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We integrate theory and research about individuals’ responses to failures to develop a model in which occupational progress failures precipitate ruminative processes that limit the extent individua...

PurposeThis study examines the link between ethical leadership and innovative work behavior. Also, drawing on the substitute for leadership theory, this study investigates the role of a follower's proactive personality in the relationship between ethical leadership and innovative work behavior (IWB). Similarly, this study further explores the role of psychological safety in this relationship.Design/methodology/approachThe data for this study were collected from software development companies based in Islamabad, Pakistan. A total of 240 employees and their immediate supervisors were asked to participate in this study. Processes Macro and Amos were used to assess study hypotheses.FindingsUsing data from software companies in Pakistan, this study found that ethical leadership can be effective to enhance IWB in followers whose proactive personality is low, while this effect is limited in high proactive individuals. Furthermore, psychological safety mediates the main effect of ethical leadership on IWB as well as the interactive effect between ethical leadership and follower's proactive personality on IWB.Originality/valueThis study is among the first to investigate the moderating role of employees' proactive personality in the relationship between ethical leadership and followers' IWB. Secondly, draws on the substitute for leadership perspective, this study explains that how the role of ethical leadership can be less effective for high proactive individuals or how individual characteristics can substitute leadership behavior. Thirdly, this study deepens our understanding of the mechanisms linking ethical leadership to IWB by exploring the role of psychological safety as a mediator. Finally, our research is based on data collected from Pakistan might also add some new insights to the existing west-dominated literature.

The study covers aspects of leadership trust among the information technology (IT) employees in India, with the help of data collected from a cross section of 205 IT employees. The article has assessed leadership trust factor from the employee’s (workforce) perspective with COVID19 pandemic and work-from-home situation. The outcome of data establishes a positive relationship between leadership trust and factors such as communication, decision-making, integrity, and motivation. The study also suggests that the IT sector and its leadership have created a positive trust among the employees during the COVID-19 work-from-home scenario. Findings suggest that in areas like integrity and making decisions quickly, the IT leadership has exhibited high trust levels, while in some other areas like communication and keeping the employees motivated (inspired), there have been few minor gaps that require attention from the leadership, which could preclude the wilting of established trust between the leader and his employees.

The essence of education and learning is to shape the character of students in preparing superior and competitive human resources. Character building is very much influenced by leadership, role models, and culture in the school, so this study will examine the influence of these three variables in shaping the character of students in junior high school. This study uses a quantitative approach with a survey technique of 157 junior high school students in Tulungagung district as respondents in this study. Data is collected using a questionnaire that has been tested for validity and reliability. The results showed that the teacher's leadership and exemplary behavior were in very good condition, the religious culture and students' character were in good condition. Hypothesis test results state that there is an influence between leadership behavior, teacher role models, and school culture on student character. The results of this study imply that the better the leadership and exemplary behavior provided by the teacher has a positive impact on shaping the character of students. Likewise the better the culture that is applied in the overall education and learning activities in schools has a very large contribution in shaping the character of students in adapting to the current global environment.

Purpose of the study: This study was carried out to investigate the relationship between coaching leadership styles and university-level basketball players` achievement motivation. Methodology: A cross-sectional survey research design was used. Data were collected from 150 male and female basketball players. The data were analyzed utilizing regression analysis in SPSS 20. Main Findings: The statistical results of the present study showed that the training and instructors’ behavior had a significant relationship (p < 0.05) with achievement motivation. Applications of this study: This study will be helpful for the coaches who are working with university-level basketball players to know about the most appropriate coaching leadership behavior for effective coaching to enhance achievement motivation among university-level basketball players and prepare them for high demanding competitions.

"The Influence of Leadership and Competency Behavior on The Performance of Family Planning Extension (PLKB) in the Office of Population Control and Family Planning Karawang Regency". This study aims to determine the influence of Leadership Behavior and Competency on the Performance of Kb Extension. Sampling techniques use total sampling (n = 46), and data analysis techniques using Correlation and Regression with SPSS version 22 programs. The results showed that Leadership Behavior had a positive and significant effect on the Performance of KB Extension (t count = 10.215, p < 0.00). Competency positively and significantly affects the Performance of KB Extension (t count = 2,532, p < 0.015). Leadership and Competency Behavior simultaneously positively and significantly affects the Performance of KB Extension (F count = 94.706, p < 0.00). Contribution of Commitment and Competence to the Performance of KB Extension is shown by adjusted R Square value of 0.701 or (70.1%). The remaining 29.9% is affected by other variables. The implication of this research is that there should be a policy of the head of the Karawang District Office of Population Control and Family Planning in improving the Performance of Kb Extension Workers.

