Business Commons^™

Where Do I Stand? The Interaction Of Leader–Member Exchange And Performance Ratings, Hassan Baker, Guowei Jian, Gail Fairhurst

Guowei Jian

The congruence model of leader–member exchange (LMX) quality predicts that agreement between leader and members regarding relationship quality is associated with follower performance. However, questions remain over how cultural relational norms influence congruence. This study, based on a government-linked international joint venture in Malaysia, investigates cultural relational norms in relation to leader–member agreement on relational quality and leader evaluation of member performance. Our findings revealed that LMX quality agreement was related to in-role and extra-role performance among dyadic relationships conforming to Malaysian cultural norms. This study contributes to understanding how cultural relational norms provide conditions to the congruence model of …

Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh

Anthony Erickson

This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …

Destructive Leader Behavior: A Comparison Of Australian, American And Iranian Leaders Using The Destructive Leadership Questionnaire (Dlq), James Shaw, Anthony Erickson, Farzaneh Nasirzadeh

James B Shaw

This article provides insights into the important but relatively unexamined issue of destructive leadership in a non-Western country. Although tentative, the article also provides some guidance for expatriate managers in adapting their own behavior to avoid being categorized as “destructive” by non-Western subordinates. In the following pages, we report the findings of a study of destructive leader behaviors among convenience samples of Australian, American, and Iranian leaders. No differences were found between Australian and American leaders in regard to the nature and frequency of destructive behaviors. As a result, the Australian and American data were combined and compared to a …

Leader-Follower Congruence And Transformational Leadership: A Test Using Response Surface Modeling, George Hrivnak, Tjai Nielsen

George Hrivnak

Using polynomial regression and response surface modeling in a lagged field study, we examine relationships among leader and follower extraversion fit and follower ratings of transformational leadership. This paper builds on prior research investigating the influence that leader and follower personality factors have on follower perceptions of leadership. Data from a sample of 117 Naval Midshipmen dyads suggest that leader-follower extraversion congruence at Time 1 was positively related to higher follower ratings of transformational leadership at Time 2. The implications of these findings are discussed with respect to perceptions and attributions of leadership, the potential role that extraversion congruence may …

An Investigation Of Authentic Leadership's Individual And Group Influences On Follower Responses, Carol Gill, Arran Caza

Carol Gill

In this study, we investigated and clarified aspects of the multilevel nature of Authentic Leadership (AL) and its effects on followers. Specifically, we hypothesized that AL would have distinct effects through both personalized AL (P_AL), which is a leader’s direct effect on a follower, and through generalized AL (G_AL), which is a leader’s indirect or group-based effect on a follower as a result of leadership effects among the follower’s coworkers. These hypotheses were consistent with a complete review of the empirical literature on AL’s effects and the results from a sample of leaders and followers working in a large multinational …

Leadership And Power, Ray Gordon

Ray Gordon

Extract: This chapter traces a path through the leadership literature that, in general terms, explores how leadership theorists have addressed the topic of power in organisations.

Transforming Nobody To Somebody: Do Transformational Leadership And Relationship Marketing Make A Difference For Sustainable Marketing?, Nalin Abeysekera, Ananda Wickramasinghe

Ananda Wickramasinghe

With a complex, dynamic and fiercely competitive business environment and consumerism, sustainable relationship marketing is a hallenge that is critical for businesses. The concept of transformational leadership can be considered as the most influential over the last two decades in changing the ways that businesses are operating - in particular, in marketing their products, and attracting, delighting and retaining customers for the long run. This conceptual paper examines the relationship between transformational leadership and relationship marketing in the context of selling. In particular, the usage of trust and commitment used by both theories has been discussed extensively. Ultimately this study …

Mutiny And Its Bounty: Leadership Lessons From The Age Of Discovery, Patrick Murphy

Patrick J. Murphy

No abstract provided.

