Open Access. Powered by Scholars. Published by Universities.®

Business Administration, Management, and Operations Commons™

Open Access. Powered by Scholars. Published by Universities.®

Leadership

Discipline
Institution
Publication Year
Publication
Publication Type
File Type

Articles 571 - 600 of 698

Full-Text Articles in Business Administration, Management, and Operations

A Multidimensional Analysis Of The Relationship Between Leader-Member Exchange And Organizational Citizenship Behavior With An Alternative Measure Of Leader-Member Exchange, Yann-Jang Wu Jan 2009

A Multidimensional Analysis Of The Relationship Between Leader-Member Exchange And Organizational Citizenship Behavior With An Alternative Measure Of Leader-Member Exchange, Yann-Jang Wu

Legacy Theses & Dissertations (2009 - 2024)

Leader-Member Exchange (LMX) theory proposed that a leader will develop a unique exchange pattern with each subordinate (Liden, Wayne, & Stilwell, 1993). Empirically, LMX has shown significant associations with many work outcomes (Gerstner & Day, 1997). One of these valued outcomes is organizational citizenship behavior (OCB), which is defined as action enacted beyond one's assigned duties on the job (Farh, Podsakoff, & Organ, 1990). Positive correlations between LMX and OCB have been demonstrated in previous research (Podsakoff, MacKenzie, Paine, & Bachrach, 2000). Both LMX and OCB were proposed to comprise several sub-factors; nevertheless, correlations between LMX and OCB have always …

Go to article

The Influence Of Leader Behaviors On The Leader-Member Exchange Relationship, Mark Edward O'Donnell Jan 2009

The Influence Of Leader Behaviors On The Leader-Member Exchange Relationship, Mark Edward O'Donnell

Legacy Theses & Dissertations (2009 - 2024)

Most studies examining the relationship between leader behavior and leader-member exchange (LMX) have examined only one or two leader behaviors, and many studies have employed composite leader behavior measures. The exclusive use of composite measures eliminates the examination of more distinct behaviors that may have substantially different effects on LMX. For example, composite measures of transformational leadership behavior often include a broad range of distinct leader behaviors, such as supporting, developing, leading by example, envisioning change, and encouraging innovative thinking (Bass & Avolio, 1990). The composite measures of transformational leadership do not include some important relations-oriented behaviors, such as consulting, …

Go to article

The Influence Of Leader Behavior Patterns On Leader Effectiveness And Follower Satisfaction, Minsu Lee Jan 2009

The Influence Of Leader Behavior Patterns On Leader Effectiveness And Follower Satisfaction, Minsu Lee

Legacy Theses & Dissertations (2009 - 2024)

A survey field study was conducted to analyze the impact of task-oriented and relations-oriented behaviors on leadership effectiveness and subordinate satisfaction. The current study not only looked at the simple relationships among variables, but also examined on the possibility of curvilinear relationships and additive effects versus multiplicative effects in predicting leader effectiveness and follower satisfaction.

Go to article

An Examination Of An Antecedent And Consequences Of Supervisor Morally Questionable Expediency, Rebecca Greenbaum Jan 2009

An Examination Of An Antecedent And Consequences Of Supervisor Morally Questionable Expediency, Rebecca Greenbaum

Electronic Theses and Dissertations

Supervisor morally questionable expediency occurs when subordinates perceive that their supervisors engage in morally questionable behavior to expedite their work for self-serving purposes (Greenbaum & Folger, 2008). A supervisor's preoccupation with the bottom-line (Greenbaum, 2007; Greenbaum & Folger, 2008; Wolfe, 1988) is examined as an antecedent of morally questionable expediency. It was hypothesized that subordinates experience deontic reactions (Folger, 2001) in the form of a moral psychological contract violation. Consequently, subordinates were hypothesized to reduce performance, engage in antisocial behavior and supervisor-directed deviance. Survey data from 259 subordinate-supervisor dyads provided general support for this hypothesized model. However, post hoc analyses …

Go to article

The Relationship Between Reproducing Ownership And Sustaining Non-Profit Collaboration, Nonie Brennan Dec 2008

The Relationship Between Reproducing Ownership And Sustaining Non-Profit Collaboration, Nonie Brennan

Student Scholarship

Semi-structured interviews with 21 partners of three long-standing, non-profit collaborations in the health and human services sector emphasize the role of constituents’ sense of “ownership”– and their continuous reproduction of it − on collaboration sustainability. The data suggests that enduring collaborations are characterized, on the one hand, by employee behaviors typically considered aberrant – including rule breaking and rule making – and on the other, “appreciative” participant behaviors. Findings imply non-profit governance and leadership can purposefully foster environments in which collaboration ownership can reproduce.

