Models of Leadership eJournal最新文献

{"title":"Servant Leadership and Religious Values: Drawing Speculation to Commonalities between Servant Leadership Characteristics and Faith-Based Values","authors":"Aeron Zentner","doi":"10.2139/ssrn.2638587","DOIUrl":"https://doi.org/10.2139/ssrn.2638587","url":null,"abstract":"The theory of servant leadership has been considered a grey area within leadership literature, as certain perspectives suggest the theory to resemble an oxymoron as it focuses on service and leading others. However, literature reflects servant leadership to have a positive impact on organization and team level performance. The focus of paper was to draw conclusion to an existence of commonalities between servant leadership characteristics and faith-based values.","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133647427","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Playing in the Sandbox: Leadership Interaction Case Study Analysis","authors":"Aeron Zentner","doi":"10.2139/ssrn.2634663","DOIUrl":"https://doi.org/10.2139/ssrn.2634663","url":null,"abstract":"Leadership has been an increasingly growing topic throughout literature and has become timely with the mass departure of the Baby Boomers generation leaders. Researching leadership strategies have researchers searching for the best behaviors associated with effective leadership outcomes. The following study assesses leadership interaction of two case studies of distinguished collegiate coaches to determine if any common themes exist and align with literature contingency theory findings.","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"356 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133283422","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Impact of Transformational and Transactional Leadership to Subordinate’s Job Satisfaction, Organizational Commitment Affect to Team Effectiveness","authors":"Natepanna Yavirach","doi":"10.2139/ssrn.2629540","DOIUrl":"https://doi.org/10.2139/ssrn.2629540","url":null,"abstract":"According to government policy, all public universities in Thailand must become autonomous management by itself support all activities. Therefore, the leaders are important person who responsible for success or failure of organization. The purpose of study is to explore the effect of transformational and transactional leadership behavior to subordinates job satisfaction and organizational commitment affect to team effectiveness. The full range leadership models of transformational and transactional leadership style had been used as a theoretical framework of study. The Multi Leadership questionnaires (MLQ-5X) was used to collected data and measure the characteristics of the leaders. The respondents were separated into two groups, organization and subordinates level. The statistical technique consist of structural equation model (SEM) by software AMOS version 8 was used. The result showed the relationship, direct and indirect effect of transformational and transactional leadership behavior to subordinate’s job satisfaction, organizational commitment that impact to team effectiveness. The result of individual level found that subordinates’ job satisfaction had higher direct effects from transactional leadership. All variables had significant positive effects to team effectiveness. Subordinates’ job satisfaction and organizational commitment found high significant relationship affect to team effectiveness. Organizational commitment had higher direct effects from transactional leadership. In organization level found different result from individual level. Transformational leadership found higher significant relationship to subordinate’s job satisfaction and high relationship to organizational commitment. Transactional leadership had direct effect and high relationship to team effectiveness in both groups. Transactional leadership found higher effect to team effectiveness than transformational leadership.","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128134496","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Creating Leaders, a New Model: An Evening with Werner Erhard and Michael Jensen (PDF File of Powerpoint Slides)","authors":"W. Erhard, M. C. Jensen","doi":"10.2139/ssrn.2606342","DOIUrl":"https://doi.org/10.2139/ssrn.2606342","url":null,"abstract":"This presentation is based on our and our co-instructors' (Steve Zaffron, Kari Granger, and Jeri Echeverria) work over the last eleven years developing our course entitled \"Being A Leader and the Effective Exercise of Leadership\". This presentation was given at the University of California, Berkeley Zellerbach Hall on 13 May 2015. Over 1600 people attended the sold-out event. We also gave the presentation to sold-out audiences at the University of Chicago Mandel Hall (3 May 2015 - over 800 participants), and at New York University Skirball Center (5 November 2013 - over 800 participants). The course is designed to leave participants actually being leaders and exercising leadership effectively, and to contribute to creating a new science of leadership. The course is founded on what we term an ontological / phenomenological model of human nature. What we presented on these three occasions was designed to leave the participants with a sense of the unique design of the course, and what makes it possible to deliver on the outrageous promise of this one semester course: \"You will leave this course being a leader and exercising leadership effectively as your natural self-expression.