The purpose of this service is to increase the capacity and organizational development of Kindergartens and playgroups principals in Gresik Regency. The methods used are lectures, self-reports, and assignments. This activity was attended by 74 school principals from 45 Kindergartens and 39 playgroups. The materials given were the strategic functions and roles of leaders in organizational development, the introduction of leadership behavior that is oriented towards organizational development, the process of organizational development: theory and practice, the development of a hardiness personality to support the effectiveness of organizational development. The result of this workshop was that the principal increasingly understood his/her strategic role as a leader in school organizations.

Given the challenges of new ventures to attract applicants, this paper focuses on the influence of applicants’ perceptions of entrepreneurs for new venture recruitment. Based on role congruity theo...

As academic managers, college deans, associate deans, assistant deans, department chairs, and program coordinators play pivotal leadership roles within universities. It is, therefore, crucial to un...

Using leadership behavior and social identity theories, we conducted an empirical study with 361 millennial employees to explore the mechanisms underlying the impact of charismatic leadership on employee innovation performance in the Chinese context, and to understand the serial mediation effects of employees' leadership, professional, and organizational identification. The results show that charismatic leadership had a significant positive effect on millennial employee innovation performance and that this relationship was partially mediated by employees' leadership, professional, and organizational identification. Moreover, a serial mediation effect was found via employees' leadership and professional identification; leadership and organizational identification; professional and organizational identification; and leadership, professional, and organizational identification. The findings offer a new paradigm to explain the mechanisms through which charismatic leadership affects millennial employee innovation performance. Theoretical and practical implications are discussed.

Leadership behavior is at the center of organization performance. Organizations dedicate significant resources to develop leaders so that work teams will achieve organization goals. Theories abound about the traits, characteristics and behaviors that make for the best leaders. Since team members and others who work closely with leaders are in a good position to know the answers, I asked these employees what type of leader and which leader behaviors influence them to do the work and stay connected with the organization. The research identified numerous behaviors and habits that facilitate communication, trust, respect, working relationships, and positive performance. These findings are arranged in two guides, each with an array of behaviors. One guide is for building leadership character and the other is for influencing connection conversations. Both guides are beneficial to leaders as they engage their team to achieve organization goals. A leadership workshop is forthcoming that focuses on applying the guides along with tools for leaders to connect with teams and achieve individual and organization performance goals.

The aim of this paper is to deepen our understanding of the relationships between high-performance work practices (HPWPs) and employee well-being. In particular, we integrate three employee well-be...

This study aims to determine the women leadership behavior in the Personnel and Human Resources Development Agency (BKPSDM) of South East Minahasa Regency. This study made use a qualitative approach with descriptive methods and identified two key informants, the secretary and implementing staff of the BKPSDM. Data were collected by interviews and questionnaires. After rigorous examination, it was discovered that the most prominent leadership behavior is feminine leadership in which the leader is oriented more toward relations with subordinates through attitudes by frequently coordinating with various parties in making decisions, satisfying aspirations, being open to subordinates and guiding them when making mistakes at work. The leadership style combines several styles tailored to the situation at hand.

The Kiai's behavior in carrying out his leadership prioritizes usefulness and full of affection as well as tolerance to others. The behavior of the next generation of scholars uses deliberation in solving problems. The charism of the Kiai is characteristic and is passed on to his successors. The Kiai's behavior that prioritizes the usefulness is in accordance with the behavior of human relations oriented. To become a leader, preparation is needed starting from yourself later, family and continuing to the community. In essence, a Kiai must be able to show that he has more devotion and is able to implement khoirun nas anfa'uhum linnas. Initially, the cleric was the center of the leadership of the Tebuireng and Hidayatul Mubtadi-ien Islamic boarding schools with charismatic, then the Kiai's leadership in Islamic boarding schools shifted to managerial and situational leadership where the Kiai asked for input from the boarding school officials but the Kiai remained the spiritual leaders of the santri and society.

Even though psychological capital has been identified as an important issue in the workplace, little research has focused on it through organizational support. Drawing on leadership theory and conservation of resources theory, this article examines the mediating role of organizational support in the relationship between leadership behavior and psychological capital in insurance companies in Jordan. The questionnaires were distributed randomly. Out of 350 questionnaires, 335 questionnaires were effective for analysis, after analyzing the data using the statistical program SmartPLS version 3.2.6. Based on the theories, a significant impact of organizational support on the relationship between leadership behavior and psychological capital of employees was found. Thus, the study recommended maintaining the interest of senior management in the insurance companies operating in Jordan to identify and educate the managers of these companies in choosing the appropriate leadership behavior in accordance with the company’s data and the circumstances surrounding it at the right time and place.

