Types Of Leadership Behaviors Research Articles

Joining in With Leadership? A Survey of Leadership Behaviour and Identity of Non-Managerial Employees in Public Organizations

Although non-managerial employees are increasingly seen as valuable sources of leadership in public organizations, their leadership behavior is rarely studied. This study zooms in on the leadership behavior of non-managerial employees and assesses whether leadership identity and previous experience in formal leadership positions affect their engagement in leadership. According to identity theory, seeing oneself as a leader may be a crucial component in behaving as one. Survey data collected among public servants ( n = 976) in The Netherlands show that non-managerial employees with a more central leadership identity use all types of leadership behavior from the repertoire more often, which can partially be explained by their experience. This demonstrates that leadership identity is a meaningful lens to explain why this group engages in leadership behavior. Leadership development can be stimulated by helping non-managerial employees identify with a leadership role.

Effects of leader behaviors on extra-role proactive service: The role of cultural tightness-looseness

The pertinent literature presents no evidence of the simultaneous effects of leader task-, relations-, or change-oriented behaviors on employee proactivity and extra-role customer service. Nor does it of cultural tightness-looseness as a moderator of the effect of proactivity on extra-role customer service. We propose and test the mediating impact of proactivity in the association between three types of leadership behaviors and extra-role service. We also test cultural tightness-looseness as a moderator of the impact of proactivity on extra-role service. Data obtained from hotel frontline employees in Spain were utilized to gauge the proposed relationships via the partial least squares structural equation modeling. Our findings reveal that proactivity mediates the influences of leader task- and relations-oriented behaviors on extra-role service. We have verified that cultural tightness-looseness strengthens the link between proactivity and extra-role service. The paper subsequently discusses the implications for theory and practice.

What Makes a Leader? Leadership Identity and Leadership Behavior among Highly Professionalized Public Leaders

ABSTRACT The development of a leadership identity has been argued to be an important determinant for what leaders do. For leaders in highly specialized work environments, the development of a leadership identity has been regarded both in absolute terms and in relation to their professional identity. This study investigates the extent to which leadership identity in absolute and relative terms explains various types of leadership behaviors. Based on panel survey data from clinical directors in Danish hospital departments, the findings show that the absolute leadership identity predicts transformational, transactional, and professional development leadership, whereas no correlations are found between relative leadership identity and leadership behavior. The study supports the expectation that leadership identity is, in its own right, an important precondition for leadership behavior.

The Positive Effects of Task, Relation and Change Oriented Leadership Behavior on Employee Engagement

This research examined the relationship between task, relation-oriented, and change-oriented leadership behavior on employee engagement. This study employed a quantitative design and collected data from 117 participants in 13 countries through an online survey. Employee engagement and leadership behavior were evaluated using Cronbach’s coefficient alpha, confirmatory factor analysis (CFA), and regression analyses. Results suggest that all three types of leadership behavior (task, relation, and change-oriented) have positive impact on employee engagement with change being the highest, and that the impact of leadership behavior on employee engagement is moderated by employee age and management status. Strategies for improving employee engagement are presented.

Managing the Uncertainties Inherent in Prohibitive Voice: How Leadership Interacts With Employee Political Skill.

Drawing from the uncertainty management theory, we examine how authoritarian leadership and humble leadership interact with employee political skill to predict prohibitive voice. We conducted a two-wave survey study of 43 managers and 176 subordinates in a power company in China. Our findings indicate that authoritarian leadership has a minimal negative effect on the psychological safety of employees with higher political skill, which in turn leads to a minimal negative effect on their prohibitive voice. Moreover, humble leadership is positively associated with prohibitive voice for employees with lower political skill. For employees with higher political skill, no type of leadership behavior has a significant influence on their prohibitive voice. We outline the implications of these findings for both theoretical and managerial practices.

Toward a comprehensive perspective on hubristic leadership – An aggregation of cross-disciplinary evidence and roadmap for future research

A growing body of literature reveals that the emergence of hubris is by no means a rare phenomenon in leadership contexts. Despite having been repeatedly proven that hubris has both beneficial and detrimental manifestations in leadership behaviors, its positioning as a harmful cognitive bias continues to echo across disciplines. To unify the fragmented hubris tradition, this paper synthesizes existing literature and identifies three perspectives on hubristic leadership: an innovation perspective, an internal coordination and commercialization perspective, and a risk management perspective. The aggregation of these perspectives into a unifying theoretical framework indicates that the type of leadership behavior together with the predictability of its outcomes account for the ambivalent manifestations of hubris across leadership behaviors. Future research opportunities are discussed on this basis.