\" While we obviously could not in one evening deliver the values of the course itself, we were committed to delivering useful \"take-aways\" for the participants. The ontological / phenomenological approach is uniquely effective in providing actionable access to being a leader and to exercising leadership effectively as one's natural self-expression. An epistemological mastery of a subject leaves you knowing. An ontological mastery of a subject leaves you being and acting naturally. This course leaves participants being a leader and exercising leadership effectively as their natural self-expression. We also focus on those ontological factors that constrain and shape one's freedom to be, and one's perceptions, emotions, creative imagination, thinking, planning, and actions when being a leader and exercising leadership. When one is not in the grip of what we term an \"ontological constraint\", one's way of being and acting results naturally in one's personal best in any leadership situation. Our chapter in the Harvard \"Handbook for Teaching Leadership\" describing and explaining the course can be downloaded at: http://ssrn.com/abstract=1681682. The five pre-course readings can be downloaded at the following URLs: Readings 1 and 2 can be downloaded at: http://ssrn.com/abstract=2416455 . Reading 3: \"Integrity: Without It Nothing Works\" (an interview that serves as an introductory summary of our new model of integrity) can be downloaded at: http://ssrn.com/abstract=1511274 . Reading 4: \"Integrity: A Positive Model that Incorporates the Normative Phenomena of Morality, Ethics and Legality -- Abridged\" can be downloaded at http://ssrn.com/abstract=1542759 . Reading 5: \"Introductory Reading For Being a Leader and the Effective Exercise of Leadership: An Ontological/Phenomenological Model\"","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125203656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"At the Helm, Kirk or Spock? The Pros and Cons of Charismatic Leadership","authors":"Benjamin E. Hermalin","doi":"10.2139/ssrn.2419586","DOIUrl":"https://doi.org/10.2139/ssrn.2419586","url":null,"abstract":"Charismatic leaders are often desired. At the same time, experience, especially with demagogues, as well as social science studies, raise doubts about such leaders. This paper offers explanations for charismatic leadership’s “mixed report card.” It offers insights into why and when charismatic leadership can be effective; which, when, and why certain groups will prefer more to less charismatic leaders; and how being more charismatic can make leaders worse in other dimensions, particularly causing them to work less hard on their followers’ behalf. (JEL D72, D83, M54)","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-10-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121060214","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effects of Empowerment and Cultural Orientation on High Growth Firms: A Field Experiment in Augmenting Managerial Capacity","authors":"William Headley, R. Dacal, D. Straub","doi":"10.2139/ssrn.2553351","DOIUrl":"https://doi.org/10.2139/ssrn.2553351","url":null,"abstract":"Fast growth in firms occurs when managers are able to adapt managerial capacity to cope with increasing workloads. The literature identifies numerous ways in which this can be accomplished, but empowering employees and creating a culture oriented toward rapid growth are two such effective mechanisms. The theories of empowerment and person-to-organization fit will be used to ground our research model. The method adopted for the study was a field experiment in the self-storage industry. Transactional data was gathered over a year and a half from branches of a fast-growing firm. The empowerment and cultural re-orientation manipulations were instrumented through privileging some employees with use of a revenue management system and extensive training of employees in the firm’s growth values. The resulting dataset will be analyzed through Partial Least Squares to determine if cultural orientation and empowerment makes a difference in increasing the rate of revenue and occupancy increases. We suppose this study should provide directions for researchers and implications for how entrepreneurs should train employees in the firm’s cultural alignment and empowerment. The study has theoretical ramifications in showing that empowerment theory can very possibly be extended to small and medium-sized enterprises (SMEs).","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-09-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134070225","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Toward a Sociogenomic Model of Leadership: A Theoretical Overview","authors":"Seth M. Spain, Peter D. Harms, Joshua J. Jackson","doi":"10.2139/ssrn.2315176","DOIUrl":"https://doi.org/10.2139/ssrn.2315176","url":null,"abstract":"In this article, we address biological models of individual organizational behavior, giving special attention to biological models of leadership. We believe that current approaches to biology in the organizational sciences assume that biological systems are simultaneously causal and essentially static. In contrast, we present a sociogenomic approach to leadership research. Sociogenomics is an interactionist approach, but its great strength derives from its power to explain how genes and environment operate, and so how they interact. The key insight is that both genes and the environment operate by modifying gene expression. This leads to a conception of genetic and environmental effects in leadership that is fundamentally dynamic, rather than the comparatively static interpretations of classical biometric approaches. We briefly review the behavioral genetics research within the leadership field, and then we interpret results of the behavioral genetics studies from the standpoint of sociogenomics. We then contrast these interpretations with existing approaches to genetics in leadership research. Finally, we outline some broad avenues of research that the sociogenomic approach indicates may be fruitful for a greater understanding of the biological substrates of leadership, the nature of leadership constructs, and the design of leadership interventions. We emphasize the utility of the sociogenomic perspective for leadership as a meta-theoretic framework, even for researchers who do not take an explicitly biological approach.","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126074270","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Creating Leaders: An Ontological/Phenomenological Model","authors":"W. Erhard, M. C. Jensen, Kari L. Granger","doi":"10.2139/ssrn.2262486","DOIUrl":"https://doi.org/10.2139/ssrn.2262486","url":null,"abstract":"The Editors of the “Handbook for Teaching Leadership�? (where this paper appears as Chapter 16) ask the following in their introductory chapter: “How does one teach leadership in a way that not only informs [students] about leadership but also transforms them into actually being leaders?