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The goal of this paper is to demonstrate the extent to which the quality of the leader-follower relationship, expressed by the LMX coefficient, affects the bank profitability. Banks characterised by a high level of LMX possess a successful social atmosphere and interpersonal relationships, which is reflected in the emotional support and willingness to share resources, knowledge, and information between employees. Such a relationship between leaders and followers contributes to creating favourable social atmosphere, significantly affecting the overall performance of banks. Empirical research presented in this paper uses the data collected from a business network of a specifically selected Bank. The data was collected via a modified version of the LMX-7 questionnaire, focusing on each branch of a selected bank. Concrete indicators were analyzed (such as net profit margin, ROA, and ROE), which helped establish a link between profitability and the degree of leader-follower communication exchange (measured by LMX coefficient). The results reveal that the applied leadership style directly impacted on the profitability of a selected bank, indicating that this finding could be used as input for management systems of similar financial institutions as well as a catalyst for further research in this field. Keywords: banks, leadership, leader-member exchange (LMX), in-group exchange, out-group exchange Cilj ovog rada je ukazati na razinu, u kojoj kvaliteta odnosa izmedu voda i sljedbenika, izraženih koeficijentom LMX, utjece na profitabilnost banke. Banke, koje odlikuje visoka razina koeficijenta LMX, imaju uspješnu organizacijsku klimu i meduljudske odnose, što se iskazuje kroz emocionalnu podršku te spremnost za podjelu resursa, znanja i informacija medu zaposlenicima. Ovakav odnos izmedu voda i sljedbenika doprinosi stvaranju povoljne organizacijske klime, koja znacajno utjece na poslovne rezultate banke. Empirijsko istraživanje u ovom radu koristi modificiranu inacicu upitnika LMX-7, usredotucujuci se na poslovnice izabrane banke. Analiziraju se konkretni pokazatelji (kao što su neto profitna marža, ROA i ROE), kako bi se utvrdila povezanost izmedu profitabilnost i razine razmjene komunikacija izmedu voda i sljedbenika (a što se mjeri koeficijentom LMX). Rezultati ukazuju da primijenjeni stil vodenja izravno utjece na profitabilnost promatrane banke, a što indicira da bi se dobiveni rezultati mogli primijeniti u menadžerskim sustavima slicnih financijskih institucija, kao i poticaj za daljnja istraživanja. Kljucne rijeci: banke, vodenje, razmjena izmedu voda i sljedbenika, unutargrupna razmjena (komunikacija), medugrupna razmjena (komunikacija), 1. INTRODUCTION 'Good leadership makes it easy for followers to follow and good 'followership' makes it easy for leaders to lead' Richard B. Gasaway, 2006 The leadership phenomenon is as [...]

The last few years have witnessed a resurgence in the acquisition of physician practices by hospitals or the foundations associated with them. While some critics argue this long-term trend of [...]

We propose a model of vision communication that emphasizes the mediating role of follower collective possible selves--that is. self-conception in terms of what the collective (team, organization) which one is [...]

Abstract Purpose--The purpose of this paper is to examine the impact of work values on leadership styles and to introduce new findings when Hofstede's work value orientations are applied to [...]

This paper seeks to analyze complexity leadership behavior in Small and Medium Enterprises (SMEs) that operate in a turbulent business environment such as this one in South-Eastern Europe. Exploratory research in four case-studies has been conducted. The investigation was based on the analysis of both primary and secondary data. The former gathered through in-depth face-to-face interviews with managers while the latter refers to documentation analysis regarding regulations and procedures. Findings indicate that loose organic structures, job rotations, intra organizational relationships, and allowance of self-organization are the most prevalent management behaviors that can enhance business effectiveness. In addition, the lack of role clarity, internal mess, ambiguity, and lack of strategic vision have negative consequences on organizational performance. The contribution of this study lies in the fact that expands our knowledge on complexity view of organizations by exploring managerial attitude in SMEs within a complex business environment as well as by identifying appropriate complex leadership styles nurturing organizational effectiveness. In this respect it attempts to provide a systematic view of the impact of different Complexity Leadership behavior exhibited on the organizational performance., Introduction In the last decade there is a growing group of management literature suggesting a quite different view of leadership and management behavior within organizations. This literature is based on [...]

