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Previous studies underline positive effects of health-oriented leadership for follower well-being. However, it is not clear whether and to what extent situational and personal factors influence health-oriented leadership behavior towards employees (i.e., staff care). We examine the effect of crises and the moderating role of strain for the relationship between strain and staff care in two studies. The first study investigated main and interactive effects of crisis and leader strain on staff care in a cross-sectional survey (N = 201). To test for causality, we complemented our findings with an experimental vignette study (N = 169) and extended our findings with regard to the influence of follower strain. As expected, results of both studies showed negative effects of crisis and leader strain on staff care. Furthermore, crisis effects on staff care were contingent on both leader strain (Study 1 and 2) and follower strain (Study 2): While leader strain strengthened the negative relationships between crisis and staff care, follower strain served as a buffer. These findings support the assumption that staff care is at risk in crises particularly when leaders are strained. However, it is a positive finding that staff care is still feasible on a moderate and relevant level and that leaders respond to follower strain with additional efforts regarding staff care even in crises. The study contributes to the clarification and better understanding of situational contingencies of leadership behavior.

This study explores the important issue of how leadership facilitates employee innovation behaviors in SMEs. Ambidextrous leadership is introduced to the SME literature by investigating the influence of opening and closing leadership behaviors on employee’s explorative and exploitative innovation behaviors. Using survey-generated data from 98 high technology SMEs in the UK and by means of regression analyses, our findings reveal that opening and closing leadership behaviors predicted employee explorative and exploitative innovation behaviors respectively above all control variables. The combination of both leadership behaviors (ambidextrous leadership) also predicted employee ambidextrous innovation behaviors above all other leadership behaviors. A significant revelation was that the effect of ambidextrous leadership behaviors on employee ambidextrous innovation behaviors is mediated by adaptive/flexible leadership behavior. This study indicates that ambidextrous leadership is important for SMEs seeking to enhance employee innovative work behaviors.

This paper studies the conversations behind the operations of a large-scale, online knowledge production community: Wikipedia. We investigate gender differences in the conversational styles (emotionality) and conversational domain choices (controversiality and gender stereotypicality of content) among contributors, and how these differences change as we look up the organizational hierarchy. In the general population of contributors, we expect and find significant gender differences, whereby comments and statements from women are higher-valenced, have more affective content, and are in domains that are less controversial and more female-typed. Importantly, these differences diminish or disappear among people in positions of power: female authorities converge to the behavior of their male counterparts, such that the gender gaps in valence and willingness to converse on controversial content disappear. We find greater sorting into topics according to their gender stereotypicality. We discuss mechanisms and implications for research on gender differences, leadership behavior, and conversational phenomena arising from such large-scale forms of knowledge production.

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.

Objective This study aims to determine the influencing factors of patient safety culture implementation by ward nurses in the hospital. Method This research used descriptive correlation with cross-sectional approach. The study population was 205 respondents. Data obtained by distributing valid and reliable questionnaires. Univariate and bivariate data were analyzed using chi-square test. Results The results showed that 60.5% of nurses had good patient safety knowledge. A total of 57.5% of nurses had high motivation and stated that leader behaviors supported patient safety implementation (54.6%). In another hand, 51.2% of nurses said they had implemented patient safety culture. In the next analysis, there was a significant relationship between nurses’ knowledge, the motivation of patient safety, and the behavior leaders with its implementation of patient safety culture (p Conclusions This study shows the individual factors influence the implementation of patient's safety culture in hospital.

This study aims to determine the effect of motivation and leadership behavior on the performance of employees at the Department of Industry and Trade of Makassar City. In hopes of contributing to the improvement of agency performance, through the application of leadership motivation and behavior at the Office of Industry and Trade of Makassar City. The population in this study were all employees of the Department of Industry and Trade of Makassar city as many as 100 people. The number of samples used was 68 civil servants using saturated sampling techniques. Data collection is done using observation and questionnaire methods. The data analysis technique used is multiple regression analysis using the Statistical Product and Service Solution (SPSS) program. The results showed that partially the motivation variable had a positive but not significant effect and leadership behavior had a positive and significant effect. Simultaneously motivation and leadership behavior have a significant effect on the performance of employees in the Department of Industry and Trade of Makassar City. The determination coefficient is 0.553 which indicates that the ability of the independent variable to predict the dependent variable is 55.3%. 44.7% are influenced by other factors not examined.