This research aims to analyze the influence of organizational culture, leadership behavior, civil servants characters (PNS), and the planning quality on the performance of Sungai Penuh City government. The verification survey method was used to obtained data from a sample size of 300 units and analyzed using AMOS statistical tools. The results showed that organizational culture, leadership behavior, civil servants characters, and quality planning had a positive and significant effect on government performance. In addition, these attributes are needed to improve the quality of planning through the development of vertical and horizontal deliberations (musrenbang). Therefore, future research is related to planning coordination is needed for effective budget development funding. Keywords--- Civil Servants, Organizational Culture, Leadership Behavior, Character, Quality of Planning, Organizational Performance.

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.

Based on the human-environment interaction theory, this study intends to expand the existing ASA model by combining the leadership behavior theory and organizational identity theory, and focuses on the role of the model in linking the innovation performance of the CEO and the R & D staff. Through the above research, the connection path between CEO transformational leadership at the organizational level and employee performance at the individual level has been opened up, and the relationship model between transformational leadership and employee creative behavior has been constructed. Besides, the variable relationship in the model has been verified by collecting questionnaires from fashion designers of 640 clothing enterprises. Data results show that the CEO of transformational leadership on employee leadership fit has a significant positive influence, staff leadership fit have a significant positive influence on identification of leadership, and leadership identity for employees’ innovation performance has a significant role in promoting, organizational political climate between CEO of transformational leadership and employee leadership fit to play an important inhibitory effect, namely the high organizational political climate, CEO of transformational leadership has been weakened by the influence to fit the leadership of the staff will be. This research will be an effective supplement to the recent research on innovation behavior and innovation performance at the enterprise and individual levels.

The position and role of accountants in organizations are not related to decision-making positions and for this reason accounting students do not identify themselves as leaders in their future careers. Motivated by these assumptions, this study aims to determine the relationship between curriculum and ethics on career choices of accounting students and to find out the relationship between curriculum and decision making processes on accounting student leadership behavior. The samples used in the study were 70 respondents from STIESA accounting students and KUIS accounting students. Analysis of the data in this study uses correlation analysis with the help of SPSS version 22. The results of the analysis show that the relationship between curriculum and career choices in STIESA is negative, in QUIZ is positive and when combined STIESA and QUIZ the relationship that occurs is positive. The relationship that occurs between ethics and career choices in STIESA, QUIZ and in general when the analysis is combined is positive. While the relationship between curriculum and leadership behavior at STIESA is negative, the QUI is positive and the combination of STIESA and QUI is positive. Then the relationship that occurs between the decision making process and leadership behavior in STIESA, QUIZ and in general when the analysis is combined between STIESA students and QUI students is positive.

This paper gives emphasis to four categories most relevant for microfoundations of dynamic ca-pabilities (DCs): (1) leadership behavior, (2) team interaction, (3) individual capabilities, and (4) job characteristics. We study whether micro-variables operate firm-specifically when constituting DCs and how they relate to one another. Data result from employee surveys (n = 486) conducted in five German organizations. The cross-firm comparison based on discriminant analyses reveals that micro-variables that constitute DCs often build firm-specific configurations in a broader set of variables. Only structural empowerment and team learning function as cross-firm commonali-ties. There is evidence to consider firm-specificity when explaining competitive advantages., L’article insiste sur quatre catégories tout à fait importantes des micro-fondations des capacités dynamiques (DC) : (1) le comportement des leaders, (2) l’interaction dans les équipes, (3) la capacités individuelles, et (4) les caractéristiques du poste. Nous étudions si les micro-variables opèrent au niveau spécifique de l’entreprise quand elles installent des capacités dynamiques, et comment elles s’articulent les unes aux autres. Les données sont issues d’une enquête par questionnaire (486 répondants) conduite dans 5 organisations allemandes. La comparaison inter-firmes basée sur des analyses discriminantes révèle que les micro-variables qui constituent les DCs construisent souvent des configurations spécifiques à chaque firme parmi un ensemble plus large de variables. Seules la mise en capacité structurelle (empowerment) et la fonction d’apprentissage en équipe représentent des points communs entre ces entreprises. Nous concluons sur le lien entre ces spécificités d’entreprises et l’explication des avantages concurrentiels., Este artículo se concentra en las cuatro categorías más relevantes para las microfundaciones de capacidades dinámicas (CDs): (1) comportamiento de liderazgo, (2) interacción del equipo, (3) capacidades individuales y (4) características del puesto. Estudiamos si las micro-variables operan en las especificidades de la firma cuando constituyen CDs y cómo se relacionan entre sí. Los datos son el resultado de encuestas de empleados (n = 486) realizadas en cinco organizaciones alemanas. La comparación entre empresas basada en análisis discriminantes revela que las micro-variables que constituyen las CDs a menudo construyen configuraciones específicas de la empresa en un conjunto más amplio de variables. Sólo el empoderamiento estructural y el aprendizaje en equipo representan puntos en común entre empresas. Existe evidencias para considerar la especificidad de la empresa como explicación a las ventajas competitivas.