Go to article

Faith In The Workplace, C. William Pollard Jul 2008

Faith In The Workplace, C. William Pollard

C. William Pollard Papers

Speaking at the Samaritan Interfaith Focus on Faith Breakfast (Cress Creek Country Club - Naperville, IL), Pollard addresses the question of faith in the workplace. In particular, he posits that servant leadership is the primary means by which one actualizes religious faith in everyday life.

Go to article

What Is Your Business? (Chicago), C. William Pollard Jun 2008

What Is Your Business? (Chicago), C. William Pollard

C. William Pollard Papers

In this speech at the 2008 Chicago Executive Forum Breakfast (Naperville, IL), Pollard posits that Christian businesses (i.e., corporations in which, among other things, managers see themselves as servant leaders) should understand profit as a means for the development of human character.


Go to article

The Virtue Of Profit (Washington, D.C.), C. William Pollard Jun 2008

The Virtue Of Profit (Washington, D.C.), C. William Pollard

C. William Pollard Papers

Speaking at the 2008 PathNorth June Gathering (Washington, D.C.), Pollard contends that profit can be considered virtuous when it allows servant leaders to invest in employees, thereby contributing to the moral and spiritual formation of human beings.

Go to article

Be Leaders. Do Leadership., Barry Z. Posner May 2008

Be Leaders. Do Leadership., Barry Z. Posner

Management & Entrepreneurship

Too much of the time, business schools teach students about leadership, about leadership theories and concepts, about social psychological concepts as "applied" to leadership. Learning about leadership is not the same as learning to be a leader. We should be teaching our students to be leaders.

Go to article

Decision Making In Complex Environments: The Role Of The Pathfinder Leader, Bruce C. Gockerman May 2008

Decision Making In Complex Environments: The Role Of The Pathfinder Leader, Bruce C. Gockerman

Student Scholarship

In a world of increasingly complex environments decision making processes become ever more important. This research examines the role of the pathfinder leader in a specific collective action of a complex galaxy of actors seeking to develop an enforceable water resources regime and extends that examination to a more general population engaged in complex civic collective actions within the context of municipal governance. This work extends emergent leadership research within governance structures, with implications for research and practice. The research also develops quantitative measures for collective action costs, benefits and outcomes.

Go to article

Sustaining Non-Profit Collaboration: The Relationship Between Governance And Leadership, Nonie Brennan May 2008

Sustaining Non-Profit Collaboration: The Relationship Between Governance And Leadership, Nonie Brennan

Student Scholarship

More and more, not-for-profit health and human service organizations are turning to collaboration to address serious community problems. Understanding the role of governance and leadership within a collaborative structure is critical. This research proposal focuses on governance and leadership within interorganizational collaboration addressing health and human service issues. We propose an examination of three collaborations sharing the same lead agency. The intention is to explore the governance structure and the elements of leadership that provide the infrastructure and lay the ground work for a sustained collaboration. The research question is: How do governance structures and leadership practices facilitate sustained collaboration …

Go to article

Perceived Random Leader Selection In Work Groups, Daniel Marsh Apr 2008

Perceived Random Leader Selection In Work Groups, Daniel Marsh

Undergraduate Theses and Capstone Projects

Different methods of selecting a leader for work groups have been shown to have significant effects on the group's overall performance (Henningsen, et al., 2004). It has been suggested that systematic selection of leadership is detrimental to a group's performance and cohesiveness in certain cases (Haslam et al., 1998). This has been supported by many studies (Haslam et al., 1998; Henningsen et. al., 2004). In such cases it may be more beneficial to pick a leader in a random fashion instead of picking one due to leadership abilities. It was hypothesized that it is even more beneficial in these cases …

Go to article

Notes From A Herman Miller Company Board Meeting, C. William Pollard Apr 2008

Notes From A Herman Miller Company Board Meeting, C. William Pollard

C. William Pollard Papers

These handwritten notes -- mainly including material concerning the topic of responsible leadership -- provide Pollard's perspective on a 2008 Herman Miller Company board meeting.

