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Articles 31 - 47 of 47
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The Impact Of Transformational Leadership Style On The Success Of Global Virtual Teams, Shery Wojtara-Perry
The Impact Of Transformational Leadership Style On The Success Of Global Virtual Teams, Shery Wojtara-Perry
Walden Dissertations and Doctoral Studies
Organizations in the age of modern technology have a diverse workforce, who are spread around the globe, and the business leaders of the 21st century need to understand how best to manage, overcome new challenges, and know the various skills of team members to capitalize on their differences and unique skills. To allow those geographically dispersed workers to reach their full potential and facilitate team success. Global virtual teams (GVTs) operate in complex environments characterized by diverse cultural and organizational elements. The primary purpose of this correlational and nonexperimental quantitative research was to examine the impact of transformational leadership on …
Strategies For Improving First-Line Supervisor Problem-Solving Abilities In The Retail Supermarket Industry, John E. Jarvis
Strategies For Improving First-Line Supervisor Problem-Solving Abilities In The Retail Supermarket Industry, John E. Jarvis
Walden Dissertations and Doctoral Studies
First-line supervisors in U.S. retail organizations are unable to resolve nearly 34% of typical daily customer problems for their organizations. The purpose of this single case study was to explore the strategies retail supermarket managers have used to improve 1st line supervisor problem solving abilities within a retail supermarket company in Winston-Salem, North Carolina. The conceptual framework for this study was the skills-based leadership model. Data were collected from semistructured interviews with 4 retail store manager participants with a successful record of improving first-line supervisor problem solving abilities. Additionally, the review of company documents including training guides, training checklists, job …
The Role Of Followership During Periods Of Absent Leadership, Robert Alan Leonard
The Role Of Followership During Periods Of Absent Leadership, Robert Alan Leonard
Walden Dissertations and Doctoral Studies
With a culture focused on leadership, the purpose in this study was to explore untested assumptions about followers and their being ignored as independent productive actors in the workplace. The lived experience of followers and their impact on the success or failure of organizations during periods of absent leadership was explored via 4 independent situations. A qualitative, phenomenological research design based primarily on the theoretical framework of Moustakas and the research design of Patton guided the study. The 3 key research questions were explored with regard to followers during periods of absent leadership: how they respond, what actions they take …
A Closer Look At The Assistant (To The) Regional Manager: Personality Differences Between First And Second In Command Leaders In Organizations, Ross Benes
McNair Scholars Research Journal
Although a great deal of research has established personality differences between leaders and their followers (Lord, de Vader, & Alliger, 1986) there has been little research on how leaders at different levels of organizations may differ from one another. In particular, no research to date has examined whether or not there are personality differences between those who are first in command of their organizations and those second in command. The present study attempts to explore whether or not these differences exist in terms of both lay perceptions and in reality. The researchers in this study asked 401 individuals to contrast …
Positive Global Leadership, Carolyn M. Youssef, Fred Luthans
Positive Global Leadership, Carolyn M. Youssef, Fred Luthans
Department of Management: Faculty Publications
In the wake of increasing globalization, today’s organizational leaders are faced with unprecedented complexity. To help meeting the challenge, this article proposes a new positive approach to global leadership. After first providing the background on positivity, positive global leadership is carefully defined and its similarities and differences with both the established and contemporary leadership theories are noted. The discussion then turns to how positive global leadership addresses three major challenges in the global context of distance, cultural differences and cross-cultural barriers. The article concludes that this new positive approach can help global leaders to leverage diverse strengths in themselves and …
Transformational Leadership In China: The Role Of Trust And Harmony, Wai Kwan (Elaine) Lau
Transformational Leadership In China: The Role Of Trust And Harmony, Wai Kwan (Elaine) Lau
Management Faculty Research
Transformational leadership attracted a significant amount of scholarly attention in the past few decades. This study is designed to develop an effective transformational leadership model that works in the Chinese context. A model is proposed to clarify the mediating effects of trust and harmony on the relationship between transformational leadership and its effectiveness. The model provides a new perspective on leadership in the Chinese context that is ignored in the Western leadership literature. It also offers a clearer understanding of how best transformational leadership practice combines with traditional Chinese wisdom to do a better job in accounting for the leader-follower …
