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Social and Behavioral Sciences Commons™
Open Access. Powered by Scholars. Published by Universities.®
- Keyword
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- Gender (2)
- Motivation (2)
- #MeToo (1)
- Altruism (1)
- Anticipation (1)
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- Authentic leadership (1)
- Clarifying values (1)
- Employee motivation (1)
- Environmental sustainability (1)
- Ethical Leadership (1)
- Ethics (1)
- Experiential learning (1)
- Extrinsic (1)
- Female leader (1)
- Green organizational climate (1)
- Greening organizations (1)
- Intrinsic (1)
- Leaders (1)
- Leadership (1)
- Leadership Identification (1)
- Leadership crucibles (1)
- Life-mottos (1)
- Life-triggering events (1)
- Organisational Identification (1)
- Power (1)
- Prohibitive Voice (1)
- Prosocial (1)
- Prudence (1)
- Referent Power (1)
- Subtle Acts of Leadership (1)
Articles 1 - 8 of 8
Full-Text Articles in Social and Behavioral Sciences
Subtle Leadership: When Referent Power Is Subtly Powerful, Luz E. Quiñones-González
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 …
Reflecting On Crucibles: Clarifying Values In Authentic Leaders, Louise Kelly, Eissa Hashemi
Reflecting On Crucibles: Clarifying Values In Authentic Leaders, Louise Kelly, Eissa Hashemi
The Journal of Values-Based Leadership
This qualitative study explores the role of crucibles, life-triggering moments, parents’ life mottos and definitions of success, and holding values in the lives of authentic leaders. This research used the life-story approach to explore the experience of such concepts on authentic leaders. Self-identified leaders with more than five years of experience in a leadership position or in a role of managing and developing others were invited to this research. Qualified authentic leaders (between 65 to 80 in ALQ) were invited to a qualitative interview utilizing the life story approach to explore significant forming factors of their leadership qualities. An inductive …
Prudence, Ethics And Anticipation In Visionary Leaders, Yanick Farmer
Prudence, Ethics And Anticipation In Visionary Leaders, Yanick Farmer
The Journal of Values-Based Leadership
In ethics, prudence is an essential skill in making informed decisions. Although several studies in various fields have dealt with the notion, few empirical studies have addressed one of its inextricable aspects: anticipation. To gain a better understanding of the notion, this study questioned fifteen leaders whose peers consider to be “visionary” in their respective fields. The results of this qualitative study based on semi-structured interviews describe the fundamental aspects of anticipation according to three categories: reasoning and trend analysis, implementation and strategy, and personality and values.
Conclusion: Female Leaders Using Coercive Power Motivate Subordinates, Mary Kovach
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. …
The Process Of Establishing A Green Climate: Face-To-Face Interaction Between Leaders And Employees In The Microsystem, Ingeborg Flagstad, Svein Åge Kjøs Johnsen, Leif Rydstedt
The Process Of Establishing A Green Climate: Face-To-Face Interaction Between Leaders And Employees In The Microsystem, Ingeborg Flagstad, Svein Åge Kjøs Johnsen, Leif Rydstedt
The Journal of Values-Based Leadership
This study explores the processes of establishing a green organizational climate in small-scale companies. Previous studies have primarily focused on factors associated with pro-environmental behaviour in large organizations. The role of a green organizational climate—specifically, the interactional processes involved in the construction of a green climate—has largely been unexplored. Entrepreneurial small companies constitute an ideal arena in which to study the initial phase of greening processes. The present study examined the process of establishing a green organizational climate in seven small-scale Norwegian companies. This article presents a systems model that was developed to analyse how processes at different levels interact …
The Impact Of #Metoo: A Review Of Leaders With Supervisor Power On Employee Motivation, Mary Kovach
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 …
Ethical Leadership And Prohibitive Voice – The Role Of Leadership And Organisational Identification, Mari Svendsen, Ingvild Seljeseth, Kjell Ove Ernes
Ethical Leadership And Prohibitive Voice – The Role Of Leadership And Organisational Identification, Mari Svendsen, Ingvild Seljeseth, Kjell Ove Ernes
The Journal of Values-Based Leadership
This article extends previous research on ethical leadership and voice behavior, by investigating the relationship between ethical leadership and prohibitive voice. Prohibitive voice is defined as speaking up with concerns or worries regarding factors that may harm organisational functioning. The article reports on a cross- sectional study of Norwegian employees, investigating the relationship between ethical leadership, leadership identification, organisational identification and prohibitive voice. In the article leadership identification is understood as a process where the employee incorporates the leader’s values and goals into his or her self- concept. Organisational identification on the other hand is when the employee starts seeing …
Prosocial Behaviors: Their Motivations And Impacts On Organizational Culture, Jennifer C. Vieweg
Prosocial Behaviors: Their Motivations And Impacts On Organizational Culture, Jennifer C. Vieweg
The Journal of Values-Based Leadership
According to the International Corrupt Perceptions Index 2017, more than six billion people are living countries that are plagued by corruption (International Corrupt Perceptions Index, 2017). In an altruistic model of leadership, leaders act with the express intent of helping other people (Johnson, 2015). Within this model, good works manifest themselves as prosocial behaviors or “voluntary behavior(s) intended to benefit another and consisting of actions that benefit others or society” (Schminke, Arnaud, & Taylor, 2014, p. 730). These prosocial behaviors can create collaborative and inspirational environments (Axelsson & Axelsson, 2009), facilitate collectivism (Clarkson, 2014), and contribute to the long-term sustainability …