Go to article

Authentic Leadership: Do Leader's Values Impact Their Authenticity In The Eyes Of Their Followers? A Quantitative Study, Barbara Clemenson Apr 2008

Authentic Leadership: Do Leader's Values Impact Their Authenticity In The Eyes Of Their Followers? A Quantitative Study, Barbara Clemenson

Student Scholarship

Leadership theory defines authentic leaders as those holding high moral values, and posits that authentic leaders, through their integrity and altruism, inspire followers to emulate them by also developing their own values, integrity and caring. If the authentic leadership construct is valid, then followers must perceive their leaders' integrity and altruism before they will desire to emulate them, and these perceptions should be influenced by leaders' value content. This empirical study addresses that fundamental question: Do leaders' values impact their perceived authenticity--their integrity and altruism--in the eyes of their followers?

Go to article

Big Issues Resulting In Bold Decisions: How Boards Of High-Performing Professional Societies Engage, Mark T. Engle Jan 2008

Big Issues Resulting In Bold Decisions: How Boards Of High-Performing Professional Societies Engage, Mark T. Engle

Student Scholarship

According to Taylor, Chait, and Holland (1996) and Carver (1997), boards of nonprofit organizations spend too much of their limited available time pursuing trivial decisions. This paper examines how boards of high-performing professional societies tackle big issues. Using a decision theoretic approach, the paper conceptualizes bold decision making as involving a particular decision space (Papadakis, Lioukas, & Chambers, 1998), a set of decision steps (DeSanctis & Gallupe, 1987; Nutt, 1984), and group processes associated with bounded rationality (Boland & Pondy, 1986; Simon, 1991). This framework is measured against findings from fieldwork, resulting in a revised conceptual model and general support …

Go to article

Big Issues Resulting In Bold Decisions: How Boards Of High-Performing Professional Societies Engage, Mark T. Engle Jan 2008

Big Issues Resulting In Bold Decisions: How Boards Of High-Performing Professional Societies Engage, Mark T. Engle

Student Scholarship

According to Taylor, Chait, and Holland (1996) and Carver (1997), boards of nonprofit organizations spend too much of their limited available time pursuing trivial decisions. This paper examines how boards of high-performing professional societies tackle big issues. Using a decision theoretic approach, the paper conceptualizes bold decision making as involving a particular decision space (Papadakis, Lioukas, & Chambers, 1998), a set of decision steps (DeSanctis & Gallupe, 1987; Nutt, 1984), and group processes associated with bounded rationality (Boland & Pondy, 1986; Simon, 1991). This framework is measured against findings from fieldwork, resulting in a revised conceptual model and general support …

Go to article

Reflections For The Herman Miller Board, C. William Pollard Jan 2008

Reflections For The Herman Miller Board, C. William Pollard

C. William Pollard Papers

In this speech -- delivered at a Herman Miller Board Meeting in Buffalo Grove, IL -- Pollard reflects on what he has learned as a board member, noting in particular how the company was founded on a holistic view of the human person and the idea that the business leader is only a steward of God's property.

Go to article

We Lead From The Inside Out, Barry Z. Posner, James M. Kouzes Jan 2008

We Lead From The Inside Out, Barry Z. Posner, James M. Kouzes

Management & Entrepreneurship

This article makes the argument that becoming an effective leader is an inside-out process. Leaders, through self examination, realize their passions, values, and the legacy that gives meaning to their life. Leading a life that is congruent with one's personal believes and values gives leaders the authenticity and credibility that their constituents desire. Once leaders have identified their values, they have a greater sense of stability, confidence and peace. Without firm core beliefs, a leader is perceived as inconsistent and untrustworthy and unlikely to be willingly followed. Answering the internal question "Who am I?" is crucial for leaders.

