Task-oriented Leadership Behaviors Research Articles

Investigating Task-Oriented Leader’ Behavior in Public and Private Universities to Establish the Structure of Quality Improvement

This study aimed to ascertain if task-oriented leaders' behavior and the establishment of structures to improve the caliber of universities are correlated. Furthermore, this research also assessed the disparity in the quality improvement framework between public and private universities and the variation in task-oriented leadership behavior shown by leaders in these universities. The survey comprised 369 participants, including Punjab's heads of departments, faculty deans, and directors of quality improvement cells drawn from public and private universities, as well as those accredited by the Higher Education Commission (HEC). Task-oriented leaders' behavior was assessed using the Leader Behavior Description Questionnaire (LBDQ), while universities' quality improvement progress was gauged using the Institutional Performance Questionnaire (IPQ). The independent sample t-test and Pearson Correlation Coefficient were used to examine the data. According to the research, leaders at public universities are more task-oriented than private ones. Furthermore, the study showed that private universities had better quality improvement structures than public universities. The results of this study indicate that enhancing the quality of universities may benefit from a task-oriented leadership style.

Development and validation of headteachers' leadership behavior questionnaire (HLBQ)

The leadership behavior of the headteachers is associated with institutional worth. This study intended to develop and validate a headteachers’ leadership behavior questionnaire (HLBQ) to measure the leadership behavior of headteachers. The questionnaire encompassed two sub-dimensions viz: people-oriented leadership behavior and task-oriented leadership behavior as per Blake and Mouton’s Managerial Grid. After a rigorous literature review followed by focus group discussions, the preliminary draft of the tool encompassed forty-three (43) items on the five (5) points Likert Scale. Based on the content and face validity, the items with CVR values less than 0.42 were dropped. The revised questionnaire was pilot tested on three hundred and ten (310) public secondary school teachers employed in the school education department. The data were processed through Smart PLS version 4, which provided the questionnaire’s validity, reliability, and model fit. After deleting the unfit items, the questionnaire was further reduced to thirty-one (31) items. AVE values of the items related to people-oriented leadership behavior were 0.658 > 0.5, and for task-oriented were 0.686 > 0.5. Fornell-Lacker criterion value (0.828) was more than the correlations with other latent constructs, i.e., 0.811 and 0.831. The Heterotrait-Monotrait ratio (HTMT) value was 0.859 < 0.9, which is acceptable. Cronbach alpha for people-oriented leadership behavior was 0.967 > 0.7, and task-oriented leadership behavior was 0.658 > 0.7. Similarly, the composite reliability (CR) values for people-oriented leadership behavior were 0.970 > 0.7, and task-oriented leadership behavior was 0.963 > 0.7. Thus, the headteachers’ leadership behavior questionnaire (HTLB) was internally consistent, valid, and reliable. The findings of the entire study supported using the headteachers’ leadership behavior questionnaire (HLBQ) to explore and measure the leadership behavior of the headteachers.

Do Employee-oriented and Task-oriented Leadership Behaviors of Secondary School Heads matter for their Teachers Job Satisfaction?

The major purpose of this study was to identify the type of behavior leaders commonly use in secondary schools as well as the effect of that behavior on teachers’ job satisfaction. For having a clearer picture, there were two categories of behaviors investigated such as employee-centered behavior of leader and task-centered behavior of leadership. In this way, two different questionnaires ‘the Leadership behavior description questionnaire (LBDQ XII)’ and ‘teachers’ job satisfaction questionnaire (TJSQ)’ were adapted and distributed among teachers for knowing their perception. 200 participants were chosen from the area of Lahore by using the convenience sampling technique. The survey questionnaire has divided into three sections: one comprises demographic information, while the other two cover statements about leader behaviors and job satisfaction. With the help of Statistical Package for Social Sciences (SPSS) 21.0 IBM, the gathered data were scrutinized. Independent sample T.test and Pearson’s correlation tests were applied for attainment of results. With the help of computed data, it can be inferred that there is a substantial link between heads' employee-oriented and task-oriented leadership conduct and teachers' satisfaction regarding their jobs while task-oriented leadership behavior being the most common inside institutions.

