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Full Papers
The Changing Nature of Leadership: The impact of the social media revolution on effective leadership (147)
Author/s: Patricia Anne Hind Viki Holton Anthony Turner
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: leadership, social media, leadership development
Abstract: The global trend that is social media has significantly disrupted the nature of human interaction. The challenge for leadership is not simply a practical one of using social media but one of adapting to changing leader or follower relationships. This research, in partnership with UNICON, questioned whether the use of social media is changing our concept of leadership and how those relationships are managed. Using an empirical, multi method approach, the research found that whilst the fundamental attributes of leadership seem to be relatively stable, subtle differences in the practice of leadership are emerging; the dimensions of; leadership reach, communication speed, locus of influence, and focus of communications appear to be markedly different in the digital world. The implications for leadership development and future research are considered.
The Role of Supportive Leadership in Building and Sustaining High Performing Organisations (179)
Author/s: Massad Awdah Alatawi
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: Job Satisfaction, SMEs, Supportive Leadership, Transformational Leadership Theory, Recognition.
Abstract: Supportive leadership happens in the everyday lives of effective leaders as they provide positive feedback and recognition of employee achievement and success. This study aimed to determine the perception of supportive leadership of their managers among employees in Saudi retail SMEs. It used descriptive survey research to collect the data. Sixty-one participants replied to a single item scale: My manager gives encouragement and recognition to staff. It found that the employees perceive that their managers give encouragement and recognition to staff, indicating that they have higher job satisfaction. Supportive leadership is a powerful managerial behaviour to advance job satisfaction among employees and to build and sustain high performing organisations. The role of leaders in building and sustaining an agile organisation includes practicing supportive leadership. Supportive leadership might be a key factor to help SMEs to survive after the first 5 years of business and remain competitive during uncertain times.
Epitome of Success or Embodiment of Failure? The Particular Paradoxes of Psychopathic Leadership (344)
Author/s: Clive Roland Boddy
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: Corporate psychopaths, toxic leadership, psychopathic leadership, leadership,
Abstract: One of the key challenges of building and sustaining high performance organisations in uncertain times is identifying which leaders represent the best resource for groups to utilise towards achieving their ambitions. Leaders who are of integrity and therefore trustworthy, are needed but they should also have good judgement, a profound understanding of the organisation they are to lead and a vision of an achievable future for that organisation to work towards. This paper examines the viewpoint that psychopathic leadership presents paradoxical elements of leadership attainment and leadership research in terms of perceived levels of integrity, judgement, vision and other relevant factors. One paradox is that psychopathic leadership is pervasive, highly important and of great impact on followers and yet those who have not directly experienced it doubt its existence. Despite this scepticism, psychopathic leadership is invisibly consequential to everyone while also being discernibly relevant to a large minority of employees. This paper examines these paradoxes.
A Critical Discourse Analysis of the Role of Leadership in Employee Turnover (454)
Author/s: Majed Yaghi Vishanth Weerakkody Zahir Irani
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: Leadership, Toxic leadership, voluntary turnover, Culture, Work Environment
Abstract: This critical discourse analysis CDA study explores the dynamics of employee turnover through the lens of four senior corporate executives who have recently resigned their positions and the relationship with their respective managers. Their experience points to a complex and multifaceted picture of power in driving employee turnover, one that encompasses three Cs, culture, control and conviction. It is apparent that a decision to resign a job, especially voluntarily, is a difficult one, for both the employees as well as the employers. This study points to a key role senior leaders play in building effective and highly productive work environments, one where people do matter.
Impact of Leader Competence and LMX on Subordinate Outcomes at the Workplace (511)
Author/s: Megha Gupta Kanika T. Bhal
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: LMX, leader competence, employee enterprising behavior, stress and intragroup conflict5
Abstract: While dealing with the ever-changing chaotic environment in organizations today, managers and corporations can heavily benefit from understanding the role of LMX and leader competence in predicting subordinate outcomes. Historically researchers have vigorously examined the concept, antecedents and consequences of Leader Member Exchange (LMX). However limited work has been done on leader competence and its relative impact, along with that of LMX, on subordinate outcomes at the workplace. Thus, this study attempts to explore the influence of LMX and leader competence on employee outcomes such as employee enterprising behavior, stress and intragroup conflict. For this study, a sample of 140 respondents was collected using the experimental design methodology. The finding are anticipated to benefit researchers and practitioners alike, as our work not only extends extant literature on LMX and leader competence, but also suggests managerial implications. No other study, as per our knowledge, has investigated the dynamics of LMX and leader competence and examined its effect on the aforementioned variables in the Indian context.