The aim of this study was to determine whether paternalistic leadership behavior shown by health managers has an effect on work engagement behavior of health workers. A total of 410 volunteer health workers participated in this study. In this study, paternalistic leadership scale and work engagement scale (UWES-TR) were used. SPSS (Statistical Package for Social Sciences) program was used for the analysis of the data obtained as a result of the survey application and descriptive statistical methods were used. Correlation Analysis and Simple Linear Regression Analysis were used to examine the relationship between the measured variables. As a result of the study, it was found that paternalist leadership had a positively and medium level effect on work engagement behavior. In addition, in this study, it was found that paternalist leadership had a positively effect on all dimensions of work engagement. As a result, it can be said that paternalist leadership can be an effective leadership model in health sector in terms of work engagement. Health managers can demonstrate paternalistic leadership behavior and enable healthcare workers to exhibit more work engagement behavior. There are not many studies investigating the relationship between paternalistic leadership and work engagement. This study investigated the influence of paternalistic leadership on work engagement of health workers is the first study in Turkey.

Despite the pervasiveness of self-managing virtual teams, organizations find it particularly challenging to motivate virtual team members to exhibit and manage their leadership behaviors. This study contributes to virtual team leadership literature by specifically shedding light on how distinct awareness forms enabled by information technology (IT) signal important cues to virtual team members to self-lead, that is, self-direct their leadership behavior in their team. Our results reveal that IT-enabled disclosure awareness is key to inducing several leadership behaviors: directive leadership, supportive leadership and interpersonal helping. Further, for directive leadership and interpersonal helping, the relationship is contingent on IT-enabled task knowledge and IT-enabled presence awareness. At low IT-enabled task knowledge awareness or high IT-enabled presence awareness, virtual team members who perceived IT-enabled disclosure awareness employed directive leadership and interpersonal helping. Opposite results were found at high perceived IT-enabled task knowledge awareness and low perceived IT-enabled presence awareness. This research highlights the critical role played by specific awareness forms enabled by IT in motivating virtual team members to engage in self-leadership.

Activity-based workplaces (ABWs) are becoming popular in Western countries and were implemented at four office sites of a large Swedish government agency. A fifth office was used as a control group. The study aim was to examine the effects of relocation to ABW on perceived productivity among employees and to determine if perceived change-oriented leadership behavior prior to relocation moderates potential effects. Data were collected three months prior to relocation, and three and 12 months after. 407 respondents were included in linear mixed regression models. Perceived productivity decreased significantly after relocation compared to the control group and these effects persisted 12 months after the relocation. However, the decrease in perceived productivity was significantly smaller among employees perceiving high change-oriented leadership before relocation. Our results point out the importance of a change-oriented leadership behavior during the implementation to avoid productivity loss among employees when implementing ABWs.

Scholarly inquiries into the prominent role that leaders play in influencing their followers' work-family experiences have flourished in recent decades. Despite this encouraging progress, researchers have criticized the current state of the literature, lamenting that the study of leader behaviors in the work-family literature is either incomplete or oversimplified. To move the field forward, we conducted a systematic review of the literature to take stock of what we know, identify what is still unknown, and chart a path forward for future research. We organize the literature linking leadership to employees' work-family experience based on a four-category framework of leader behavior (task, relationship, change, and ethical/unethical). We summarize what effects leader behaviors may have on their followers, how such effects occur, and the boundary conditions of these effects. We conclude our review by identifying both theoretical and methodological gaps that can inform future leadership research in the work-family domain.

Decades of questionnaire and interview studies have revealed various leadership behaviors observed in successful leaders. However, little is known about the actual behaviors that cause those observations. Given that lay observers are prone to cognitive biases, such as the halo effect, the validity of theories that are exclusively based on observed behaviors is questionable. We thus follow the call of leading scientists in the field and derive a parsimonious model of leadership behavior that is informed by established psychological theories. Building on the taxonomy of Yukl (2012), we propose three task-oriented behavior categories (enhancing understanding, strengthening motivation and facilitating implementation) and three relation-oriented behavior categories (fostering coordination, promoting cooperation and activating resources), each of which is further specified by a number of distinct behaviors. While the task-oriented behaviors are directed towards the accomplishment of shared objectives, the relation-oriented behaviors support this process by increasing the coordinated engagement of the team members. Our model contributes to the advancement of leadership behavior theory by (1) consolidating current taxonomies, (2) sharpening behavioral concepts of leadership behavior, (3) specifying precise relationships between those categories and (4) spurring new hypotheses that can be derived from existing findings in the field of psychology. To test our model as well as the hypotheses derived from this model, we advocate the development of new measurements that overcome the limitations associated with questionnaire and interview studies.