PurposeThe purpose of this paper is to focus on exploring the link between managers’ mindset (fixed vs growth) and their choice of leadership behaviors.Design/methodology/approachThe sample was drawn from a proprietary database provided by a global organization that offers 360-degree online leadership surveys. Individuals in management positions provided an assessment of their mindset orientation as well as how often they engaged in various leadership behaviors.FindingsGrowth-minded managers consistently displayed more frequent use of leadership behaviors than did their fixed mindset counterparts; and this relationship was independent of demographic or organizational factors.Research limitations/implicationsThe findings are consistent with previous mindset research but prominently extend those results to managers in corporate settings; and supports previous research regarding the limited influence of demographic and organizational factors on both mindset and leadership.Practical implicationsManagers’ mindsets influence how much they engage in various leadership behaviors, and improving leadership competencies is more likely to occur when managers hold a growth mindset that abilities can be developed through effort as compared to fixed mindset managers who believe that abilities are inherent and unchangeable. The mindset of managers is predictive of the behavioral choices they make about exercising leadership, and has practical significance since studies have shown that managers are generally more effective in direct relationship to how often they are seen as engaging in leadership.Originality/valueThis study extends the significance of mindset from the educational to the corporate environment, using a robust sample of managers, and finding that the relationship between mindset and leadership is independent of various demographic and organizational characteristics.

Rapidly accumulating literature on public leadership tends to zoom in on specific aspects of leaders’ behavior. Such a fragmented approach may overlook the most challenging aspect of effective leadership: combining diverse behaviors in relation to various stakeholders to match contextual needs. This article therefore argues for a comprehensive approach that recognizes the behavioral complexity of most contemporary leaders, particularly in ambiguous contexts. The concept of leadership behavior repertoire facilitates this. The article conceptualizes the perspective of the leadership behavior repertoire and illustrates in which ways leaders combine behavioral options from their repertoire using data from in-depth interviews with public leaders. Based on our findings, we propose integration of this perspective into the field’s research agenda to make our understanding of leadership in public organizations more complete. Moreover, the repertoire perspective can challenge and advance theorizing of leadership in relation to its context and outcomes in a more comprehensive way.

The importance of value-based leadership such as authentic, ethical, and servant leadership is inconspicuous. However, the benefits of these leadership approaches are often only explained through the behaviors of their followers. As such, limited research has communicated the leader’s motivation for pursuing such leadership behavior, resulting in such discourse to escape theorizing. We draw upon role theory and paid attention to the role of higher-level management (leadership) through the trickle-down model to underline their importance in the organization. We then expand this role theory framework by synthesizing research to explain the emergence of value-based leadership behavior at the frontline of management. In doing so, we aim to provide a stronger explanation of the emergence of value-based leadership in organizations. We conclude this analysis by guiding future research in the form of propositions to investigate the psychological process and organizational factors to empirically examine the proposed role framework.

This article examines how law enforcement managers may cultivate learning and improve performance of their workgroups by demonstrating inclusive leadership. To this effort, we use multisource surve...

Organizations frequently use teams for creative problem-solving. Evaluating the performance of creative teams based on customer-related accounting data, such as client satisfaction measures, revenues, or profits, clarifies which kind of creativity is expected from the team and potentially makes the creative process more effective. However, the use of such accounting data in performance evaluations may amplify the tensions between the artistic merit and the commercial success of creative ideas and, thus, create conflicts that undermine team creativity. We argue that it depends on the team leader's leadership style whether the negative or positive effects of using customer-related data in performance evaluations on team creativity will prevail. If the team leader shows a leadership style that helps team members internalize the values and standards underlying the employed performance measures, then negative conflict inside the team is avoided and the positive effects of using customer-related data in performance evaluations can be realized.

There is a growing interest among Public Administration (PA) scholars in empirically assessing the impact of ethical leadership in public organizations. Recent studies have found that ethical leade...

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.

The aim of this research is to investigate the impact of knowledge management on organizational performance with the moderating role of transformational and Participative leadership behavior in telecom sector of Punjab, Pakistan. How leaders motivate to their employees and how they enhance the performance of organizations by using their knowledge. Research approach was deductive. Postivism research paradiagm was used to measure the study. Simple random sampling technique was used to collect data from employees as well as managers of telecom sector. Sample size was 280 employees of telecome sector. This research is significant for academically and practically in public and policy making. How an organization can enhance to their performance, effectively when long-term commitment, trust, successful socialization of employees and organizational citizenship behavior take place in the organization.