Exploration Of The Project Management Practitioner's Emotional Intelligence Competencies, Linda A. Hooper
Exploration Of The Project Management Practitioner's Emotional Intelligence Competencies, Linda A. Hooper
Walden Dissertations and Doctoral Studies
The success rate of information technology projects is on a downward trend, with reported losses in the billions of dollars. Recent studies indicate a 50--56% project success rate based on quality, budget, and on-time criteria. Building upon the conceptual framework of the emotional intelligence and knowledge management theories, the purpose of this phenomenological study was to explore how project management practitioners apply self- and cultural-awareness competencies to affect project outcomes. Using a purposeful sampling method, 24 experienced U.S.-based project management practitioners participated in a web-based questionnaire. Following Giorgi's data reduction process resulted in numeric data coding. Thematic analysis revealed themes …
The Leadership Of Emergence: A Complex Systems Leadership Theory Of Emergence At Successive Organizational Levels, Benyamin B. Lichtenstein, Donde Ashmos Plowman
The Leadership Of Emergence: A Complex Systems Leadership Theory Of Emergence At Successive Organizational Levels, Benyamin B. Lichtenstein, Donde Ashmos Plowman
Department of Management: Faculty Publications
Complexity science reframes leadership by focusing on the dynamic interactions between all individuals, explaining how those interactions can, under certain conditions, produce emergent outcomes. We develop a Leadership of Emergence using this approach, through an analysis of three empirical studies which document emergence in distinct contexts. Each of these studies identifies the same four “conditions” for emergence: the presence of a Dis-equilibrium state, Amplifying actions, Recombination/“Self-organization”, and Stabilizing feedback. From these studies we also show how these conditions can be generated through nine specific behaviors which leaders can enact, including: Disrupt existing patterns through embracing uncertainty and creating controversy, Encourage …
The Intersection Of Punctuated Equilibrium And Leadership Emergence Within The Framework Of Naturalistic Decision Making, Linda Moerschell
The Intersection Of Punctuated Equilibrium And Leadership Emergence Within The Framework Of Naturalistic Decision Making, Linda Moerschell
Walden Dissertations and Doctoral Studies
Punctuated equilibrium, a theory of unexpected and sudden change arising out of evolutionary biology and paleontology, has been applied to decision sciences, physics, organizational theory, and group behavior but never to leadership emergence theories. The purpose of the study was to discover how leadership emerges during a period of punctuated equilibrium, a sudden and unexpected change event, using a naturalistic decision making framework. Thus, the research question probed how leadership emergence could be theoretically modeled in a critical event. This grounded theory study was particularly unique because it drew from, and helped unify the four scientific foundations of complexity science, …
Getting Past Conflict Resolution: A Complexity View Of Conflict, Leticia Andrade, Donde Ashmos Plowman, Dennis Duchon
Getting Past Conflict Resolution: A Complexity View Of Conflict, Leticia Andrade, Donde Ashmos Plowman, Dennis Duchon
Department of Management: Faculty Publications
The traditional view of conflict, as a problematic condition always requiring reduction or elimination and whose conditions or outcomes can be predicted, is incompatible with a complex adaptive systems view of organizations. Thus, conventional approaches to reducing conflict are often futile because the fundamental properties of complex adaptive systems are the source of much organizational ‘conflict.’ In this paper we offer an alternative view of conflict as pattern fluctuations in complex adaptive systems. Rather than needing reduction or elimination, conflict is the fuel that drives system growth and enables learning and adaptive behaviors, making innovation possible. Instead of focusing on …
The Future Of Leadership Development: The Importance Of Identity, Multi-Level Approaches, Self-Leadership, Physical Fitness, Shared Leadership, Networking, Creativity, Emotions, Spirituality And On-Boarding Processes, Craig L. Pearce
Department of Management: Faculty Publications
Leadership and, consequently, leadership development have taken on far greater import in recent times. As organizations have steadily progressed into the knowledge economy we can no longer rely on simple notions of top–down, command-and-control leadership, based on the idea that workers are merely interchangeable drones. Accordingly, in this special issue you will find seven articles that provide a glimpse over the horizon, so to speak, of leadership development: Together the authors provide a rich research roadmap and a practical set of options for leadership development professionals regarding the next important steps for leadership development, which will carry us well into …