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.

Sharing leadership behaviors in virtual teams: effects of shared leadership behaviors on team member satisfaction and productivity

PurposeVirtual collaboration in teams becomes increasingly popular at work. With the advantages of working in virtual teams come leadership challenges for which the shared leadership theory is discussed as a potential solution. While previous empirical studies investigating shared leadership in virtual teams generally confirm positive effects on team outcomes, this study aims to investigate in detail the leadership behaviors that are typically shared in these settings and how these shared leadership behaviors affect individual level outcomes.Design/methodology/approachIndividuals from different teams participated in a questionnaire study (n = 411). Structural equation modeling was used to assess the effects of shared task- and relations-oriented leadership behaviors on team member’s subjectively perceived productivity and satisfaction with leadership.FindingsResults indicate that shared task-oriented leadership behaviors have a significant positive effect on subjectively perceived productivity and satisfaction with leadership, while relations-oriented leadership behaviors have a significant negative effect. A hypothesis stipulating a moderating effect of task interdependence was not confirmed.Practical implicationsPractical implications include that in virtual teams with hierarchical organizational structures, it may be recommended that task-oriented leadership behaviors are shared among team members, whereas relations-oriented leadership behaviors should remain the responsibility of the official leader.Originality/valueThe findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual.

The impact of task-oriented leadership to subordinates' knowledge creation behavior – based on organismic integration theory

PurposeCompetitiveness of pharmaceutical companies hugely depends on new knowledge because of ever-changing technologies and forefront of knowledge. Leadership styles appear to influence knowledge management behavior, but there has been little empirical research on employees' knowledge creation behavior as an outcome of leadership. The study examines how task-oriented leadership affects subordinates' knowledge creation behavior. Based on organismic integration theory (OIT), the study proposes that perception of competitive climate and achievement motivation can conduct as mediators.Design/methodology/approachData were collected from 877 full-time working employees in five pharmaceutical companies in China. Participants answered demographic questions and completed the task-oriented leadership, perception of competitive climate, achievement motivation, as well as knowledge creation behavior scale. Structural equation modeling was used to test the hypothesized relationships.FindingsThe results review that task-oriented leadership will significantly promote subordinates' knowledge creation behavior. Perception of competitive climate and achievement motivation play mediator roles between task-oriented leadership and subordinates knowledge creation behavior. Perception of competitive climate and achievement motivation have a serial mediating effect between task-oriented leadership and subordinates knowledge creation behavior.Practical implicationsBy adopting a task-oriented leadership style through training and development, leaders may stimulate employees more knowledge creation behaviors by transmitting the organization's vision, clarifying their work tasks and setting relatively high-performance standards. Then, organizations should establish a competition mechanism to promote competition among employees, while also preventing malicious competition. Finally, organizations should arouse employees' achievement motivation to stimulate their internal pursuit of success and needs.Originality/valueBecause of the improvement of information technology and the acceleration of knowledge dissemination, the need for new knowledge is becoming more and more urgent in organizations. Knowledge, as a resource that needs to be managed in an organizational environment, has regained researchers' attention. However, a flourishing number of studies explain the organizational knowledge management from the macro level, there is a need to explore how leaders influence their subordinates to create knowledge. From the perspective of extrinsic motivation internalization, this study’s findings contribute to the literature on task-oriented leadership and knowledge creation behavior and expand our understanding of why task-oriented leadership promotes subordinates' knowledge creation behavior.

Leadership coaching: enhanced emotional intelligence, leadership self-efficacy and task-oriented leadership behavior

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.FindingsA significant positive association is found between enhanced EI and enhanced LSE. A weaker significant positive association is found between enhanced LSE and enhanced task-oriented leadership behavior. Little support is found for LSE acting as a mediator for the positive association between enhanced EI and task-oriented leadership behavior.Originality/valueThe briefing saves busy executives, strategists, 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.