This review aims at exploring main results of leading-by-example in public goods experiments. Based on a systematic literature analysis, I examine whether leadership increases contributions to a public good. Moreover, I outline factors that foster or impede leadership success. To understand how leadership becomes effective, followers' reactions as well as leadership behavior are examined in more detail. Besides classical linear summation technology public goods games, I also consider weakest-link, threshold and summation technology public goods games with predicted interior equilibrium and field experiments. Finally, I briefly discuss the external validity in the context of global public goods.

Follower traits and cultural values are important context variables that influence the effectiveness of leader behaviors. Understanding how these variables interact with leader behaviors has been an important scholarly pursuit for the past several decades. Yet, this research is dispersed, and there exist methodological and theoretical limitations within this line of inquiry. We seek to improve our collective understanding of the role of follower traits and cultural values in leadership behavior research. First, we provide a comprehensive review of the extant research on follower traits and cultural values as moderators of leader behaviors. Second, based on our review and analysis of prior research, we identify important patterns in the literature. Third, we highlight methodological shortcomings and solutions that should enhance the quality of future research in this area. We also offer up theoretical insights for future research that should increase our understanding of how follower traits influence leader behaviors.

The construction industry has been perceived as dominant in stirring to move societies for sustainable development in an international framework. As a result of a theoretical perspective, this research extends leadership competencies as hierarchical, reflective constructs, integrating eight involved components. The analysis was done making use of a sample of 70 project managers in eco-friendly building projects. The results exhibits that the leadership competencies of project managers as second-order reflective constructs end up with considerable direct influences on success criteria for sustainable buildings. Furthermore, the outcomes suggest that the intellectual competence of project managers represents the most considerable factor on sustainable building accomplishments. On the whole, this research ends by going over the findings, methodological inferences, limitations, and prospective recommendations for further research.

Impostorism denotes individuals who are successful in their jobs but who doubt their abilities relative to the demands of their jobs. This study analyzes to what extent impostorism affects leadership behavior of these individuals. A core component of leadership is task delegation, implying the empowerment of employees to take responsibility for more or less challenging projects. In a vignette study, N = 190 managers assigned both routine and challenging tasks to employees who allegedly possessed varying levels of self-confidence regarding their job-related abilities. Managers holding negative self-views of their own abilities and perceiving themselves as impostors in their jobs, preferred to delegate both challenging and routine tasks to employees whose self-views resembled those of the managers. This study clearly shows that managers' self-beliefs bias their task delegation decisions.

This research was carried out with the intention of examining the impact employees’ perceptions of their immediate supervisors’ supportive and directive leadership behavior and different types of organizational commitment in plantation companies in Malaysia. The study used a survey strategy “self-administered questionnaire”, to collect the primary data. The sample of the targeted consists of 300 supervisors and employees from various plantation companies in Malaysia by using the non-random sampling technique to participate in this study. The statistic results found that there are significant strong relationship between the leadership behavior and the organizational commitment. More importantly, there are significant impacts of the leadership behavior on organizational commitment. In addition, supportive and directive leadership behaviors do play important roles in determining the levels of employee's commitment. Leaders should consider in matching both leadership behaviors based on the situation of their subordinate. Thus, the paper contributes to the existing pool of knowledge on the empirical impact of leadership behaviors on organizational commitment. Different aspects of these variables were tested, so as to provide a wider and more comprehensive understanding of the factors that affect organizations and employees in plantation company's societies in Malaysia.

Leader actions and their impact on follower, group, and organizational outcomes tend to be investigated at the aggregate person level, which may result in confusion between perception and performance-based evaluations of effectiveness. We advocate an alternative approach: assessing the link of leader behaviors to outcomes at the lower level of events, where adaptive leader responses and their variable influence on subsequent outcomes can be better assessed. To illustrate the potential benefits of an event-level approach, we first define events and how they differ by developing a taxonomy consisting of seven event dimensions. Important leadership implications of each event dimension are briefly discussed. We then apply our taxonomy to three existing theories of leadership to highlight its value in understanding performance. Strategies for measuring and researching leadership performance with our taxonomy are then introduced and discussed. Finally, event dimensions are used to address questions of critical significance to future leadership theory, such as determining what type of leadership is needed and ascertaining the leadership skills that are most likely to result in effective performance.