The Indirect Effects of Reluctant Staying on Laissez-faire Leadershhip and Leader Delegation

Leaders who desire to leave their current organizations are sometimes forced to stay. The leadership behaviors of these leaders are underexplored in prior research. Building on proximal withdrawal states theory and the theories of the meaning of work, this study examines how and when laissez-faire leadership and delegation emerge among leaders who are reluctant to stay in their current organizations. Using three-wave data from 100 leaders and 313 employees, we found that reluctant staying was indirectly associated with laissez-faire leadership via reduced perception of task significance and indirectly associated with delegation through increased bottom-line mentality. Moreover, we found that job clarity strengthened the indirect effects of reluctant staying on the two types of leadership behaviors. We discussed the implications of our findings for theory, practices, and future research regarding how to manage leaders who stay reluctantly in the organizations.

The relationship between leadership behaviours of ward nurse managers and teamwork competency of nursing staff: A cross-sectional study in Japanese hospitals.

The aim of this study was to clarify what kind of leadership behaviours of ward nursing managers are related to the teamwork competency of nursing staff. There are two types of leadership behaviours: administrative and emotional intelligence leadership. While emotional intelligence leadership is important for teamwork, it is not clear how it relates to individual teamwork competency. This was a cross-sectional study. A questionnaire survey was distributed among 13 hospitals in Japan between May and August 2019. We analysed 960 questionnaires. Multiple regression analyses revealed that two emotional intelligence leadership behaviours (staff nurturing and support, and care for patients) were positively associated with all three teamwork competencies (skill, knowledge and attitude, β=0.141-0.318). Regarding administrative leadership behaviours, only human resource management was related to teamwork competency knowledge (β=0.182). Nurses' teamwork competencies were primarily related to emotional intelligence leadership. Furthermore, their teamwork competency was related more to nurse managers' behaviour towards patients and other staff members rather than towards themselves. Nurse managers need to be role models for nursing staff, recognizing that the way they relate to others influences the teamwork competency of their nursing staff.

Leadership and virtual team performance: A meta-analytic investigation

ABSTRACT We integrate functional leadership theory with theorizing in virtual team leadership research to extend and meta-analytically test theory regarding the relationships between different types of leadership behaviours (i.e., relationship-focused and task-focused leadership) and virtual team performance as well as moderators of these relationships. We find that both relationship-focused and task-focused leadership positively relate to virtual team performance. Further, two structural moderators (i.e., task interdependence and team size) and two methodological moderators (i.e., team type and the operationalization of team performance) change the team leadership-virtual team performance relationship, resulting in differential effects of relationship- and task-focused leadership. Regarding the structural moderators, we find that task-focused leadership is a weaker predictor of team performance in virtual teams with high (compared to low) task interdependence, and relationship-focused leadership is a stronger predictor of virtual team performance for larger (compared to smaller) teams. In terms of the methodological moderators, we find a stronger effect of task-focused leadership for intact (compared to adhoc) virtual teams, and a stronger effect of relationship-focused leadership on perceived team effectiveness (compared to efficiency/productivity). We conclude with a discussion of important areas for future research and highlight theoretical and practical implications.

Health-Promoting Leadership and Leaders’ Listening Skills Have an Impact on the Employees’ Job Satisfaction and Turnover Intention

The topic of health-promoting leadership has often been investigated on its impact on health outcomes. However, it is still unclear if healthpromoting leadership has an impact on other well-being parameters at work besides health. Another leadership behavior, the leaders’ listening skills, can benefit well-being parameters at the workplace, such as job satisfaction, which in turn lowers turnover intention. In the present study, we investigate the relationship between health-promoting leadership, the leaders’ listening skills, job satisfaction, and turnover intention to get a clearer picture about the effects of different leadership behaviors on the employees’ well-being. The results of an online-study with 354 Austrian and Slovenian workers showed that both types of leadership behaviors had a direct effect on the employees’ job satisfaction and an indirect effect on turnover intention through job satisfaction. Listening was found to have a stronger direct impact on job satisfaction. The findings indicate that both leadership behaviors are able to support well-being at the workplace.

