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Articles 1 - 6 of 6
Full-Text Articles in Leadership Studies
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 …
Personal Development Planning And Vertical Leadership Development In A Vuca World, Kevin Coopersmith
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 …
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. …
Organizational Intentions Versus Leadership Impact: The Flexible Work Experience, Susan R. Vroman
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 …
Leadership Styles And Effectiveness Among Sub-Saharan African Employees, Samuel Fadare
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
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 …