Leadership style and organizational performance have been researched extensively. However, the literature has a limited number of studies concerning organizational performance of small and medium businesses, even less research on the impact on organizational performance of Theory X and Theory Y type leadership styles. In addition, minimal access to data on financials for small and medium businesses presents a challenge for this line of research. Regardless, research does show that small and medium business owners/managers are quite accurate when asked about their financials and growth. In this study, we focused on three related questions: 1) Do owners/managers who report increases in turnover for the last five-year period more likely to exhibit Theory Y tendencies? 2) Are owners/managers who report increases in innovations more likely to exhibit Theory Y tendencies? 3) Are owners/managers who report decreases in overall costs more likely to exhibit Theory Y tendencies? The research was conducted in the Sishane region of Istanbul, Turkey. This region, in particular, houses hundreds of chandelier makers and lighting firms, some of which even date back to the Ottoman Empire. Data was collected via a survey instrument distributed to 200 chandelier makers and lighting firms in the area. Data was analyzed through the SPSS statistical packet program and proposed relations in the model were tested through logistic regression analyses.

While emerging research suggests psychopathic traits and leadership behaviors may be linked, this proposition requires further empirical investigation. This study aims to examine the relationship between psychopathic traits and the Full Range Leadership Model which includes transformational, transactional, and passive leadership styles. Using a cross-sectional design, survey data was collected from 115 students who reported having management experience. Measures included the Multifactor Leadership Questionnaire and Self-Report Psychopathy Scale-Revised. A four-factor structure of psychopathy positively correlated with passive leadership behavior, namely passive-management-by-exception and laissez-faire, but negatively correlated with individual consideration. This study addresses a research need, and is one of the first to empirically examine the relationship between psychopathic traits and the Full Range Leadership Model. Theoretical and practical implications are discussed.

Associate with the development of information technology and the challenge from economic crisis, many employees, who are currently working in technology field, want to choose virtual working jobs as the best alternative to traditional jobs. The purpose of this article aims to find out the way how to improve employee engagement within virtual working environment in technology industry. To conduct the study, researcher based on self-determination theory as the theoretical foundation and used survey instruments from permissions of Leader Behavior Description Questionnaire and Development Dimensions International’s E3® Engagement Instrument. The results of the study point out a strong and positive correlation existed between both consideration and initiating structure leadership behavior and employee engagement among virtual working employees.

In this study, we examined the moderating influences of gender and age with respect to testing the heritability of leadership emergence. A large data base of 12,112 twins from Sweden was used in the current study to decompose the variance of emergent leadership into an unobservable genetic component and environmental components that are either common or unshared among twin pairs. Consistent with prior leadership research on genetics, we found that a genetic factor is able to explain a significant proportion of the variation across individuals in predicting how twins perceive their emergent leadership behavior (about 44% for women and 37% for men). Furthermore, we also found that the magnitude of genetic influence on emergent leadership varied with age, but only for women with the heritability estimate being highest for the mid-age women versus lowest for the older women. Implications for advancing research on the genetic and environmental influences on leadership emergence are discussed.

Transformational leadership (TL) and leader–member exchange (LMX) literatures provide theoretical frameworks and accompanying empirical evidence for studying the relationship between leader behavior and effectiveness. Although prior attention has been given to gender differences in leadership style and leader effectiveness, the moderating effects of the sex of the leader and subordinate on the leadership–leader effectiveness relationship have not been investigated. In a field study of employees from a manufacturing plant, we examined whether leader and subordinate sex, and the sex composition of the leader–subordinate dyad, moderated the linkages of each set of leader behaviors (i.e., TL and LMX) with actual evaluations of leader effectiveness provided by the leader's subordinates and direct supervisor. Although female leaders were rated as more effective than male leaders overall, a fine-grained analysis of leader–subordinate dyads revealed that the male leaders benefited more than the female leaders from the use of transformational leadership in the leader behavior–leader effectiveness relationship. Implications and future research directions are discussed.

The concept of leadership is elusive. Is it a behavior, a combination of actions, personal characteristics, tangible and measurable, assumed? Are leaders born? Are leaders made? Can positive change really be made? What drives the thinking behind leadership behavior? Does a more seasoned nurse have more leadership potential or characteristics than a younger, enthusiastic, energetic nurse? With whom do organizational leaders take a chance? Do mentoring and coaching come into play? Are female leaders viewed as less competent than male? All these and many more questions are quite interesting to ponder.