Assessing the Impact of Situational Leadership Style on Enhancing Employee Performance in Quick Service Restaurants

Several researches have dealt with leadership style and its impact on employee performance. With that in mind, this study will inspect the impact of one of the leadership styles (situational leadership style) on employee performance among leaders and employees of quick service restaurants (QSRs) in Greater Cairo. Although there are different types of leadership styles, this research focused on only one type of leadership behavior (i.e., situational leadership) to assess its relationship with both of employee job fit and job incentives. This study reports the findings of a questionnaire survey from 240 QSRs employees conducted from July 2019 till September 2019. This survey included 21 items based on five-point Likert scale (from strongly disagree to strongly agree) which was used to measure both situational leadership behavior and job performance from the view of its employees. The results of this study reveal that QSRs' employees working in Greater Cairo are affected by their managers' conduct of situational leadership. Consistent to these findings, QSRs' managers have to improve their relationship behavior with their subordinates; also, they should understand how high task behavior will influence them to mature in their performance and how effective the manager was in using situational leadership style.

Entrepreneurship in public organizations: the role of leadership behavior

Despite increasing research on entrepreneurship in the private sector, little is known about entrepreneurship in public organizations in general and the effects of leadership behavior on entrepreneurship in the public sector in particular. Utilizing new data from the Australian Public Service Commission (2017), this study analyzes how three leadership behaviors—task-oriented, relations-oriented, and change-oriented leadership—affect public sector employees’ entrepreneurship behavior. The results of this study show that while all three types of leadership behavior are positively associated with public sector entrepreneurship, the effect is larger for relations-oriented leadership, followed by change-oriented leadership. A practical implication of this study is that relations-oriented leadership behavior is crucial to entrepreneurship in public organizations, suggesting the importance of developing relationships with subordinates.

A Transformational Coaching Workshop for Changing Youth Sport Coaches’ Behaviors: A Pilot Intervention Study

To maximize the effectiveness of coach development, educational programs should target coaches’ interpersonal behaviors, be informed by behavior-change techniques, and incorporate comprehensive evaluation procedures. Thus, informed by the full-range leadership model (see Bass and Riggio in 2006) and the Behaviour Change Wheel (see Michie et al. in 2011), Turnnidge and Côté in 2017 developed the Transformational Coaching Workshop (TCW). The purpose of this study was to evaluate the TCW’s effectiveness through observation before and after coaches’ workshop participation. Participants included 8 male head coaches of youth soccer teams. Systematic observation and coding using the Coach Leadership Assessment System were employed pre- and postworkshop to examine coaches’ leadership behaviors. Coaches made improvements in the types of leadership behaviors used and how they were conveyed. This study demonstrates that systematic observation can be implemented to explore real-world changes in behaviors. Future research should examine the impact of the TCW on athlete outcomes.

How school leaders can build effective data teams: Five building blocks for a new wave of data-informed decision making

Data-informed decision making is considered important for school improvement. Working in data teams is a promising strategy for implementing data use in schools. Data teams consist of teachers and school leaders, who collaboratively analyze data to solve educational problems at their school. Studies show that school leaders can enable and hinder data use in such teams. This study aims at exploring what types of leadership behaviors are applied to support data use in data teams. The results of this study point to five key building blocks for school leaders wanting to build effective data teams in their school: (1) establishing a vision, norms, and goals (e.g., discussing vision, norms, and goals with teachers); (2) providing individualized support (e.g., providing emotional support); (3) intellectual stimulation (e.g., sharing knowledge and providing autonomy); (4) creating a climate for data use (e.g., creating a safe climate focused on improvement rather than accountability, and engaging in data discussions with teachers); and (5) networking to connect different parts of the school organization (e.g., brokering knowledge and creating a network that is committed to data use). Not only formal school leaders, but also teachers, can display these types of behavior. Finally, it is important to stress here that all these building blocks are needed to create sustainable data use practices. These building blocks can be used in a new wave of data-informed decision making in schools, in which teachers and school leaders collaboratively use a multitude of different data sources to improve education.