Learning To Co-Create The Solutions We Seek: The Art Of Hosting A Nonprofit Organization, Jeannel E. King
Learning To Co-Create The Solutions We Seek: The Art Of Hosting A Nonprofit Organization, Jeannel E. King
Regis University Student Publications (comprehensive collection)
The Art of Hosting is an emergent leadership model that compliments rapidly changing business needs and environments. This paper presents grounded theory on Art of Hosting components, including the Four Fold Invitation, Hobbit Tools, Five Diamonds of Participation, and Harvesting. An in-depth case study describes the use of Hosting architecture as the design for a nonprofit organization. While the Art of Hosting is effective for involving the community in discussions to co-create solutions to difficult problems, the practice does not easily facilitate a transition from discussion to action. As a framework for operating a nonprofit organization, further research is necessary …
Relational Leadership Theory: Exploring The Social Processes Of Leadership And Organizing, Mary Uhl-Bien
Relational Leadership Theory: Exploring The Social Processes Of Leadership And Organizing, Mary Uhl-Bien
Leadership Institute: Faculty Publications
Relational leadership is a relatively new term in the leadership literature, and because of this, its meaning is open to interpretation. In the present article I describe two perspectives of relational leadership: an entity perspective that focuses on identifying attributes of individuals as they engage in interpersonal relationships, and a relational perspective that views leadership as a process of social construction through which certain understandings of leadership come about and are given privileged ontology. These approaches can be complementary, but their implications for study and practice are quite different. After reviewing leadership research relative to these two perspectives I offer …
Complexity Leadership Theory: An Interactive Perspective On Leading In Complex Adaptive Systems, Benyamin B. Lichtenstein, Mary Uhl-Bien, Russ Marion, Anson Seers, James Douglas Orton, Craig Schreiber
Complexity Leadership Theory: An Interactive Perspective On Leading In Complex Adaptive Systems, Benyamin B. Lichtenstein, Mary Uhl-Bien, Russ Marion, Anson Seers, James Douglas Orton, Craig Schreiber
Department of Management: Faculty Publications
Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and …
The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce
The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce
Department of Management: Faculty Publications
The current study investigated the relative influence of vertical versus shared leadership within new venture top management teams on the performance of startups using two different samples. Vertical leadership stems from an appointed or formal leader of a team (e.g., the CEO), whereas shared leadership is a form of distributed leadership stemming from within a team. Transformational, transactional, empowering, and directive dimensions of both vertical and shared leadership were examined. New venture performance was considered in terms of revenue growth and employee growth. The first sample was comprised of 66 top management teams of firms drawn from Inc. Magazine’s …
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Unlocking The Mask: A Look At The Process By Which Authentic Leaders Impact Follower Attitudes And Behaviors, Bruce Avolio, William L. Gardner, Fred Walumbwa, Fred Luthans, Douglas R. May
Department of Management: Faculty Publications
The conceptual and empirical links between authentic leadership and follower attitudes, behaviors, and performance outcomes have not been fully developed. Although we have a number of articles developing the theory of authentic leadership and testing propositions that will appear in a forthcoming special issue of The Leadership Quarterly (Vol. 16, Issue 3, 2005), the focus of this article is to provide some of the initial foundation work for the broader theoretical framework of how authentic leaders influence follower attitudes, behaviors, and performance. Here, we draw from positive organizational behavior, trust, hope, emotion, identification, and identity theories to describe the processes …
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Impact Of Transformational Leadership On Follower Development And Performance: A Field Experiment, Taly Dvir, Dov Eden, Bruce Avolio, Boas Shamir
Department of Management: Faculty Publications
In a longitudinal, randomized field experiment, we tested the impact of transformational leadership, enhanced hy training, on follower development and performance. Experimental group leaders received transformational leadership training, and control group leaders, eclectic leadership training. The sample included 54 military leaders, their 90 direct followers, and 724 indirect followers. Results indicated the leaders in the experimental group had a more positive impact on direct followers' development and on indirect followers' performance than did the leaders in the control group.