Go to article

How Scientist/Founders Lead Successful Biopharmaceutical Organizations: A Study Of Three Companies, Lynn Johnson Langer Jan 2008

How Scientist/Founders Lead Successful Biopharmaceutical Organizations: A Study Of Three Companies, Lynn Johnson Langer

Antioch University Dissertations & Theses

The purpose of this study was to determine how the leadership of scientist/founders of biopharmaceutical companies affects the success of their organization. Over half of all biotechnology firms are founded by scientists, yet for every start-up biotech firm that succeeds, 15-20 fail and eight out of 10 drugs fail in clinical trials (Federal Reserve Bank of Dallas, 2007; Stanford Graduate School of Business, n.d.; Zhang & Patel, 2005). To bring a biopharmaceutical product from the research bench to the consumer costs more than $800 million (Tufts, 2007). This dissertation research explored the leadership practices of three successful scientist/founders and how …

Go to article

Mentoring Women Of Color For Leadership: Do Barriers Exist?, Sandra Yvonne Jeffcoat Jan 2008

Mentoring Women Of Color For Leadership: Do Barriers Exist?, Sandra Yvonne Jeffcoat

Antioch University Dissertations & Theses

The number of women in the workforce is increasing, but they continue to hold few corporate leadership positions. Women are running into the glass ceiling, a ceiling that is thicker for Women of Color. The under-representation of women and minorities in leadership positions and the recognition of the business value of Diversity in this global economy have driven organizations to launch diversity programs and use mentoring as support for aspiring women leaders. Ragins and Cotton's 1991 research found that there were barriers for women who were looking to use mentoring as a tool for leadership development, but her participants were …

Go to article

Poetic Leadership, A Territory Of Aesthetic Consciousness And Change, R. Amrit Kasten-Daryanani Jan 2008

Poetic Leadership, A Territory Of Aesthetic Consciousness And Change, R. Amrit Kasten-Daryanani

Antioch University Dissertations & Theses

Poetic leadership is a new theoretical construct that views leadership as an activity that unites a lyrical intellect with keenly felt emotion for the purpose of producing changes in the consciousness of self and others. This change begins within the interiority of self, moving surely to broader realms of one's surroundings and society, provoking movement that impacts the developing potential of the individual and the cultural milieu in which they exist. Emotion is the primary trace into consciousness used in this dissertation, which serves to unite experiences of the heart with experiences of the mind. The unification of these disparate …

Go to article

Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe Dec 2007

Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe

Student Scholarship

A qualitative study of eleven male and eleven female directors was undertaken to investigate gender differences relating to championing tough issues at the board. This study demonstrated that men and women at the board share common mechanisms in the championing process. Correspondingly, they also evidenced notable differences. A championing model is presented to examine the gendered differences of the "tough issues" championing process. The model incorporates (1) the preconditions to championing, (2) the board environment that impacts the choice to champion (3) the influencing factors that impact the engagement process (4) the engagement style of the champions and (5) the …

Go to article

Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe Dec 2007

Championing "Tough Issues": How Women And Men Corporate Directors Contribute Differently To Board Deliberations, Nancy E. Mcinerney-Lacombe

Student Scholarship

A qualitative study of eleven male and eleven female directors was undertaken to investigate gender differences relating to championing tough issues at the board. This study demonstrated that men and women at the board share common mechanisms in the championing process. Correspondingly, they also evidenced notable differences. A championing model is presented to examine the gendered differences of the "tough issues" championing process. The model incorporates (1) the preconditions to championing, (2) the board environment that impacts the choice to champion (3) the influencing factors that impact the engagement process (4) the engagement style of the champions and (5) the …

Go to article

Timeless Values In Turbulent Times (Bentonville, Ar), C. William Pollard Sep 2007

Timeless Values In Turbulent Times (Bentonville, Ar), C. William Pollard

C. William Pollard Papers

Delivered at Wal-Mart headquarters in Bentonville, AR, this speech focuses on the importance of cultivating values and developing character in corporate institutions. Pollard pays special attention to the role of leaders in the formation of businesses as moral communities.