To Take Or Not To Take The Risk? Influence Of Empowering Leadership On Change-oriented Organizational Citizenship Behavior (609)
Author/s: Alison Chan
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: Empowering Leadership, Willingness to Take Risk, Regulatory Focus, Change-Oriented Organizational Citizenship Behavior, Perceived Organizational Support
Abstract: The importance of leadership and organizational citizenship behavior have been recognized in many research studies. However, the influence of empowering leadership on change-oriented organizational citizenship behavior and the cognitive mechanism to engage in such behavior have received little attention. By drawing on social cognitive theory, this study explores the direct effect of empowering leadership on change-oriented organizational citizenship behavior and its indirect effect through willingness to take risk. This study also examines the predictive effect from willingness to take risk and regulatory focus on change-oriented organizational citizenship behavior and the moderating effect from regulatory focus and perceived organizational support on the relationship between empowering leadership and willingness to take risk.
A nested data model using a 3-wave sample of 173 matched dyad relationships from nine financial institutions in Hong Kong using hierarchical linear modeling was tested. The results show that willingness to take risk can partially mediate the relationship between empowering leadership and change-oriented organizational citizenship behavior with interference from regulatory focus and perceived organizational support. While both willingness to take risk and promotion focus are proved to be predictors of change-oriented organizational citizenship behavior. Suggestions for future research and implications on management practice are discussed.
Integration At The Top: A Closer Look At Top Management Team Internal Process (722)
Author/s: German Cespedes Julian Sanchez Monica Franco-Santos Patrick Reinmoller
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: team process, top management teams, trust in teams
Abstract: By interviewing 50 members of top management teams (TMT) in Latin American corporations, we explore how top management teams share information and shape the decision process during task accomplishment. Using the input-process-outcome framework (IPO), we analyse how these teams share information during task accomplishment. We also explore how the existence of trust might impact this information sharing. We then followed Edmondson (2003) to proposed that a team leader can be more or less directive about the decision process. The team leader can be directive about the content (what decision is made) and directive about the process (how the decision is made). We explore three potential process choices that a TMT leader face when making a decision: how to reach a final decision (outcome control), how to facilitate a discussion (a form of process control), and how to structure a debate (process design).
Empowering Leadership, Employee Entrepreneurial Orientation and Innovative Performance: A Dyadic Study in China (779)
Author/s: Clement K AU Liqun WEI
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: empowering leadership, entrepreneurial orientation, innovative performance, creative self-efficacy, trait activation theory.
Abstract: This research examines the relationship in between empowering leadership and employee innovative performance, and tests the extent employee entrepreneurial orientation mediates on it. Supervisor employee dyadic study was conducted among seven factories across three provinces in China. The data analysis results supported the association between empowering leadership and employee innovative performance, the mediating effect of employee entrepreneurial orientation, and also the moderating effect of employee creative self-efficacy but not the moderating effect of employee openness. These findings enable us to better understand the mechanism by which an empowering leader influences employee innovative performance. It also explains how this process of influencing is subject to employees various individual characteristics.
