Organizational Behavior and Theory Commons^™

Three Conditions For Vertical Leadership Development: Impact Of Personal Experiences, Kevin Coopersmith

The Journal of Values-Based Leadership

Vertical leadership development, an emerging body of leadership research based around expanding an individual’s capacity to think, make decisions, and understand themselves and the world around them, stands as a unique solution to address the leadership skills gap at a time of global complexity and change. Petrie’s (2015) model of the three conditions for vertical leadership development to take place was analyzed through the lived experiences of eight leaders who had successfully completed personal development plans and shared their experiences through a narrative-based qualitative study. Of the eight participants, three participants filled all three conditions and demonstrated a higher level …

How Values And Value Clarity Still Matter: An Extended Study Of Global Managers, Barry Posner, Joongoo Han

The Journal of Values-Based Leadership

The importance of values has been continuously studied, and the consensus is that values matter. However, the issue of just how much they matter remains open to various interpretations, including the importance of value clarity and congruency. This study examined the impact of personal and organizational values clarity on commitment, performance, and motivation. An online survey involving 8,442 managers was collected in the same way as previous studies on value clarity and consistency (Posner & Schmidt, 1993; Posner, 2010), but unlike previous studies, managers outside the United States were included. Both personal values congruency and organizational values clarity significantly impacted …

Dominant Leadership Themes In The Pauline Epistles, Jaime V. Cortez

The Journal of Values-Based Leadership

Abstract

Paul’s writings in the Bible, although primarily intended to serve spiritual ends, were found to also contain practical leadership wisdom long before these concepts were developed and formalized in secular leadership literature. Seven leadership themes emerged out of this conceptual study, namely: concepts of authority, responsibility, and accountability; the need for personal integrity among leaders, the need to build ethical organizations, situational leadership, fostering unity in diversity, the teaching role of leaders, and ensuring organizational continuity and organizational growth. This paper will benefit leadership theory along the line of increasing confidence in the use of the Bible as a …

Positional Authority And Influence In Servant Leadership: A Conceptual Model, Kevin J. Hurt, Elliott Long

The Journal of Values-Based Leadership

This conceptual research paper reviews how positional authority affects the servant leadership-organizational performance relationship and provides insight on how servant leadership can be implemented and effective in the absence of positional authority, i.e. through the cultivation and leveraging of influence. A review of servant leadership literature is used to propose that servant leadership is positively associated with increased organizational performance. Through the lens of upper echelon theory as well as research on the performance of organizations whose executive team practices servant leadership, we develop a model and make a case that positional authority is an important moderator of the relationship …

The Mediating Influence Of Confidence, Autonomy, And Identification On The Relationship Between Servant Leadership And Harmonious Passion, Angelica Tabares, Lise Malherbe, Kevin J. Hurt

The Journal of Values-Based Leadership

The current paper explores the relationship between servant leadership and harmonious passion. Harmonious passion refers to a strong desire to freely engage in an activity and is a result of an autonomous internalization of the activity into one's identity. While passion and leadership have been generally linked, the specific relationship between servant leadership and harmonious passion is underdeveloped within the field of servant leadership research. Our paper presents a conceptual model and propositions linking servant leadership and harmonious passion through the mediating mechanisms of follower confidence, autonomy, and identification. Implications and future research are discussed.

Subtle Leadership: When Referent Power Is Subtly Powerful, Luz E. Quiñones-González

The Journal of Values-Based Leadership

The following research presents the construct of “subtle leadership” in a conceptual discussion as a new way of perceiving and studying leaders of the twenty-first century. Its core objective points toward the conceptualization of “subtle leadership,” sharing a basic definition to provoke discussion and emerging theoretical framework in order to better understand the current organizational reality. Some leadership styles such as servant leadership, shared leadership, and authentic leadership are discussed to compare and contrast them with “subtle leadership,” emphasizing that leadership is viewed as a process and not only as styles or personal traits. Subtle leadership is primarily based on …

Personal Development Planning And Vertical Leadership Development In A Vuca World, Kevin Coopersmith

The Journal of Values-Based Leadership

To explore how personal development can be utilized as a tool for leaders to adapt to our VUCA (volatile, uncertain, complex, and ambiguous) world, a qualitative study was conducted on the narrative experiences of eight leaders who had successfully completed personal development plans. The emerging field of vertical leadership development, recognized as a unique developmental approach towards overcoming complexity and uncertainty, was connected to the key themes of personal development planning. Vertical leadership development and personal development planning were united across five conceptual themes: development and application of skills, self-awareness, self-efficacy, self-exploration, and continuous improvement. The experiences of the participants …

Do Community Citizenship Behaviors By Leaders Enhance Team Performance? Evidence From The "Field", Daniel J. Slater

The Journal of Values-Based Leadership

Due to minimal available findings, Rodell (2016) put out a call for more research on the performance outcomes of community focused behaviors such as volunteering while acknowledging the challenge of connecting “social movements to hard data” (p.79). This study answers that call by evaluating the community citizenship behaviors (CCBs) of leaders and the potential influence on team performance. Based on existing theory and findings, this study argues that leaders who engage in CCB are likely to enhance their leadership skills, inspire their followers and produce prosocial contagion and as a result we hypothesize they will increase their team performance. Using …

Conclusion: Female Leaders Using Coercive Power Motivate Subordinates, Mary Kovach

The Journal of Values-Based Leadership

This manuscript advances prior research (Blau, 1964; Elangovan & Xie, 1999; French & Raven, 1959; Goodstadt & Hjelle, 1973; Hegtvedt, 1988; Randolph & Kemery, 2011; Zigarmi, Peyton Roberts, & Randolph, 2015) and capitalizes on supervisory skills using power dynamics within the workplace, by investigating employee effort resulting from gender dissimilar supervisor-employee dyads and employee locus of control. To offer a more focused approach, this is an evaluation specifically on reward and coercive power derived from French and Raven’s (1959) five power bases. This manuscript proposes that the motivation levels of employees change, based on their locus of control and gender. …