An Ethnographic Account Of Leadership, Power And Change, Ray Gordon

Ray Gordon

The paper provides a genealogical account of a police organization’s attempt to implement what senior officers in its behavioural change division described as a dispersed leadership (Bryman, 1996; Gordon, 2002) strategy. I describe the organization and provide a detailed account of the dynamics that emerge as groups and individuals who historically held positions of power found themselves reporting to one of many designated leaders. The account depicts how the organization’s dispersion of leadership, while on the surface represents a new and successful endeavour, is rendered problematic by the organization’s historical constitution of power.

The Role Of The Pmo, Lynn Crawford

Lynn Crawford

For more than 50 years the so-called modern project management has been a continuously growing discipline. Initially developed for the management of major projects in special sectors, it is now part of most industries and organizations. In line with this development, the number and complexity of projects in organizations has increased substantially, enlarging the economic importance of projects. Today, managers not only need to know the basics of project management. Successful project management also requires knowledge of the complex interactions between projects and the permanent part of the organization and of the social processes within and between project teams. For …

Leadership Principles In 2 Corinthians, Gregory A. Smith

Gregory A. Smith

Paul’s relationship with the church at Corinth provides a detailed leadership case study. This is nowhere clearer than in 2 Corinthians, where every chapter displays Paul’s leadership attitudes and practices. Proceeding from the assumption that Paul’s leadership is worthy of emulation, this guide summarizes his behavior under eight headings:

• Accountability & Integrity

• Mission-Centeredness

• Investment in Followers

• Accurate Self-Concept

• Weakness & Adversity

• Assertiveness & Gentleness

• Advocacy

• Shared Responsibility

A Framework For Leadership Development, George Hrivnak, Rebecca Reichard, Ronald Riggio

George Hrivnak

Despite the tremendous amount of time, money, and energy spent by practitioners and scholars alike to understand, promote, and facilitate effective leadership development, the field is still far from fully understanding what is often regarded as both art and science. That is not to suggest, however, that the field's efforts have failed to result in substantial progress. Indeed, after defining some salient concepts and the overall scope of this chapter, we review some of the major theoretical and empirical advances in leadership development. Furthermore, the trends and 'best practices' dominant in today's organizations in leadership development are then summarized and …

Australia’S Dennis Family Corporation, Justin Craig, Ken Moores

Justin B. Craig

This paper details how the Australia Dennis family has been able to professionalize their family business while still retaining their family values and realizing the founders’ vision. We detail how Bert and Dawn Dennis and their four adult offspring decided to amalgamate their associated businesses with the parent company and take on the challenge of professionalizing this new entity. We highlight that, although the four siblings had learnt business, they had to now learn their family business. In addition, the CEO, Grant Dennis, had to learn to lead the business. As well, the Dennis family had to learn to give …

An Empirical Investigation Of The Antecedents, Behaviors, And Outcomes Of Bad Leadership, Anthony Erickson, James Shaw, Zha Agabe

James B Shaw

This exploratory study identifies actions and behaviours which subordinates attribute to ‘bad leadership’ and explores the implications these factors have for organizations. Data was obtained through a web-based survey that generated 335 respondents who completed at least some of the questions. Results identified the prevalence of bad leaders; behaviours causing a leader to be perceived as bad; the impact of bad leaders on the employee and organisation; whether these bad leaders had always been bad; and what happened to the bad leader. An interesting discovery was that the majority of bad leaders were either promoted or rewarded by the organization.

Dummy Boards And Bored Dummies: Changes Needed At Bauer Holdings, Justin Craig, James Bergmuller

Justin B. Craig

Frank Bauer rules Bauer Holdings by stealth and sees no reason why he should consider giving up his position as Chairman of the board. In this way, Frank is like many business leaders who have been involved in a multi-generational business since its founding. One of Frank's sons holds a position on the board and although Frank wants this son to eventually take over the business, the anointed son does not have the skills required or the passion to pursue the position. The third generation Bauers' are now questioning their involvement in the business and what role, if any, they …

Emotion And Attribution Of Intentionality In Leader-Member Relationships, Marie T. Dasborough

Marie T Dasborough

No abstract provided.