�? (p. XXIV). The sole objective of our ontological/phenomenological model for creating leaders is to leave students actually being leaders and exercising leadership effectively as their natural self-expression. By “natural self-expression�? we mean a way of being and acting in any leadership situation that is a spontaneous, intuitive and effective response to what one is dealing with. In creating leaders we employ the ontological discipline (from the Latin ontologia “science of being�?). The ontological model of leader and leadership opens up and reveals the actual nature of being when one is being a leader and opens up and reveals the source of one’s actions when exercising leadership. And, ontology’s associated phenomenological methodology (explained in 2 below) provides actionable access to what has been opened up. The being of being a leader and the actions of the effective exercise of leadership can be accessed, researched, and taught either: 1) as being and action are observed and commented on “from the stands�?, specifically as these are observed by someone, and then described, interpreted and explained (third-person concept of), or 2) as being and action are actually lived and experienced real time “on the court�?, specifically the way being and action are actually present for the player herself (first-person experience of). As a formal discipline, the “on the court�? method of accessing being and action (that is, accessing being and action as they are actually lived) is named phenomenology. In short, an epistemological mastery (a from-the-stands mastery) of a subject leaves one knowing. An ontological mastery (an on-the-court mastery) of a subject leaves one being. Of course the students themselves do not need to study ontology; they only require the access to being and the source of action that is provided by the ontological perspective. And, they don’t need to study phenomenology; they only need to be provided with the actionable pathway to the being of being a leader and the actions of the effective exercise of leadership made available by the phenomenological methodology. For the Slide-Deck Textbook for the course and the entire 1056 pages of the course materials as the course was taught in Dubai, UAE held at the Zayed University Convention Center in January 2015 see: http://ssrn.com/abstract=1263835. The body of this paper is 26 pages long. It is followed by appendices which present the participant course evaluations of each of the courses delivered by the authors in various university and public venues.","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"91 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-05-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116038867","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"A Theory of Authority","authors":"Robert Akerlof","doi":"10.2139/ssrn.2140472","DOIUrl":"https://doi.org/10.2139/ssrn.2140472","url":null,"abstract":"Within organizations, there are typically limits to leaders’ authority. This paper explores how organizations are structured in the face of such constraints. Many organizational phenomena can be understood as due to leaders’ desire to bolster the “legitimacy” of their authority. Examples include: above-market-clearing wages, merger decisions, bureaucratic organization, and rejection of overqualified workers. The concept of legitimacy is formalized in the context of a single-agent moral-hazard model. In the model, legitimacy is described as the limit to the orders workers feel they have a duty to carry out. The model develops the concept of an authority maintenance (AM) constraint.","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-09-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130166655","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Virtual R&D Teams Definition","authors":"Nader Ale Ebrahim","doi":"10.2139/SSRN.2236626","DOIUrl":"https://doi.org/10.2139/SSRN.2236626","url":null,"abstract":"The literature related to virtual R&D teams reveals a lack of depth in the definitions (Ale Ebrahim et al., 2010). Although virtual teamwork is a current topic in the literature concerning global organizations, it is problematic to define the meaning of 'virtual teams' across multiple institutional contexts (Chudoba et al., 2005). The concept of a \"team\" is described as a small number of people with complementary skills who are equally committed to a common purpose, goal, and working approach for which they hold themselves mutually accountable (Zenun et al., 2007). It is worth mentioning that virtual teams (VTs) are often formed to overcome geographical or temporal separations (Cascio and Shurygailo, 2003). VTs work across boundaries of time and space using modern computer-driven technologies (Ebrahim et al., 2010). The term \"VTs\" is used to cover a wide range of activities and forms of technology-supported working (Anderson et al., 2007).","PeriodicalId":176783,"journal":{"name":"Models of Leadership eJournal","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-07-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116593402","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}