Unraveling Servant Leadership and Antecedents Through Development of Language Based Dictionary (831)
Author/s: Sonakshi Gupta Ranjeet Nambudiri
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: Servant Leadership, Nobel peace prize award, Dictionary, Service, Antecedents
Abstract: Todays challenging times compel us to change our views on leadership behaviour as it urges for a more moral and ethical leadership and people centric management. A leadership approach that is inspired by the tenets of servant leadership which largely relies on the ideology of service and welfare of the followers Dierendonck, 2011. The challenges of the twenty first century namely technological advancements, economic globalization, environmental threats, racism, the glaring economic inequalities between the rich and the poor, war, etc. can be solved by increasing the ownership among people through ethical and moral grounding from leadership approaches such as servant leadership Parris and Peachey, 2013. In this paper we address the gap by creating a language and dictionary based vocabulary by using diction software because the construct of servant leadership is fragmented across different disciplines and needs to be integrated Eva, Robin, Sendjaya, Dierendonck, Liden, 2018. Literature on Servant Leadership has been skewed towards the outcomes whereas very few studies has explored antecedents of Servant Leadership to address this gap we identify resoluteness or persistence, tendency to bring change and hopefulness as antecedents to Servant leadership
Servant Leadership and Project Success: Parallel Mediation by Work Engagement and Project Work Withdrawal (839)
Author/s: Shazia Nauman Ata ul Musawir Sania Zahra Malik
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: N/A
Abstract: Drawing on social exchange theory, this research investigated the processes underlying the relationship between servant leadership and project success. Specifically, we tested two distinct mediating mechanisms, work engagement and project work withdrawal, that have received limited attention in the project management literature. The proposed parallel mediation model was tested using survey data from 247 project management practitioners. The findings suggest that followers' work engagement and work withdrawal behaviours partially mediate the relationship between servant leadership and project success. Further, we found that project work withdrawal is a relatively more significant mediator in the servant leadership?project success relationship. The results shed light on the beneficial consequences of servant leadership on project success by engaging project team members and mitigating their work withdrawal behaviours, thus improving their productivity. Accordingly, we posit that servant leadership is an effective leadership style for addressing the inherent challenges faced by managers in most projects.
The role of Emotional Intelligence on Organizational Commitment: The moderating role of transformational leadership (938)
Author/s: Hemangi Rajeev Bhalerao Satishchandra Kumar
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: Emotional Intelligence, Transformational Leadership, Organizational Commitment
Abstract: Leaders worldwide are constantly struggling to balance competing demands on the organization. On one hand they endeavour to achieve the subjective outcomes such as employee morale, aspirations, attitudes, motivation, while on the other, they strive to achieve objective outcomes such as productivity, profitability, efficiency etc. Four sectors (Information Technology, Manufacturing, Finance and Public Sector Undertaking) identified as being instrumental for transformative change in India were chosen for this study. The objective of the study was to explore the role of trait emotional intelligence on the perception of leadership and commitment level within the subordinates. Data was collected through convenient sampling from dyadic sources of 187 bosses and 301 subordinates. Instruments used for collecting data were Emotional Intelligence Scale (Shankar & Sayeed, 2006), Multifactor leadership questionnaire (Bass & Avolio, 1993) and Organizational Commitment (Allen & Meyer, 1990). These instruments were reliable and valid. The theoretical model was empirically tested and the results indicate that transformational leadership moderated the relationship between emotional intelligence and commitment however the nature of the relationship is complex and need to be interpreted from cultural context.
Limited Tenure: Implications for Enacting Distributed Leadership (958)
Author/s: Marina Keenan Elisabeth Wilson-Evered G Michael McGrath
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: N/A
Abstract: Limited tenure of healthcare executives appears to be an important part of the transition of the career journey. Remaining in a particular job for a short amount of time is an expectation among some healthcare professions or levels. This frequent turnover has both positive and negative implications for hospitals and staff. We report the results of our research into distributed leadership, communication and the social networks among healthcare executives where the emergence of limited tenure was an unexpected finding. Our paper highlights the benefits and disadvantages of limited tenure and its effect on leadership, the way in which executives communicate and how their social integration may be significantly affected by this phenomenon. We present brief results of both qualitative and quantitative analyses to provide a fuller overview of the outcomes of the research.
Leader-, Follower- and Organisational Behavioural Integrity and OCB: The Role of Identification Processes (991)
Author/s: Ziya Ete Olga Epitropaki Qin Zhou Les Graham Yuyan Zheng
Track: Leadership and Leadership Development
Paper Type: Full Papers
Keywords: leader behavioural integrity, follower behavioural integrity, organisation behavioural integrity, social identification, organisational citizenship behaviour
Abstract: This paper investigates the concept of behavioural integrity from three important foci in organisational settings: leader, follower and organisation. Drawing from theories of behavioural integrity, social learning and social identity, we examine the relationships between leader and organisational behavioural integrity on follower behavioural integrity and subsequent effects on follower organisational citizenship behaviours (OCB). We further examine the mediating role of leader and organisational identification in the relationship between leader and organisational behavioural integrity and follower behavioural integrity. We tested a serial mediation model using matched data collected from 282 employees and their co-workers from a Fire and Rescue Service at the United Kingdom. Findings provide support for our hypothesised model and highlight the importance of examining multiple foci of behavioural integrity in organizational settings as well as the mediating role of identification processes. Theoretical and practical implications will be discussed.
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