Go to article

Trap, Escape And Vision Integration: Key Adaptive Challenges Of Leadership In Conflict, Tin Muang Than Aug 2007

Trap, Escape And Vision Integration: Key Adaptive Challenges Of Leadership In Conflict, Tin Muang Than

Student Scholarship

The paper identifies trap, escape and vision integration as adaptive challenges to leadership in conflict, particularly in the context of Burma, where military government and elected parties have been in political impasse since 1990 elections. International sanctions and constructive engagement strategies have failed to bring the parties to the table. Burmese opposition leaders have found that other parties are simply unwilling to begin negotiations. In this context, what can opposition leaders do when a major actor of conflict is reluctant to enter into negotiation? Concepts are mainly drawn from theories of leadership, conflict and group. The research objective is to …

Go to article

What Leaders Can Learn From Athletics: Inconsistencies Between Leadership In Sports And Leadership In Corporations, Peter A. Maresco Jul 2007

What Leaders Can Learn From Athletics: Inconsistencies Between Leadership In Sports And Leadership In Corporations, Peter A. Maresco

WCBT Faculty Publications

The article discusses how the individual performance affect the performance of the rest of the members of the team. The author cites from the perspective of a baseball player or any other team sport where the actions of one affect the actions of the other members. Each player is familiar with the rules, knows exactly what to do when it come to playing their position, and each person on the team is fully aware of the impact their performance will have on the other members of the team. Therefore, business leaders should hire individuals who are already familiar with their …

Go to article

A Qualitative Study Of Selected Quality Knowledge And Practices In Guangdong Province, China, Tyler R. Thomas Mar 2007

A Qualitative Study Of Selected Quality Knowledge And Practices In Guangdong Province, China, Tyler R. Thomas

Theses and Dissertations

The manufacturing industry has become very competitive in today's global market environment. Many US companies are faced with the choice of keeping their manufacturing domestic or looking to low cost off-shore countries to take advantage of the labor costs differences. To gain an understanding of the state of manufacturing in China, a major focus in the manufacturing world today, this thesis was undertaken. This thesis presents the findings of research conducted in Guangdong Province, China in June - July, 2005. This research addressed customer focus, leadership and general manufacturing and quality knowledge and practices of small, medium and large sized …

Go to article

Leadership In Turbulent Times (Indianapolis), C. William Pollard Jan 2007

Leadership In Turbulent Times (Indianapolis), C. William Pollard

C. William Pollard Papers

Whereas many Christians consider business a "necessary evil," in this address at the Christian Bookseller's Association Advance 2007 meeting (Indianapolis, IN) Pollard argues that profit can be virtuous, especially if corporate managers set the tone by considering themselves the servants of those they lead.




Go to article

Downsizing, Rightsizing, And Restructuring: How Leadership Can Increase Associate Accountability During Change, Edward S. Keszkowski Jan 2007

Downsizing, Rightsizing, And Restructuring: How Leadership Can Increase Associate Accountability During Change, Edward S. Keszkowski

Seton Hall University Dissertations and Theses (ETDs)

.

Go to article

Authentic Leadership Style And Its Implications In Project Management, Shamas-Ur-Rehman Toor, George Ofori, Faisal Manzoor Arain Jan 2007

Authentic Leadership Style And Its Implications In Project Management, Shamas-Ur-Rehman Toor, George Ofori, Faisal Manzoor Arain

Business Review

Project leader/manager is vital for project management organization. Project manager should be able to influence the followers positively, manage several activities together, communicate with various stakeholders at the same time, manage conflicts, take difficult and risky decisions, deal with several socio-economic and cultural challenges, handle several deadlines, control the resources, solve disputes, and finally achieve the project objectives. To accomplish these jobs, the project leader must develop an appropriate leadership style which can be employed under such circumstances for effective performance outcomes. Moreover, leadership researchers have argued that current frameworks do not suffice the need to develop future leaders who …

Go to article

First Prev Next Last