Abusive supervision (perceived enduring hostile verbal and nonverbal behavior) results in a host of detrimental consequences for the individual subordinate and for the organization. In the current research, we tested whether abusive supervision relates negatively to beneficial extra-role behaviors of subordinates (individual-directed and organization-directed citizenship behaviors; OCBI and OCBO) and positively to deviant extra-role behaviors of subordinates (individual-directed and organization-directed counterproductive work behavior; CWBI and CWBO). Moreover, reasoning from a resource perspective, we examined whether subordinates’ psychological capital (PsyCap: hope, resilience, self-efficacy, and optimism) mediates these relations. PsyCap is a resource variable that is amenable to situational influences such as leadership. This makes PsyCap align with a theoretically viable, but previously not explicitly tested, mechanism underlying the effects of abusive supervision. We conducted a time-lagged, multisource study among 408 university faculty members. Abusive supervision and PsyCap were measured at Time 1 from focal participants. At Time 2, data for OCBs were collected from their supervisors and data for CWBs were collected from their peers. Results indicate that PsyCap mediated the relations between abusive supervision and OCBI, OCBO, CWBI, and CWBO. Shedding light on this process helps researchers and practitioners develop ways in which to mitigate the consequences of abusive supervision, for example, by seeking to develop PsyCap using different resources.

In the study of the theory and practice of business management, it is more and more often commented on the new qualities that a modern leader should possess. This substantiates the author's research interest in exploring and analyzing the relationship between the leader's leadership behavior and the manager and the organization's leadership. The focus is on the knowledge, roles, and skills that a leader needs to possess that are considered to determine the leadership behavior of the organization he or she is managing in a rapidly changing environment. The purpose of the publication is to synthesize and systematize the qualities and characteristics of the leadership behavior of the manager, which are a prerequisite for achieving strategic success and leadership of the entire business organization. On this basis, to identify areas of knowledge and skills with which to upgrade the competencies of modern managers.

As a new way of leadership, coaching leadership behavior is receiving more and more attention from experts and scholars. Although studies have shown that coaching leadership behavior significantly improves employee performance, there are few studies on how coaching leadership behavior affects and under what circumstances it can affect the in-role performance of employees. Based on the social information-processing theory, this paper discusses the impact of coaching leadership behavior on the in-role performance of employees and its internal mechanism—the mediating role of role ambiguity and the social alertness. Through the investigation and analysis of 224 employees, the coaching leadership behavior has a significant positive impact on the in-role performance of employees; the employee role ambiguity has played a partial intermediary role in this process; In addition, the social astuteness of employees is positively moderating the relationship between coaching leadership behavior and employee role ambiguity, the higher employee’s social astuteness, the stronger the weakening effect of coaching leadership behavior on employee role ambiguity, and the mediating effect of role ambiguity on role performance is enhanced.

Purpose The growing force of disruptive change is creating whitewater work environments across the profit and not-for-profit world. To help leaders overcome the challenge of achieving improvements in leadership performance, this study aims to outline research and case examples that illustrate a four-point roadmap for improving this performance at scale. Design/methodology/approach The study summarizes new research on leadership and organizational high performance and practices that drive high performance today. It relates these finding to trends evidenced in the work being done by HR organizations and the consulting firms that serve them. It then outlines an evidence-based roadmap for achieving improvements in leadership performance that HR organizations can adopt to achieve improvements in leadership performance. Findings Successful organizations intervene at four leverage points to meet the challenge achieving the shifts in leadership behavior needed for success in today’s permanent whitewater environments. These organizations are focusing on two types of leadership, leveraging two approaches to its development and are leveraging critical enablers that benefit from strong alignments within HR and between HR and their business leader colleagues. Originality/value The study highlights new research finding and research-based models of leadership performance that meet the demands of today’s workplace. It synthesizes a new four-point roadmap to success from trends discovered in recent research on leadership, technology-assisted behavior change and organizational effectiveness, as well as in the example of in high-performing organizations.

The functions of modern universities have become more and more extensive, and university presidents have become increasingly important to university development. From the perspective of historical evolution, this paper analyzed the history, roles, responsibilities, and selection process of American research university presidents. Besides, this study analyzed the Hallinger 3D model on principal evaluation and tested the principal’s leadership behavior. Three detection dimensions were formulated through the model, and each dimension had corresponding detection indicators. Also, behavior variables in the three dimensions were clearly proposed. It was found that the principal’s impact on school-level education effects was predictable and had a significant impact. The principal’s influence on school education was mainly through the principal’s teaching leadership, which was of great significance for improving the selection process and evaluation of other modern university presidents.