Kirton’s Adaption–Innovation Inventory (KAI) is a widely-used measure of “cognitive style.” Surprisingly, there is very little research investigating the discriminant and incremental validity of the KAI. In two studies (n = 213), we examined whether (a) we could predict KAI scores with the “big five” personality dimensions and (b) the KAI scores predicted leadership behavior when controlling for personality and ability. Correcting for measurement error, we found that KAI scores were predicted mostly by personality and gender (multiple R = 0.82). KAI scores did not predict variance in leadership while controlling for established predictors. Our findings add to recent literature that questions the uniqueness and utility of cognitive style or similar “style” constructs; researchers using such measures must control for the big five factors and correct for measurement error to avoid confounded interpretations.

We investigated the degree to which leadership behavior of individuals is generalizable across different leadership activity domains and time periods. Using analytic methods based on generalizability theory, we estimated the extent to which individual differences, leadership activity domains, and time periods contribute to variability in leadership role activities and developed a generalizability coefficient indicating the degree to which such leadership activity is generalizable. Using a bootstrapping method with 381 observations from a sample of 572 females, we estimated the generalizability coefficient to be 0.20, which indicated that approximately 20% of the variance in leadership is due to individuals and not totally contextually determined. We interpreted this finding as indicating that knowledge of prior leadership behavior of individuals is indeed predictive of leadership behavior of individuals in later life.

The aim of this study was to explore the effect of transformational leadership on school culture. The educational sector of Maldives has been experiencing increasing change. Calls for school reform and restructuring in past few years have emphasized the importance of new, more collaborative forms of school management and leadership. The public expectation quality teaching school accountability and divergent input became more complex and demanding. A total sample of 217 teachers was selected from five primary schools. A quantitative survey design using questionnaire was conducted in 2008 to assess the perception of teachers on their principals’ leadership behavior in Male’, Maldives. The method of analysis used to mean score, standard deviation, Pearson correlation and multiple regression Stepwise. The findings revealed that the mean score of transformational leadership behavior of Male’ primary school principals was average (mean = 2.90; SD = .66) but the level of school culture was quite high (mean = 3.09; SD = .47). In addition the result showed that there is strong, positive correlation relationship between the overall transformational leadership and school culture (r = .73, p < .01). All the six transformational leadership dimensions had moderate correlation relationship with school culture except the ‘providing individualized support’ dimension which had strong and positive relationship (r = .71, p < .01). Finally, findings showed that there are three significance predictors contributed 55.9 percent of the total variance of school culture. The three predictors are providing individualized support dimension, holding high performance expectations dimension and identifying and articulating vision dimension.

In this paper, we examine the relationship among leadership behavior (contingent reward vs. contingent punishment), managerial budgeting games (devious games vs. economic games), and attitudes towards the budgetary process. Relationships were tested using a structural equation model that was estimated on the basis of questionnaire data from 216 Taiwanese managers. The majority of respondents were accounting/finance managers employed by manufacturing firms. Results reveal that contingent-reward leadership behavior has a direct and positive effect on attitudes toward the budgetary process, and an indirect effect through economic games. On the other hand, we find evidence that contingent-punishment leadership behavior has only an indirect and negative effect on attitudes toward the budgetary process through devious games, especially for non-accounting/finance managers. Managers who play economic games tend to have positive attitudes towards the budgetary process, while those who play devious games do not. The findings should be useful to management in understanding what effective leadership behavior is in the budget-preparation process in Taiwan, and assessing how budgeting games are likely to be adopted by Taiwanese managers.

OBJECTIVE To determine whether faculty members at an academic medical facility perceive their physician leaders as exhibiting transformational leadership behavior and whether they are most satisfied with leaders perceived to be most frequently exhibiting this behavior. PARTICIPANTS AND METHODS The study was conducted within the Department of Medicine at Mayo Clinic's site in Rochester, MN, from December 1, 2005, through March 21, 2006. A total of 314 physicians within the Department of Medicine were asked to complete a Multifactor Leadership Questionnaire (MLQ) consisting of 22 questions regarding their primary physician leader (ie, division or department chair). The MLQ asked how frequently the physician leader exhibited specific behavior comprising 5 transformational leadership attributes (idealized attributes, idealized behavior, inspirational motivation, intellectual stimulation, and individual consideration) and included 2 questions regarding satisfaction with that leader. RESULTS Leaders varied in how frequently their faculty perceived that they exhibited each behavior. Leaders were shown to exhibit the attributes "fairly often," but not "frequently if not always." Each of the leadership attributes highly correlated with each of the 2 satisfaction measures. However, the attributes most strongly correlated with satisfaction were among the least often displayed. CONCLUSION Physicians' satisfaction with their leaders is closely associated with the frequency with which leaders are perceived as exhibiting specific transformational leadership behavior. These results point to 5 specific behaviors that might be targeted to enhance both leadership skills and faculty members' satisfaction with their leaders.