The purpose of this paper is to integrate the literature on deception, highlight the key variables, and provide a decision-making framework that leads to deception. The rationale and context for strategic deception are examined. Uncertainty provides the context for deception. Bounded rationality and opportunity exploitation by corporate executives facilitate deception. Enactment of strategic deception is moderated by the firm's ethical orientation. Relative stakes may create ethical dilemmas and weaken the effectiveness of ethical orientation. While deception has short-term strategic advantage, there are deleterious unintended consequences in the long-term., '... All warfare is the way (Tao) of deception. Therefore, when capable, feign incapacity; when active, inactivity. When near, make it appear that you are far away; when far away, [...]

This paper proposes that Followers have the ability to share the leadership role. Informed by both transformational leadership and active followership literatures, a sample of 200 American healthcare employees responded to field surveys, and results were analyzed using path analysis. The findings reveal that followers engage in behaviors that are associated with both exemplary leadership and with effective followership; these joint performance characteristics are significantly related in the findings and support the importance of the research. This process of role sharing may suggest a method for predicting the emergence of leadership in followers who are particularly well-suited for the duality of their roles by virtue of having performed the role of follower very well. Implications and limitations of the study are discussed and avenues of future research are identified., Leadership has been studied by a myriad of scholars in the 20th and 21st centuries. One recent stream of research focuses on the followers of leaders. Today, followership is recognized [...]

The growth of enterprise software packages from third party vendors has led to enormous opportunities and challenges in the past 20 years. Excitement about the capabilities of enterprise resource planning (ERP) systems such as SAP or Oracle has been tempered with stunning failure rates in implementations. Even high return on investment (ROI) and quick project payback pricing optimization projects have struggled in some recent implementations. This study shows that there is a strong correlation between successful enterprise software implementations and leadership type, and that relationship is mediated by readiness for organizational change. Lack of leadership leads to failure and simply managing the details of the project is not statistically significant for success, but leading the people involved with the project is critical. Keywords: Leadership, ERP software, pricing, readiness for change, change management, software implementation, transformational leadership, transactional leadership, INTRODUCTION Since 1990, there has been a dramatic corporate shift from in-house developed enterprise software development to off-the-shelf, configurable software (Holland & Light, 1999; Hong & Kim, 2002). These software [...]

The unethical activities and subsequent scandals in Corporate America in recent years have shaken the public's trust in corporations and those who lead them. The mistrust and broken faith in the business world and its leaders, cemented by the experiences of Enron, Arthur Andersen, WorldCom, Global Crossing, Xerox, Adelphia Communications, Tyco, and other corporations, has led to increased investor and consumer skepticism. Recent performance figures and measurements from Wall Street indicate that the average American consumer or investor is still wary. No one predicted the collapse of Enron or the problems faced by Arthur Andersen, WorldCom, Global Crossing, Xerox, Adelphia Communications, Tyco, and other corporations, but they all happened simply because of a lapse in business ethics. This study found that business schools are still offering 0-2 courses in ethics usually as electives although the deans feel that more ethics courses are desired. It is believed that ethics and ethical leadership can be taught. Keywords: Ethical dilemma, corporations, colleges, business schools, INTRODUCTION Cooper and Schindler (2003, p.120) define ethics as 'norms or standards of behavior that guide moral choices about our behavior and our relationship with others'. The once flawless functioning [...]

The various effects of public service motivation and transformational leadership practices on the individual, as well as organizational performance are discussed. The various strategies that can be employed for incorporating these motivation values across the organization are also analyzed.

A writer describes how AstraZeneca's wise investment into Rose Ann Scanlon had paid big dividends for the organizations she led. Her success in getting breakthrough business results was due to trust in the power of fully engaged employees and in the leaders' responsibility to influence. She also traced Scanlon's career from a lawyer to becoming a midlevel manager.