Leadership behaviours in modern industries especially the construction industry have become a crucial factor in determining the success of the construction project. The unsuitable culture can have an impact on the organization itself, based on the project management perspective. As for the construction, it is likely to face different problems such as project failure, over budget, delay in terms of scheduling, ineffective management and dissatisfaction of the clients. These problems above show how challenging the construction project is. There are a few characteristics that shows that the construction industry is different from other industries. This is why understanding the leadership behaviour is crucial because of the differences that will be faced. To address these issues above, this study aims 1) to determine the influence of visioning on project success among Kuantan Malaysian construction industry; and 2) to determine the influence of coaching on project success among Kuantan Malaysian construction industry. The researcher collected data from 107 respondents among construction companies in Kuantan. In this research, the PLS-SEM technique was used to analyze both the measurement and structural models. The result shows that there is a significant positive relationship between leadership behaviour and project success among the construction industry in Pahang, Malaysia. Implications for practice and future research were also discussed.

Key Points Question Is physicians’ perception of alignment between personal and organizational values associated with their evaluation of the leadership behaviors of their immediate supervisors? Findings In this survey study of 1285 physicians and physician leaders, each 1-point increase in the aggregate leadership behavior score of physicians’ immediate supervisor was associated with a 0.65-point increase in the personal-organizational values alignment score for the physicians in their work unit. The aggregate leader behavior score of each leader as assessed by all physicians they lead explained 21.6% of the variation in personal-organizational values alignment scores between work units. Meaning The leadership behavior of each physician’s immediate supervisor was associated with the variation in physicians’ perception of values alignment with their organization overall., This survey study examines whether there is an association between physicians’ perceptions of their immediate supervisor’s behaviors and their views on how their personal values align with those of their organization., Importance Although misalignment of values between physicians and their organization is associated with increased risk of burnout, actionable organizational factors that contribute to perceived values alignment are poorly understood. Objective To evaluate the association between the leadership behaviors of immediate supervisors and physicians’ perception of personal-organizational values alignment. Design, Setting, and Participants This survey study of faculty physicians and physician leaders at Stanford University School of Medicine was conducted from April 1 to May 13, 2019. The survey included assessments of perceived personal-organizational values alignment, professional fulfillment, and burnout. Physicians also evaluated the leadership behaviors of their immediate supervisor (eg, division chief) using a standardized assessment. Data analysis was performed from May to December 2020. Main Outcomes and Measures Association between mean leadership behavior score (range, 0-10) of each supervisor and the mean personal-organizational values alignment scores (range, 0-12) for the physicians in their work unit. Results Of 1924 physicians eligible to participate, 1285 (67%) returned surveys. Among these, 651 (51%) were women and 729 (57%) were aged 40 years or older. Among the 117 physician leaders evaluated, 66 (56%) had their leadership behavior independently evaluated by at least 5 physicians and were included in analyses. The mean (SD) personal-organizational values alignment score on the 0 to 12 scale was 6.19 (3.21). As the proportion of work effort devoted to clinical care increased, values alignment scores decreased. Personal-organizational values alignment scores demonstrated an inverse correlation with burnout (r = −0.39; P

This article reviews current leadership practices and their impact on employee motivation. A competitive leadership approach based on Ryan and Deci’s self-determination theory is suggested as the foundation to enhance employee motivation. According this theory, individuals seek to meet the primary psychological needs of relatedness, competence and autonomy (Deci & Ryan, 2000). To foster relatedness in employees, leaders should develop a meaningful purpose and shared values; model behavior, show involvement and build relationships. By setting goals as well as recognizing and challenging employees, leaders develop competence in their employees. Lastly, leaders foster autonomy by empowering their employees. By satisfying the needs of relatedness, competence and autonomy, employees will be more innovative, motivated and productive. Employees will also be happier and less likely to leave the organization.

Leading across national borders is a challenge, partly due to the cultural differences among employees in different locations. We investigate this dynamic for employees of a Swiss financial services company located in Switzerland and in Poland by surveying employees about their leadership expectations and experiences, as well as about their cultural values. We find that the leadership expectations of employees in these two locations do not differ significantly. However, their experience does, indicating the opportunity for further development of local Polish management practices and leadership behavior, and underlying the importance of local leadership development. In addition, we find that a few cultural dimensions have a significant impact on leadership expectations in both countries, indicating the opportunity to further refine situational leadership behavior throughout the organization independently of location. While organizations spanning across Western and Central European locations need to deal with significant differences in cultural and leadership expectation, our results suggest that they can effectively align leadership practices and thus mitigate the practical challenges arising from these differences.