There are many studies address the issues of finding the critical success factors of projects. In this study, we focus on the performance of the people who manage projects. A performance evaluation model for project managers is constructed on the basis of managerial practices. This model incorporates leadership behaviors that lead to managerial practices with some essential factors that may affect them. An analytic network process that borrows the idea of stochastic transiting process is employed to identify the interdependence between these two groups of elements. The model first calculates the relative importance of the leadership behaviors for the performance evaluation of project managers with respect to each of those influence factors. In the analytic network process approach, the relative importance of those leadership behaviors as well as the relative intensity of the factors that influence them is determined simultaneously. As for the relative weights of the managerial practices in each leadership behavior is determined in a similar way. Finally, the relative importance of those leadership behaviors and weights of their corresponding managerial practices will be involved to the model for evaluating the performance of project managers. The intensities of those influence factors will be used to aid the understanding of how the influence factors affect the leadership behaviors.

This article outlines a model of when, why, and how the influence of entrepreneur leadership behavior on new venture performance is likely to be moderated by the level of environmental dynamism. The model is tested using a sample of 66 new ventures. The results indicate that environmental dynamism has a significant positive moderating effect on the relationship between transformational leadership and new venture performance, and a significant negative moderating effect on the relationship between transactional leadership and new venture performance. Implications for theory and practice are discussed.

Purpose: To determine if cohesion serves as a mediator between leader behavior and participant satisfaction. Participants: Ninety enrolled in recreational exercise programs. Method: Longitudinal with preferences for leadership behavior assessed in the initial stages of the exercise experience, both cohesion and perceptions of leadership behavior assessed in the middle stages, and satisfaction at the termination of the exercise program. Each participant was assessed on cohesion (individual attractions to the group-task and -social, group integration-task and -social), class leader behaviors (commitment to service quality, interpersonal interaction, and task interaction), and satisfaction (satisfaction with involvement and satisfaction with service). Results: For respondents scoring high in preferences for commitment to service quality, individual attraction to the group-task served to mediate the relationship between the leader behavior of perceived commitment to service quality and satisfaction with involvement. For respondents scoring high in preferences for task interaction, individual attraction to the group-task served to mediate the relationship between the leader behavior of perceived task interaction and satisfaction with service. For respondents scoring low in preferences for task interaction, individual attraction to the group-task served to mediate the relationship between the leader behavior of perceived task interaction and satisfaction with service. Conclusion: Individual attraction to the group-task was the most salient mediator. Strategies to promote task cohesion and satisfaction need consideration.

Although management scholars have generated a significant stream of research on workplace conflict, there has been a lack of attention to the specific features of conflict between persons at different hierarchical levels. The current study addresses this gap by examining the structure and correlates of conflict in vertical dyads. An analysis of data from 72 supervisor–subordinate pairs reveals that such conflict has a two-factor structure: one factor is pure emotional conflict, and the second factor is mixed conflict, a combination of emotional and task conflict. Both kinds of conflict have negative associations with perceptions of supervisors' leadership behaviors, but pure emotional conflict has stronger negative associations than mixed conflict.

This article reports a cross-cultural study of Mexican and U.S. leaders in Mexican maquiladoras. The research builds on relational demography to determine if leader ethnicity, regional Mexican culture, and organizational affiliation moderate the impact of leadership behavior on important organizational outcomes. We examined the impacts of specific leader behaviors on follower attitudes and performance. Contrary to expectations from the current cross-cultural leadership literature, managerial leaders from the United States had approximately the same effects on the Mexican workforce as managerial leaders from Mexico. However, regional differences within Mexico and organizational affiliation were significant moderators. We postulate that there are at least two leader prototypes in Mexico: the “transitional” leader and the more “traditional” leader. Additional implications of these findings for leadership in Mexico are discussed.

