Nonprofit Leader Perceptions of Operating Reserves and Their Substitutes

2016 ◽  
Vol 26 (4) ◽  
pp. 417-433 ◽  
Author(s):  
Margaret F. Sloan ◽  
Cleopatra Charles ◽  
Mirae Kim
Keyword(s):  
Leader Perceptions ◽  
Nonprofit Leader

Comparative Context and Relevant Group Membership: Attitudes on Gender Inequality within the Context of Contrasting Leaders

2018 ◽  
Author(s):  
Ayoub Bouguettaya
Keyword(s):  
Social Identity ◽  
Gender Inequality ◽  
Social Identity Theory ◽  
Context Effect ◽  
Group Membership ◽  
Identity Theory ◽  
Relevant Group ◽  
Leader Perceptions ◽  
Main Effects

In this paper, the interaction between relevant group membership (i.e. gender) and context on leader perceptions was analysed within the paradigm of social identity theory. It was hypothesised that sharing group membership with a leader would result in to more positive ratings of a leader, while context would change how leaders were viewed depending on how much they embodied group values in relation to other leaders. The issue of contention to be contrasted between leaders was gender inequality. This context effect pattern was predicted to be different for males than females; males were believed to rate a leader more positively when the leader expressed a contextually more dismissive view, while females were predicted to rate a leader better when the leader expressed a contextually more proactive view. The hypotheses about the main effects of gender and context were supported; however, the results for the interaction were mixed in support. Gender and context did significantly interact, but it was not always in the directions predicted. Further research into this interaction is needed.

What is a Flourishing Congregation? Leader Perceptions, Definitions, and Experiences

2018 ◽  
Vol 61 (1) ◽  
pp. 13-37
Author(s):  
Joel Thiessen ◽  
Arch Chee Keen Wong ◽  
Bill McAlpine ◽  
Keith Walker
Keyword(s):  
Leader Perceptions

Moralized Leadership: The Construction and Consequences of Ethical Leader Perceptions

2015 ◽  
Vol 40 (2) ◽  
pp. 182-209 ◽  
Author(s):  
Ryan Fehr ◽  
Kai Chi (Sam) Yam ◽  
Carolyn Dang
Keyword(s):  
Leader Perceptions ◽  
Ethical Leader

School Leader Perceptions: Coaching Tool and Process

2019 ◽  
pp. 194277511986825
Author(s):  
Sharon J. Damore ◽  
Barbara Stacy Rieckhoff
Keyword(s):  
Instructional Leadership ◽  
School Leaders ◽  
School Leader ◽  
Instructional Leaders ◽  
Teacher Growth ◽  
Instructional Coaches ◽  
Interview Process ◽  
Leader Perceptions ◽  
Professional Conversations

This study extends previous work and builds upon the use of a prescribed coaching tool in an effort to build the capacity of school leaders in the role of instructional coaches. By using a reflective interview process and structured protocol, the authors present findings to suggest administrators need more intentional training to strengthen their role as instructional leaders. The results were organized under three themes: (a) instructional leadership growth, (b) teacher growth, and (c) professional conversations. Historically, minimal training that utilizes explicit tools and strategies to strengthen administrator’s roles as instructional leaders has been provided.

Leader perceptions and motivation as outcomes of followership role orientation and behavior

Leadership ◽  
2017 ◽  
Vol 14 (6) ◽  
pp. 731-756 ◽  
Author(s):  
Melissa K Carsten ◽  
Mary Uhl-Bien ◽  
Lei Huang
Keyword(s):  
Indirect Effects ◽  
Goal Attainment ◽  
Role Orientation ◽  
Roles And Responsibilities ◽  
Perceived Follower Support ◽  
Role Orientations ◽  
Leader Perceptions ◽  
Using Data ◽  
And Behavior ◽  
Leadership Influence

Followership research posits that followers differ in the way they define and enact the followership role, which can have varying effects in relation to how leaders experience their own roles and responsibilities. Drawing from the role orientation literature and newly emerging research on followership, our study examines the indirect effects of followers’ co-production (co-producing leadership outcomes) and passive (deferring to leadership influence) role orientations on leader-rated outcomes of perceived follower support, leader motivation, and follower contribution to goal attainment via followers’ voice and upward delegation behaviors. Using data from 306 dyads in a Chinese organization, our results show that follower voice and upward delegation mediate the relationships linking followers’ co-production and passive role orientations with leader-rated outcomes. Our study provides evidence that followership role orientations and behaviors differentially influence leader perceptions regarding their followers’ support, contribution to goal attainment, and leader motivation. Implications are drawn for further research on followership and the importance of considering leader outcomes as critical variables in leadership and followership literatures.

Sign in / Sign up

Export Citation Format

Share Document