This study examines how principals practiced visionary leadership with all its dynamics. We studied what, why, and how visionary leadership emerges. This research used a literature review from selected articles. This research examined the leadership of principals from the visionary leadership studies domain. The journal articles, which are reviewed, are from which have functioned to become as major outlets for visionary leadership research by principals and in a wider area within the scope of education to gain awareness of the increasing need for visionary leader importance in some of the research findings in the field. The authors concluded that (1) visionary leadership is leadership behavior that has personal characteristics and the ability to see holistically to create, articulate, interpret, imagine, and communicate, reinterpret school goals to followers to achieve school goals as a form of school anticipation of changes in the future. (2) visionary leadership is enlightening, therefore something good should be done properly as well as action a complete human being as a human being with its human values, and (3) visionary leadership throughout each country tailored to such characteristics as ideological, political, economic, social, and cultural respectively aspects.

The chapter discusses the role of leadership behavior in creating work climates that influence the achievement of work–life integration. It positions leadership behavior as a product of leadership motive and mindset and advocates the incorporation of these variables into the development of leadership behavior. The chapter also reviews the role of employees’ and leaders’ Emotional Intelligence in the management of work–life integration. Employees’ emotional intelligence directly affects how they manage work–life integration, while leaders’ emotional intelligence affects employees’ emotional intelligence and creates an environment that either supports or deters employees’ efforts in achieving work–life integration. The chapter postulates that emotional intelligence is not hereditary and so its development must be encouraged. A major development of the chapter is the categorization of leadership behavior and establishment of the type that can continuously create the needed climate to drive the management of work–life integration.

Due to major work disruptions caused by the coronavirus (COVID-19) pandemic, supervisors in organizations are facing leadership challenges as they attempt to manage “work from home” arrangements, the health and safety of essential workers, and workforce reductions. Accordingly, the present research seeks to understand what types of leadership employees think is most important for supervisors to exhibit when managing these crisis-related contexts and, in light of assertions that women may be better leaders during times of crisis, examines gender differences in how male and female supervisors act and how subordinates perceive and evaluate them in real (Study 1) and hypothetical (Study 2) settings. Results indicate that communal leader behaviors were more important to employees in all three crisis contexts. In Study 1, communality was a stronger predictor than agency of supervisor likability and competence. In Study 2, communality was also more positively related to likability, but agency and communality were equally predictive of competence ratings. Ratings of real supervisors suggest that women were not more communal than men when managing these crises, nor did perceptions of leader behavior differ by supervisor gender in a controlled experiment. However, evaluations of women's competence were more directly related to their display of communal behaviors than were evaluations of male supervisors. This research is helpful practically in understanding effective supervisory leadership during the COVID-19 crisis and contributes to the literature on gender and leadership in crisis contexts by attempting to disentangle gender differences in leader behaviors, perceptions, and evaluations.

Employee engagement is a positive behavior that has been proven to influence employee performance. However, the majority of previous studies have proven it to permanent employees in one company. The purpose of this study is to show competency factors, work culture and leadership behavior as causes of employee engagement on contract employees and their effects on performance. By distributing questionnaires to 258 outsourcing employees of the State Electricity Company (PLN) Jambi Area and using SEM AMOS in processing data, it was found that competence, work culture, leadership behavior and employee engagement had a significant positive effect on employee performance. Employee engagement acts as a full mediation in the relationship between competence, work culture and leadership behavior on performance. Work culture has the greatest influence on employee engagement. The managerial implication is to integrate the work culture of PLN and the outsourcing company so that outsourcing employees are more engaged in PLN

Virtual teamwork as a new way of working is becoming increasingly prevalent in a growingly globalized and digitalized working environment. Due to the associated raise in health-related stress factors at the workplace and the central role of leaders in workplace health promotion, the aim of this study is to obtain initial findings on the use of health-oriented self- and employee leadership in virtual teams from the perspective of virtual leaders. Semi-structured telephone interviews were conducted with 13 virtual leaders by using the problem-centered interview method. The collected data were deductively and inductively evaluated and interpreted using the qualitative content analysis according to Mayring. The results show that virtual leaders ascribed great value of health and showed great awareness in health-oriented self- and employee leadership. Physical activity and boundary management were particularly mentioned as health-oriented self-leadership behaviors. The majority of leaders described communication, building trust, support in boundary management and implementation of personal meetings as health-oriented employee leadership behaviors. In addition to social, technical, and personal factors, primarily organizational factors were mentioned as factors of influence in this context. For a more comprehensive understanding of health-oriented leadership, the inclusion of virtual team members in further research studies is necessary.

Corporate involvement in higher education remains highly visible and controversial. While best practices can be found, many gray areas exist in the actions motivating both parties. This organizational analysis examines corporate citizenship through the inter-organizational relationships of a public US doctoral university and six US corporate partners as framed through Cone’s (2010) corporate citizenship spectrum between 2006 and 2010. The literature has shown that little research exists regarding the behavior aspects of these inter-organizational relationships. Triangulation of data is provided by 36 interviews, 12,609 pages of documents and audio-visual materials, and a campus observation of 407 photographs. The research indicates three themes as to why higher education desires involvement with companies: viable resources, student enrichment, and real-world connectivity. Further, there are four themes explaining what motives and ROI expectations companies have to be involved with higher education and include: workforce development, community enrichment, brand development, and research. Finally, three themes emerged regarding ethical considerations between these inter-organizational relationships with higher education and companies. First, generally no ethical dilemmas were found. Second, several general ethics discussion topics created five clusters of interest: public relations, solicitation, policies and stewardship, accountability and transparency, and leadership behavior. Third, five ethical concerns were shared.