The relationship between communication apprehension and leadership styles in a job recruitment process

Nowadays, many organizations seek to accelerate the employees’ communication effectiveness. However, only a few put efforts into reducing communication apprehension and understanding their potential in leadership. This paper seeks to investigate the correlation between communication apprehension and leadership styles, and consequently tries to investigate its impact on individuals’ success in a job recruitment test. A total of 114 participants were gathered in an online survey from a government institution’s recruitment process. The inferential statistic tests (ANOVA) were used to determine differences in leadership styles and their communication apprehension based on respondents’ success in the recruitment process. Results showed that respondents who have high communication apprehension would display task-oriented leadership behaviors and were tended to be more focusing on their role and performance, while the lower communication apprehension indicated more relation-oriented leadership behaviors. Moreover, applicants with a relational leadership style would likely pass a job recruitment test and were more likely to have a successful result in a recruitment process than ones with a task-oriented leadership style. Additionally, this research also gives a glimpse of communication apprehension study in non-western countries. The findings suggest a need for organizations in addressing these issues in order to develop their employees’ communication capacity. Limitations and future research are also discussed in this paper.

Organizational Justice and Leadership Behavior Orientation as Predictors of Employees Job Satisfaction: Evidence from Croatia

The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions (distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.

Implementation in Residential Youth Care: Providers Perspectives on Effective Leadership Behavior

ABSTRACT Considering the high prevalence of mental health challenges among the residential youth care (RYC) population, it is imperative that research-informed interventions are implemented in this setting. However, little research is available regarding RYC implementation practices. Leadership is a vital influencer of implementation success. Therefore, the aim of this study was to further the knowledge base concerning effective implementation in RYC by investigating implementation leadership behavior. Utilizing qualitative methods, RYC providers were asked about effective implementation leadership behaviors, with an emphasis on similarities and variations in behavior enacted by different leadership levels within the organization. The results indicate that relations-oriented and task-oriented leadership behavior are more important than change-oriented implementation leadership behavior among the providers interviewed. The reported behaviors differed in terms of leadership level. The top executive leadership was more involved in task-oriented leadership behavior (i.e., monitoring activities, resource procurement), while the facility management was more involved with relations-oriented behaviors (i.e., providing support, facilitating cooperation). Finally, the results are discussed in light of RYC characteristics and implementation stages.

Employee Inclusion During Change: The Stories of Middle Managers in Non-Profit Home Care Organizations

Although extensive studies have provided valuable information to establish a strong relationship between the success of change and variables like communication, employee commitment, and leadership, it is important to understand the experiences of workers during a change process. The research problem exists because there is a minimal exploration of the experiences of middle management in the process of corporate decision-making during organizational change adoption in the home care industry. The purpose of this study was to explore the experience of middle managers related to employee inclusion during an organizational restructuring in non-profit home care organizations. The researcher interviewed six middle managers from two non-profit home healthcare organizations in New York City using purposive sampling. The results reflected the experiences of middle managers in non-profit home care organizations and may be transferable to other organizations. The findings were categorized under the following themes: Stress and Fear, Task-Oriented Leadership Behavior, Employee Exclusion, and Job Dissatisfaction. Employers should recognize and engage middle managers in corporate decision-making that target middle managers. As change is inevitable, understanding the experience of middle managers is crucial for leaders in home care organizations undergoing organizational restructuring because of the top-down management structure in these organizations. The information may be relevant for leaders to incorporate attitudes and steps that promote a good relationship and engage middle managers in the processes of organizational change.