The article represents a trait theory approach to the prediction of peer nominations of adolescent leaders in high school. It reports confirmation of earlier results [Leadership Q. 10 (1999) 609.] using teacher ratings of these same adolescents. Results generally confirmed the earlier results, finding similar significant predictors of peer leader nominations to those of the teacher ratings (over a 2-year time lag) in personality, interests, and academic ability domains. More specifically, (1) peer nominations of leaders and teacher ratings of leadership behavior are significantly correlated, (2) the predictors of peer nominations of leaders overlap with the predictors of teacher ratings, (3) peer nominations of leaders are only modestly related to peer nominations of friendship and popularity, (4) the personal attributes that are significant correlates of popularity and friendship are somewhat different from the correlates of leadership, and (5) the most consistent predictors unique to leadership (across time lags, ratings source, and facets of leadership) are the Judging–Perceiving (JP) dimension of the Myers–Briggs Type Indicator (MBTI) and grade point average (GPA). A framework for understanding the present results in the context of the history of the trait prediction of leadership is presented with implications for further studies based on a trait theory perspective.

We describe the first stage of a longitudinal research program concerned with the prediction, understanding, and durability of early displays of leadership behavior. The predictability of teachers' ratings of leadership behavior for 242 high school students was explored with respect to predictors from the following construct domains: personality, interests, motivation, behavior, self-rated skills, and academic ability. Results revealed that variables from each construct domain significantly and consistently predicted leadership ratings for as long as 12 months after the collection of the predictor data. In addition, the linear combination of predictors from different domains yielded strong prediction of leadership, with R 2 s in the .40 range. Evidence also showed that both academic ability and the other measured constructs contributed unique variance to the prediction of leadership behaviors as reported by the teachers. These exploratory findings are discussed in light of a continuing research program designed to develop a more comprehensive understanding of the origin, development, and emergence of adult leadership behavior.

The major purposes of this study were to evaluate similarities and differences between female managers of different nationalities in terms of role perceptions, personal traits, lifestyles, leadership style and leadership performance, and to identify relationships among these constructs. Through a survey of female managers in Taiwan, Japan, and the United States, we concluded that American, Japanese, and Taiwanese female managers had significantly different perceptions concerning roles, personal traits, lifestyles, and leadership behavior. American female managers tended to be more independent, more aggressive, more social, and more practical. Japanese female managers tended to be more dependent, less aggressive and more work-oriented. Taiwanese female managers tended to be more conservative, with a traditional family and gender role orientation. We found the greatest similarity among the managers on issues of lifestyle, such as social and leisure activities and the importance of thriftiness and a practical orientation. We also found that while there were differences in the relative importance of work as compared to other roles (such as their role in the family), none of the three groups felt that their work role was the most important.

Leadership effectiveness can be divided into two broad categories that include getting along behaviors (teamwork and empowerment of others) and/or getting ahead behaviors (visioning, energizing, designing and rewarding). This study examines the effects of emotional intelligence on getting along and getting ahead leadership behaviors at work. Results from an analysis of a dataset derived from a 360° leadership behavior survey completed by 929 managers indicated that emotional intelligence has a significant effect on collaborative behaviors at work, and collaborative behaviors directly affect the inspirational side of leadership performance. Further, getting along behaviors were found to fully mediate the relationship between emotional intelligence and getting ahead behaviors. Theoretical and practical implications are discussed.

This study reports on leadership behavior in a domestic goat group (370 animals) moving from night-time areas to grazing areas. Of the adult females which occupied leadership positons, all of them were born in the study area. Also, they were individuals with more relatives alive in the group (according to matrilineal kinship) than the rest, but they did not show special physical characteristics.

Literature review revealed that sales manager's transformational leadership positively impacts the job satisfaction of sales people, while job satisfaction has significant influence on the sales peoples' work behaviors. The purpose of this research was to examine the relationship between transformational leadership of sales managers and job satisfaction of sales people. The design of this research was a quantitative study. The population in this research was identified as sales people in the consumer product industry of Taiwan, resulting in 123 individual surveys for analysis. The findings supported the hypothesis: there is a positive and statistically significant relationship between the sales managers' transformational leadership and sales associates' job satisfaction. The result identified the predictors of sales managers' transformational leadership on the sales associates' job satisfaction through regression analysis.

This article presents a conceptual depiction of the importance of transformational leadership at different phases of the innovation process. The two themes of nurturant and persistent leadership are linked with transformational leadership theory. They are then used as a basis for understanding the role of leadership behavior in successful innovations. Research possibilities and potential implications are presented regarding the proposed model.