There is a pressing need for public administration leaders to exhibit expertise-based intuitive leadership traits for developing countries to respond to sustainability challenges. While the importance of explicit and tacit knowledge to underpin expertise-based intuitive decision-making is known, public service leaders of developing countries can lack these traits. It is necessary to explore the reasons for leadership skills gaps in order to define remedial actions, such as better executive development training. This study conducts 28 in-depth interviews with public administration leaders, managers, and executive training professionals in Pakistan to address the challenge of how to build expertise-based intuitive leadership traits in public administration leaders. The main findings highlight deficiencies in domain-specific knowledge and soft skills. Deficits in the formal training of leaders and the negative contribution of cultural preconditions both result in explicit and tacit knowledge gaps that undermine expertise-based intuitive decision-making. An &ldquo, iceberg of expertise-based leadership&rdquo, model is conceptualized, extending on previous models, to describe the intangible role that explicit and tacit knowledge play in the visible expression of leadership skills. The relevance of this model for the success of public sector-led initiatives for sustainable development is highlighted.

Discontinuous change and leadership behavior are subjects that have been extensively studied, but rarely from the directors’ perspective. This study draws on in-depth, elite interviews with directors of large UK listed companies. It applies a grounded theory approach to data analysis, to explore how problems arising from discontinuous change influence board leadership dynamics and outcomes. The findings indicate that, when facing “wicked problems” (internal-relational or external-hostile), the chair of the board either takes the leadership role or a collaborative, joint leadership role with the CEO. When facing “tame” problems (transformational-internal or industry-external), a new CEO is often appointed to undertake an extensive diagnosis of the problem and take the lead, with the chair acting as a vigilant monitor. These findings are integrated into a typology of problems and board leadership approaches, augmenting the literature on complex problems. The study extends the application of agency and stewardship theories of board leadership by characterizing problems as contingencies that influence board leadership arrangements. It follows that regulators and boards alike should recognize the contextual nature of board leadership and leadership succession, and adopt a less prescriptive approach.\ud \ud KEYWORDS: Discontinuous change; Wicked problems; Tame problems; Board leadership; CEO; Chairperson.

The relationship between the leadership behavior of a chief executive officer (CEO) and start-up enterprise performance is key to effecting the survival and development of start-ups in the era of the internet economy. Currently, most studies on this topic focus more on the role of leadership effectiveness but rarely explore the CEO&rsquo, s humility in leadership and the mechanism of its behavior affecting enterprise performance and its sustainable development. Based on leadership theory and upper-echelon theory, we build a research model of CEO&rsquo, s humble leadership behavior, top management team&rsquo, s (TMT&rsquo, s) transactive memory system, and start-up enterprise performance, as well as the moderating roles exerted by strategic flexibility. Further, to validate the hypothesis, 400 valid questionnaires are obtained. Based on those data, the empirical results show humility, as a virtue, not only can significantly and positively improve start-up firm performance but also can promote the firm&rsquo, s sustainable development in the long run by providing a trustworthiness climate for TMT members. Moreover, TMT&rsquo, s transactive memory systems play a partial mediating role in the relationship between CEO&rsquo, s humble leadership behavior and start-up enterprise performance. Meanwhile, strategic flexibility significantly and positively moderates the relationship between CEO&rsquo, s humble leadership behavior and startup entrepreneurial performance. Finally, the theoretical and practical implications are discussed, and directions for future research are proposed.

ObjectiveThe effect of nursing management styles on patient outcomes and the quality of nursing care (QNC) has recently become a topic of discussion. This review was conducted to examine the effects of leadership styles or behaviors on QNC and on patient outcomes.Methods13 research studies published between 1 January 2010 and 31 May 2016 which conformed to the inclusion criteria were reviewed.ResultsThe effects of nursing leaders' leadership styles or behaviors were examined in studies on patient mortality, QNC from the perspective of nurses, patient satisfaction, unwanted/adverse events, health-care-associated infections, pressure ulcers, falls, unwanted weight loss, hospital readmissions, mismanagement of feeding tubes, and inadequacies in daily nursing care.ConclusionsRelationship-focused leadership behaviors directly or indirectly improved patient outcomes and raised the QNC compared with task-focused leadership behaviors.

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.