The role of online leadership in open collaborative innovation

Purpose The purpose of this paper is to investigate the roles of online leadership in open collaborative innovation success by extending functional leadership theory in the context of open source projects. Design/methodology/approach This study uses negative binomial regression models to empirically test the proposed hypotheses with samples of blockchain open source projects on GitHub. Findings The results indicate that task-oriented leadership behaviors in forms of technical contributions have little influence on open collaborative innovation success; relation-oriented leadership behaviors embedded in internal social capital and external social capital contribute to open collaborative innovation success prominently. Furthermore, the joint effects of technical contributions, internal social capital and community commitment with openness orientation are positively significant on open collaborative innovation success, respectively. Practical implications For leaders and participants of open collaborative innovation projects, they should attach importance to both leadership behaviors and the joint effects with openness orientation so as to make informed decisions. Originality/value This study offers a new fine-grained framework of open collaborative innovation success by investigating specific dimensions of task-oriented and relation-orientated leadership behaviors, as well as their joint effects with openness orientation.

Supervisory consequences of abusive supervision: An investigation of sense of power, managerial self-efficacy, and task-oriented leadership behavior

While a large number of studies have shown the detrimental effects of abusive supervision on subordinates’ work attitudes and outcomes, little is known about how abusive supervision impacts supervisors themselves. Drawing upon self-perception theory and power-dependence theory, we take a unique actor-focused approach to examine how and when engaging in abusive supervisory behavior may benefit actors (i.e., supervisors). Specifically, we propose that abusive supervisory behavior is positively related to supervisors’ state sense of power, which in turn positively relates to their managerial self-efficacy and task-oriented leadership behavior. Furthermore, the relationship between abusive supervisory behavior and state sense of power and the positive indirect effect of abusive supervisory behavior on managerial self-efficacy via state sense of power are stronger for supervisors with low, rather than high, levels of chronic sense of power. Our hypotheses are substantially supported by a multi-wave field diary study (Study 1) conducted across 10 consecutive workdays and three experiments (Studies 2a, 2b, and 3). Moreover, supplementary analyses showed that abusive supervisory behavior was positively related to sense of power and managerial self-efficacy only in the short term (i.e., these relationships turned negative after one week). Our findings contribute to the abusive supervision literature by delineating a nuanced view of the supervisory outcomes of abusive supervision.

Cleansing my abuse: A reparative response model of perpetrating abusive supervisor behavior.

Research on abusive supervision has predominantly focused on the consequences for victims while overlooking how leaders respond to their own abusive behavior. Drawing from the literature on moral cleansing, we posit that supervisors who engage in abusive behavior may paradoxically engage in more constructive leadership behaviors subsequently as a result of feeling guilty and perceiving loss of moral credits. Results from two experience sampling studies show that, within leaders on a daily basis, perpetrating abusive supervisor behavior led to an increase in experienced guilt and perceived loss of moral credits, which in turn motivated leaders to engage in more constructive person-oriented (consideration) and task-oriented (initiating structure) leadership behaviors. In addition, leader moral attentiveness and moral courage strengthen these indirect effects by amplifying leaders' awareness of their immoral behavior and their willingness and determination to make reparations for such behavior. Our research contributes to the theoretical understanding of leaders' responses toward their own abusive supervisor behavior and provides insights into how and when destructive leadership behaviors may, paradoxically, trigger more constructive behaviors. (PsycINFO Database Record

Formal leadership and informal leader emergence: A social learning perspective

This research examines the indirect relationship between formal supervisors’ task-oriented leadership behavior and individual team members’ informal leader emergence, through members’ task-oriented...

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.

