singapore in 2003. Early signs of the crisis were recognized by organizational leaders, who then ushered liminality—a period when routines were disrupted, and new relational connections were made to allow members to adjust psychologically, emotionally, and socially, to activate resilience. Within the liminal period, leaders influenced the formation of new connections through mutual and swift trust and utilized these networks to enable collective meaning‐making and sensemaking. In addition, leaders communicated mindfully via these networks to promote positive emotional connections among members. These leadership tasks resulted in the formation of relational networks that could serve as social, emotional, and cognitive resources for organizational resilience.

Transformational Leadership Plans

Higher education institutions are aware of the need to incorporate learning-driven assessment artifacts into theirdoctoral programs to ensure successful leadership development. However, in attempting to integrate learning intostudents’ future performance, it appears that there is no general agreement upon the most effective assignments. Theplethora of leadership tasks makes it difficult for scholars and instructors to guarantee that doctoral learners will usetheir leadership skills in their current or future workplaces. One way to incorporate current learning into professionalperformance is to translate course learning into personal leadership development plans. This article describes ashort-term transformational leadership development plan rooted in the Scholar/Practitioner/ Leader Model,University of Phoenix, U.S.A., educational model. The plan is a culminating learning task of a TransformationalLeadership and Innovation course. Upon completion of this course, doctoral learners would be prepared toincorporate the principles of transformational leadership into their leadership plans when completing them in specificacademic contexts. The plan proposed defines a strategy for maximizing leadership effectiveness and spells outlearning from doctoral courses.

Academic Leadership and Counseling Psychology: Answering the Challenge, Achieving the Promise

In this article, we address the challenge and promise for counseling psychologists (CPs) in leadership in U.S. higher education. We summarize leadership challenges in contemporary higher education, including contextual difficulties and those emanating from within the academy. We contend that CPs offer promise in higher education leadership, as they are well suited to provide leadership in the difficult context of the academy due to their training, values, disciplinary foci, and professional experiences. We attend to diversity as one of counseling psychology’s core strengths, presenting the example of feminist multicultural mentoring as a leadership task that obviates the challenge and enhances the promise for counseling psychology leaders in academic settings. We offer suggestions for CPs considering or moving into higher education leadership, and conclude with a brief examination of future trends in counseling psychology that support our contention that CPs are much needed and can succeed as leaders in the academy.

Interactive leadership in turbulent school climates. An exploratory study of high school principals from the City of Buenos Aires

School leadership has been identified as a key function to assuring quality in education. Principals’ leadership can have a direct effect on students’ learning by improving teaching, or an indirect effect by creating conditions that foster learning. This exploratory study aims to understand how school principals exercise their leadership and its relation with the learning climate of their schools. We analyzed two dimensions: principals’ agendas and school climate perception, using the questionnaire provided by the TALIS examination, in a sample of 82 principals from secondary schools in the City of Buenos Aires. Administrative and leadership tasks and meetings occupy first place in the agenda of the principals from our sample. However, principals devote almost half of their time to interactions with non-teacher members of the school community. This suggests the preponderance of an “ interactive leadership”, which appears as a response towards “turbulent school climates”. Nevertheless, it is precisely the instructional role of principals that can effectively improve learning conditions by operating on the academic dimension of school climate. This requires training policies and professional development opportunities that improve the instructional role of school leaders so that they can develop a more proactive leadership.

Managers’ silent whisper innovation involvement and role-modeling in service firms

PurposeThe task of leading innovation is predominantly pictured as a supportive role vis-à-vis employees. Motivation is a crucial aspect of this task. To better understand the practice of this change-oriented leadership task, the actual behavior and activities of managers are investigated. The purpose of this paper is to reflect through practice and self-reports how this leadership challenge is executed.Design/methodology/approachIn this longitudinal multi-method investigation, the service innovation literature constitutes the main theoretical framework. The investigation draws additionally on leadership literature about how to understand leadership through practice. The methodological design facilitated the drawing of causal inferences in the dynamics of service innovation.FindingsThe investigation enhances our understanding of managers’ particular context of innovation, and particularly the initiation context. It provides empirically grounded descriptions of what managers identify as potential opportunities, and how they take them further in the ideation stage. The results develop the suggestion that leadership roles, and specifically change-oriented roles, are not restricted to initiating or enabling activities related to the employees. Instead the much downplayed leadership role, i.e. the active practice-based involvement in innovation, is theorized as a role that is continuously activated, but tends to be set aside for contingency reasons.Research limitations/implicationsFurther research is needed to assess the importance of managers’ involvement in the practice of innovation, both through systematic mapping of ideas on a larger scale, and through the employee perspective. This paper provides useful insights on managers’ cognition and involvement in innovation for further investigations of innovation management.Practical implicationsThe results provide awareness for managers regarding their diverse leadership roles related to innovation. First, the study embraces heterogeneous ideas that are useful to evaluate and constitute role-modeling. Second, it highlights how managers’ execution of innovation creates awareness about the challenges involved. Finally, but maybe most important, the results alert managers of the discontinuity, even in strategically anchored intentional innovation.Social implicationsIn a changing innovation landscape, individual firms need to draw on other firms to achieve their innovation strategies. In pursuit of this goal, this paper enhances the understanding of the role-modeling leadership task. It is a novel way of guiding individuals that are exposed to new and uncertain innovation contexts, and rethinking how innovation eventually can be achieved.Originality/valueWhile earlier research has identified the multifaceted leadership behavior to support innovation, this paper outlines the contextual conditions and the practice of executing the suggested powerful role of being a role-model for others.

The Relationship Between Leadership and Employees

Abstract The leadership style and the thereof oriented behavior pattern represents the basic attitude in which a person exercises its leadership tasks. There are a series of different leadership styles with numerous explanation attempts aiming to present a model for a successful leadership behavior. The worldwide trend leads in the direction of Management by Delegation with clear operating principles which is nowadays the central point of all general interests concerning this topic but a thorough documentation regarding the different leadership styles is the starting point for each manager when trying to build a good relation with the employees. A well-defined and applied leadership style will influence the working behavior of the employees and in turns lead to a better functioning of the whole organization. The knowledge-based organization needs to be up to date with both the oldest and the newest theories concerning leadership so it can create a working relationship with its employees. The present paper aims to present the main aspects concerning leadership, leadership styles and concepts in order to find the best way of creating a successful relationship between leadership and employees by strengthening the individual responsibility of each employee and hence improving the functioning of an organization.

Personal Account of Leadership in an Academic Setting

The Combination of intuition, compassion, social skills and direction became my leadership task during two years as a faculty senate chair. I developed my leadership style in an academic setting that was experiencing a period of rapid fundamental change. Both our campus and our university system were going through major leadership changes and shifts in strategic directions. My leadership style in this context was of both the weaver and the warrior. There was a constant need to scan the organization to see who was affected, or disaffected, by change and to build networks between faculty members and decision makers that would give voice to concerns while silencing the meddlers and mischievous.