THE PROS AND CONS OF THE RELATIONSHIP BETWEEN PERSONALITY AND LEADERSHIP OR MANAGERIAL BEHAVIOR OF NURSING MANAGER

N/A

Task and person-focused leadership behaviors and team performance: A meta-analysis

This paper reports the results of a meta-analytic review of the relationship between person and task-focused leader behaviors, on the one hand, and team performance, on the other hand. The results, based on 89 independent samples, show a moderate positive (ρ=0.33) association between both types of leadership behaviors and subjective team performance. For objective team performance, the effect sizes are smaller, yet positive (ρ=0.19 for task-focused leadership behaviors and ρ=0.18 for person-focused leadership behaviors). Furthermore, with respect to the methodological moderators, the analyses show that the relationships were stronger when leadership behaviors were rated by the leaders themselves, rather than by others, and the association was stronger when the correlations were estimated at the individual level, as opposed to the team level of analysis. Concerning conceptual moderators, team type was identified as a significant moderator, and correlations between a person-focused leadership behavior and team performance were stronger for service and project teams than for action/performing teams. Task interdependence was another moderator tested in our meta-analysis, yet our results show no clear moderating effect of task interdependence on the relationship between leadership behavior and team performance.

An Evolutionary Approach to Political Leadership

ABSTRACTWe combine evolutionary and neurobiological models to provide a theoretically rigorous framework for understanding the origin of political leadership in democratic structures and how such qualities interact with institutional incentives and constraints. Evolutionary, behavioral-genetic, neuropsychological, and physiological studies have identified biological systems related to particular types of leadership behaviors as well as the emergence of leadership itself. These biological systems emerge during specific life stages and interact with a person's life history, influencing the environments one selects into and the perception of those experiences and subsequent reactions to them; these circumstances reinforce, suppress, and inspire various leadership characteristics. Our framework provides insight into the foundational basis of leadership qualities and explains why and how we observe variation in such traits. The evolutionary functions of leadership, including approaches to collective action problems, leader–follower dynamics, institutional and organizational environments, and leader attributes are discussed, and in so doing, we propose several novel questions that can be addressed from this perspective, which suggest new and fruitful lines of research in leadership studies.

Leadership behaviours and capabilities in Syria: an exploratory qualitative approach

Purpose– The purpose of this paper is to understand the nature of leadership development in Syria, by answering specific research questions: what are the types of leadership behaviours and capabilities adopted by companies operating in Syria? And why are they adopted?Design/methodology/approach– Qualitative research method has been adopted to achieve the aim of this study.Findings– The findings revealed that the leadership behaviours and capabilities required for business environment in Syria include strategic thinking, business skills, communication, understanding the whole, ability to change, teamwork, self-awareness, decision making/problem solving, and adaptability.Research limitations/implications– Research data has been collected in an unstable environment because of what was called the Arab Spring, so this affected not only the participants, but also how they respond to each question. Additionally, only the for-profit sector was involved in the study because of its flexibility, lack of bureaucracy, and application of leadership development.Practical implications– The paper explores the major leadership behaviours and capabilities utilised and their purposes, as well as more broadly for designers who are attempting to develop leadership in the Syrian context.Originality/value– The study offers data and interpretation of a specific non-Western context on which foundation further studies in the Middle Eastern context can be developed.

The cognitive-behavioral system of leadership: cognitive antecedents of active and passive leadership behaviors.

In the present paper, we propose a cognitive-behavioral understanding of active and passive leadership. Building on core evaluations theory, we offer a model that explains the emergence of leaders’ active and passive behaviors, thereby predicting stable, inter-individual, as well as variable, intra-individual differences in both types of leadership behavior. We explain leaders’ stable behavioral tendencies by their fundamental beliefs about themselves, others, and the world (core evaluations), while their variable, momentary behaviors are explained by the leaders’ momentary appraisals of themselves, others, and the world (specific evaluations). By introducing interactions between the situation the leader enters, the leader’s beliefs, appraisals, and behavior, we propose a comprehensive system of cognitive mechanisms that underlie active and passive leadership behavior.

Does Strategic Leadership Affect Financial Performance? (A Study of Selected Firms of Textile Industry in Pakistan)

Performance is largely related to management decisions. Within  the hierarchy of a company, maximum power is vested in the strategic leadership. Thus, it is the strategic leadership that is primarily responsible for the efficient working of the company. By adopting different types of leadership behaviours, such as charismatic, considerate or transactional, the strategic leader motivates his subordinates for efficient working. This affects the overall performance of a company. The financial performance has been measured through Sales, Net Profit Margin, Earnings per Share, Return on Equity and Return on Asset. The results support the theory that charismatic trait of leadership has the most significant impact on the financial performance of a company. The other two types of leadership behaviours, considered in this study, have no significant impact on the financial performance.