Leaders often establish personal relationships with their subordinates. These relationships are quite useful to both leaders and their followers. Such personal connections allow leaders to better motivate their subordinates, more efficiently communicate with them, increase trust, and receive informal feedback. In exchange, subordinates receive more resources, job variety, promotions and compensation (Graen & Uhl-Bien, 1995). Despite these benefits of personal relationships, leaders are often unable to or fail to establish close relationships with all their subordinates. As a result, leaders create an inner circle of friends and an outer circle of excluded subordinates who are overlooked for their contributions and advice (Dansereau, Graen, & Haga, 1975). This pattern of leadership behavior is commonly referred to as the vertical dyad model of leadership also known as leader-member exchange (LMX) (Yukl, 1999).

s / Journal of Veterinary Behavior 8 (2013) e27ee46 e45 considered a standard part of the behavioral treatment protocol for cynophobia cases.

A package of tools for military managers to implement a program for effective human service activities in the unit was developed and evaluated as a pretest-posttest quasi-experiment with a matched control group. The package was comprised of a set of activities modeled after well-known principles of effective leadership behavior. Several effects of the program on commanders, unit members, and unit absenteeism rates were found, including a 50% reduction in absenteeism. Relevance of the findings to military human service programs, evaluation research, and absenteeism research are discussed.

The need to incorporate task effects in leadership theories has long been recognized, yet few studies are directed toward this endeavor. The present study addresses this need by developing a cognitively based theory specifying the relations among task structure, leadership behavior, and group performance. The theory assumes that a common problem space facilitates group problem solving. Two testable hypotheses are suggested: (1) task structure and the leadership behavior of developing orientation have similar effects on problem space communality and, thus, are inversely related, and (2) the instrumentally of developing orientation is an inverse function of task structure. These hypotheses were examined in a laboratory experiment investigating problem solving behavior on six tasks varying in structure. Findings support the first, but not the second hypothesis. These results led to a more sophisticated performance theory which was supported by a path analysis. The potential moderating effects of other task characteristics were discussed, and several means of dealing with methodological difficulties arising from the interactive effects of task characteristics were suggested.

Three situational variables, task interdependence, temporal phase, and cognitive heterogeneity were hypothesized to affect the occurrence of leadership behavior and to moderate the relation between leadership behavior and performance. Results from a laboratory study of problem solving in four-person groups indicated that leadership behaviors which promote coordination were more frequent and were more highly correlated with performance on tasks with high interdependence. Phase related changes in the amount and the instrumentality of behavior were generally nonsignificant. The cognitive heterogeneity of group members bore an inconsistent relation to behavior and performance. Heterogeneity on a reflective/active dimension was negatively related to amount of leadership behavior and to performance; whereas heterogeneity on an abstract/concrete dimension was positively related to behavior and performance. Both dimensions exhibited significant moderating effects on the relation of one behavior (developing orientation) to performance.

It has been suggested that questionnaire-based measures of leadership behavior reflect not only ratee behavior, but also a systematic bias introduced by the perceptual-memory processes of raters (Rush, M. C., Thomas, J. C., & Lord, R. G. Organizational Behavior and Human Performance, 1977, 20, 93–110). This study experimentally manipulated both stimulus behavior and performance cues to examine their joint effect on LBDQ leadership ratings. Results showed highly significant main effects for both the performance cue and the stimulus behavior manipulations, but a nonsignificant interaction. The generalizability of these results to applied settings and their implications for leadership research employing questionnaire measures of behavior were carefully considered. Several possible means of reducing contextually related biases in future studies of leadership were suggested.

Data from four studies are analyzed to identify effective patterns of leadership behavior for military cadets and Air Force officers. Two studies employ a questionnaire—correlational methodology, and two use content analysis of critical incidents. Combat, simulated combat, and two noncombat situations are compared to examine situational differences in effective leadership behavior. Behaviors that are important for group performance in both combat and noncombat situations include performance emphasis, inspiration, role clarification, and criticism—discipline. Planning and problem solving are important in dynamic, uncertain combat situations but not in stable, benign academic situations. Consideration is important for maintaining effective leader—subordinate relations, particularly in noncombat situations, but is unrelated to group performance. Most discrepancies in results among studies can be explained either in terms of method effects or situational differences in role requirements for leaders.