Leader Influence: A Research Review Of French & Raven’S (1959) Power Dynamics, Mary Kovach

The Journal of Values-Based Leadership

After reviewing nearly 70 years of research, this manuscript seeks to compile study results to better understand leader influence by employing French and Raven’s (1959) power dynamics. Divided into two categories (i.e. formal and informal), these five power dynamics include referent, expert, legitimate, coercive, and reward power. Each power dynamic is categorized accordingly and dissected between scholarly research and applicable workplace settings between supervisors (i.e. leaders) and employees. Behavioral outcomes from a subordinate standpoint are discussed, and this manuscript concludes that the power dynamic that characterizes different workplace relationships between supervisors and employees has significant effects on work productivity and …

Organizational Intentions Versus Leadership Impact: The Flexible Work Experience, Susan R. Vroman

The Journal of Values-Based Leadership

Working mothers with dependent aged children currently represent a significant portion of the workforce. In order to attract and retain this valuable demographic, employers are introducing and maintaining flexible work arrangements (FWA) to enable employees to manage their work and life commitments. However, having an FWA program and effectively supporting it are not synonymous, and this bears impact on employees. This article highlights opportunities and implications for FWA management based on findings from a recent New England healthcare organization case study which illustrates how working mothers experience enacted flexible work arrangement policies. This article identifies methods for organizations and managers …

The Impact Of #Metoo: A Review Of Leaders With Supervisor Power On Employee Motivation, Mary Kovach

The Journal of Values-Based Leadership

This manuscript intends to advance existing research, specifically, in gender dissimilar supervisor-employee workplace dyads by integrating #MeToo with our existing knowledge concerning supervisor power and employee motivation. With the #MeToo movement re-energized in 2017, power in leadership positions was redefined. As a result, power held by a supervisor is likely to influence outcomes based on gender and the employees’ source of motivation. Supervisors who believed they were successful through influence were more likely to exhibit power to achieve success. However, employees’ source of the motivation was a moderating factor in those outcomes. Meaning, outcomes were dependent on the type of …

Leadership Behaviour And Worker Performance In The Nigerian Construction Industry, Abiodun Kolawole Oyetunji, John Adebiyi, Nathaniel Ayinde Olatunde

The Journal of Values-Based Leadership

Leadership is a dynamic process in which an individual influence other to contribute to the achievement of an assigned task. This paper investigates leadership behaviour and its impact on construction workers’ performance in Lagos, Nigeria. Purposive sampling technique was adopted to select 50 site-supervisors and 250 construction-workers involved in simple construction works. An investigation was carried out using a questionnaire survey method. The leadership variables investigated were ranked, regressed and correlated to workers performance. From the primary data analysis, leadership behaviour exhibited by supervisors were found to influence the site workers commitment to achieving the goal of the construction projects. …

Unethical Leadership And Followers’ Deviance: The Mediating Role Of Perception Of Politics And Injustice, Zeleke Asnakew, Yibeltal Mekonnen

The Journal of Values-Based Leadership

This paper posits that unethical leadership behavior increases followers’ deviance by increasing perception of injustice and politics in organizations. More specifically, perception of politics and injustice mediates the relationship between unethical leadership behavior and followers’ deviance. By using data from 262 employees of various public organizations in Ethiopia, we confirmed our hypothesis. Further, the result of multiple regression confirmed that the relationship between unethical leadership behavior and followers’ deviance would be stronger when followers develop a perception of politics in the workplace.

Leadership Styles And Effectiveness Among Sub-Saharan African Employees, Samuel Fadare

The Journal of Values-Based Leadership

This study sought to determine whether a significant relationship exists between dimensions of transactional and transformational leadership styles and leadership effectiveness within sub-Saharan Africa. Dimensions of transactional and transformational leadership styles were moderated by dimensions of organizational commitment among Nigerian employees to produce effective leadership. The study confirmed that no significant relationship existed between dimensions of transactional and transformational leadership styles and effective leadership among Nigerian employees when moderated by dimensions of organizational commitment. Gender was also found to be the only control variable that had a significant relationship when predicting organizational commitment as well as effective leadership among Nigerian …

Leadership Ethos And Culturally Oriented Strategic Management: A Conceptual Framework And Research Propositions, Ken Kalala Ndalamba

The Journal of Values-Based Leadership

This paper identifies the importance of Leadership Ethos (LE) as a backbone for Culturally Oriented Strategic Management (COSM). The paper begins by presenting the concept of LE, it then briefly discusses vision and values, two amongst the attributes of LE. This is followed by discussion of the relationship between LE and COSM. The discussion arrives at four testable propositions. The paper offers four action steps for the practice of LE aiming at establishing COSM before concluding with a summary of its contributions, calling for scholars and practitioners to invest in exploring the understanding and practice of LE. This is an …

What’S Broken? Not The Mold, Susan Vroman

The Journal of Values-Based Leadership

Changing workforce demographics indicate that flexible work arrangements (FWA) are appreciated and valued by employees, yet employers still resist their support. While not explicit in their rationale, managerial mindsets may hold that deviations from historical ideal worker frameworks detract from performance potential. As this continues, mothers are especially stigmatized for using FWA as it differs from traditional, male hegemonic behaviors. Overlaying the case of a rising executive with a study of historical management theory, it may take until Generation Y is fully entrenched in leadership for a différance to break the mold in FWA acceptance.