MULTIPLE-ORIENTED LEADERSHIP BEHAVIOR AND SCHOOL PERFORMANCE: A MULTIPLE-CASE STUDY

Constant efforts have been made to improve the quality and performance of schools in Pakistan. Research has shown that leadership is a driving force in bringing about revolutionary changes in schools. This qualitative multiple-case study explores the task-oriented, relationoriented, and change-oriented leadership behaviors in selected highperforming schools in Quetta, Balochistan, Pakistan. Data were collected through in-depth semi-structured interviews from a total of 12 participants selected via purposive sampling. The participants included principals, assistant principals, and teachers from two high-performing schools. Data were analyzed using the grounded theory approach involving open coding, axial coding, and selective coding. The findings showed that leaders in selected high-performing schools exhibited adaptive leadership behaviors. The effective and continuous monitoring, proper planning, assigning and clarifying tasks, and efficiently distributing budgets were some of the task-oriented leadership behaviors in selected high-performing schools. The relation-oriented leadership behaviors were determined to be shared decision-making, establishing a friendly and trusting relationship, being open and honest, and recognizing contributions. Being active and ambitious, having strong vision, and commitment to change were the change-oriented leadership behaviors shared across selected schools. The findings of this study can be of use to the Ministry of Education Pakistan and the Education Department of the Government of Balochistan.

Collaborative Crisis Management and Leadership in the Public Sector

ABSTRACTThe goal of this article is to discover how leadership competencies affect the perceived effectiveness of crisis management. The study, based on a self-reported survey of executive public leaders in Turkey, found that the core leadership competencies have a positive relationship with the effectiveness of crisis management. Among task–oriented, people–oriented, and organization-oriented categories of leadership behaviors, task-oriented leadership behaviors were found with the highest level of impact on the effectiveness of crisis management. The study demonstrated the importance of the core leadership competencies in the effectiveness of crisis leadership. The hypothesis testing with the covariance structure model supported the positive impact of the core leadership competencies on the effectiveness of crisis management. This study contributes to the literature on leadership during crisis situations, and also provides proposals for public managers and practitioners to increase their effectiveness in leading their organizations during crises.

The Influences of Reward Justice and Task Oriented Leadership Style toward Perceived Organizational Support

Company always has to pay attention to the employee’s well being by giving organization support to their employees. Organization supports from the company will be perceived by the employee as general confidence of organization awareness to their well being. Less perceived organizational support for employee will lead to less working spirit and will make it harder to achieve maximum results. Some of the factors that could affect perceived organizational support for employees are reward justice and task oriented leadership behavior. This study tried to assess three hypotheses. The first hypothesis is there is a relationship between reward justice and task oriented leadership style toward perceived organizational support. The second hypothesis is there is a relationship between reward justice toward organizational support, and the third hypothesis is there is a relationship between task oriented leadership styles toward perceived organizational support. The results showed that simultaneously reward justice and task oriented leadership style together significantly affect perceived organizational support, so the hypothesis is confirmed. The coefficient value (R Square) is 0.433. This means that contribution of reward justice and task oriented leadership style toward perceived organizational support is 43.3 %. The second hypothesis is also confirmed. While the coefficient value of regression line variable equation of task oriented leadership style to perceived organizational support is -0.346. This means that, partially there is no significant negative impact between tasks oriented leadership style and perceived organizational support. The implication of this research result is that the involvement of officials and salaries is needed more and influential for employee, compared with the presence of the leader.

The role of supervisory behavior, job satisfaction and organizational commitment on employee turnover

AbstractFew studies have presented structural turnover models including both job satisfaction and organizational commitment measures. Recent research suggests that perceived supervisor leadership may contribute to employee well-being, job satisfaction and organizational commitment. This study proposes a structural turnover intention model including supervisory behavior (person-oriented and task-oriented dimensions), job satisfaction and organizational commitment. Furthermore, the study proposes to test whether this model fits in both small- and medium-sized enterprises and in large enterprises. The sample included 763 employees from different types of organizations who have completed a measure of their perception of their supervisor’s behavior and self-administrated measures of job satisfaction, organizational commitment and turnover intention. Results show that person-oriented leadership behavior affects turnover intentions through job satisfaction and organizational commitment more than task-oriented leadership behavior. Only organizational commitment had a direct effect in explaining turnover intention. Finally, results indicate that the model is applicable both in small- and medium-sized enterprises and large enterprises.