Leader behaviors have been found to vary by competitive level (6,9,11,26). Similar differences based on the competitive environment have been reported with strength coaches and their training emphases (15,28) but not their leadership style behaviors. This latter area is important to explore because strength coach leader behaviors may result in enhanced cooperation, improved communication, and improved athlete psychological and emotional well-being (14,23,25,27). Accordingly, the purpose of this study was to examine the differences in self-perceived leadership styles of National Basketball Association, Division IA (DI-A) men's basketball, and Division II (DII) men's basketball strength and conditioning coaches. The self-perceived leadership styles of 145 men's basketball strength coaches (National Basketball Association [NBA] = 22, DI-A = 92, and DII = 31) were obtained using the Revised Leadership Scale for Sport (26,41). Frequency data about demographics and training methods were also collected. No significant differences were reported for positive feedback. Otherwise, NBA strength coaches reported more democratic leadership style behaviors than DI-A strength coaches. Division I-A strength coaches were found to be more autocratic than NBA or DII strength coaches. Both NBA and DI-A strength coaches indicated a higher level of training and instruction than did DII strength coaches. National Basketball Association strength coaches also reported engaging in more situational and socially supportive leader behaviors than DI-A and DII strength coaches. Leader behaviors can positively and negatively impact an athlete (23); thus, strength coaches need to evaluate their competitive environment and reflect on the impact of their behaviors and how their approach to leading athletes may need to vary based on the situation. KEY WORDS RLSS, strength coach, training methods

When President Barack Obama nominated Ben Bernanke for a second term as chair of the Federal Reserve Board in August 2009, he emphasized Bernanke's 'bold action and outside-the-box thinking' in preventing the recent financial collapse from turning into another Great Depression. While many saw this renomination as providing monetary policy stability and necessary institutional continuity during the crisis, Bernanke's 'bold action' has generated robust criticism, mainly because Bernanke initiated fundamental reforms of traditional Fed practices. How has Bernanke's leadership style at the Fed evolved as the financial crisis of 2008-2009 has unfolded? Did his prior academic experience influence his decisions? What are the long-term implications of Bernanke's innovative strategies for the Federal Reserve as an independent, powerful, policy making institution, traditionally one that possesses tremendous financial and political autonomy? If you want to build a factory, or fix a motorcycle, or set a nation right without getting stuck, then classical, structured, dualistic subject-object knowledge, although necessary, isn't enough. You have to have some feeling for the quality of the work. You have to have a sense of what's good. That is what carries you forward... It's not just 'intuition,' or unexplainable 'skill' or 'talent.' It's the direct result of contact with basic reality...

Principals are more likely to improve teacher learning in collaborative teams than by focusing on formal teacher evaluations. Rather than being 'instructional leaders', principals should instead strive to be 'learning leaders' with focus on evidence of learning. High-leverage leadership strategies that can be used by principals are presented.

The indirect effects of executives' stakeholder and economic values on firm performance are investigated. It was found that executives' emphasis on economic values were associated with followers' perception of autocratic leadership. On the other hand, emphasis on stakeholder values were associated with followers' perceptions of visionary leadership.

The case illustrates the financial and managerial challenges faced by a woman entrepreneur in an emerging high-tech industry. ElectroChem, Inc. designed and manufactured polymer electrolyte membrane (PEM) fuel cells as [...]

In 3 studies, the authors examined the contribution of leaders' attachment styles to their leadership motives and beliefs and to followers' outcomes. In Study 1, participants completed measures of attachment orientation, leadership motives, self-representations, and leadership style. Studies 2 and 3 were conducted within Israeli military units either during a leadership workshop or during intensive combat training. Israeli military officers and their soldiers (followers) reported on their attachment styles, and the soldiers reported on the officers' leadership qualities and on the soldiers' own performance and mental health. Leaders' attachment anxiety was associated with more self-serving leadership motives and with poorer leadership qualities in task-oriented situations. Leaders' attachment anxiety also predicted followers' poorer instrumental functioning. Leaders' attachment-related avoidance was negatively associated with prosocial motives to lead, with the failure to act as a security provider, and with followers' poorer socioemotional functioning and poorer long-range mental health. Results are discussed with respect to the value of attachment theory for the study of leadership. Keywords: attachment, leadership, leader-follower relations, mental health, group performance

The article discusses a study of leaders in ACORN (Association of Community Organizations for Reform Now) undertaken to understand their perspectives on their community organizations. The stories of the leaders illustrate their relationships to activism and they see community organization as a social movement and their work as part of a larger movement to change American society.

The article discusses about the traits and characteristics required to be a board member of the public library.