Perceptions of Leadership Behaviors Measure

2001 ◽  
Author(s):  
Gian Casimir
Keyword(s):  
Leadership Behaviors ◽  
Perceptions Of Leadership

Self-determined leader motivation and follower perceptions of leadership

2018 ◽  
Vol 39 (5) ◽  
pp. 608-619 ◽  
Author(s):  
Stephanie Gilbert ◽  
E. Kevin Kelloway
Keyword(s):  
Transformational Leadership ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Leadership Role ◽  
Cross Sectional ◽  
Content Type ◽  
Follower Perceptions ◽  
Cross Sectional Design ◽  
Perceptions Of Leaders ◽  
Perceptions Of Leadership

Purpose A critical assumption of the organizational leadership literature is that leaders want to engage in effective leadership behaviors (Gilbert and Kelloway, 2014). However, leaders may vary in their motivation to be effective in a leadership role, leading to different levels of performance. Drawing on self-determination theory, the authors address the question of what motivates leaders to engage in transformational leadership behaviors (Gilbert et al., 2016). The paper aims to discuss these issues. Design/methodology/approach The current study examined the effects of self-determined leader motivation for transformational leadership on aggregated follower leadership ratings using a sample of 37 leaders matched with 179 followers in two organizations. Findings Results show how leaders’ own motivation relates to followers’ perceptions of leader behavior, and specifically that, across contexts, some autonomous levels of leader motivation are positively related to follower perceptions of leaders’ active-constructive leadership and negatively related to follower perceptions of passive avoidant leadership. Research limitations/implications The research is limited by a small level-two sample size and cross-sectional design. The results suggest that some forms of leader motivation relate to follower ratings of leadership behavior. Originality/value This study is the first to examine how self-determined motivation for transformational leadership predicts follower perceptions of leadership behavior using a multilevel design.

Getting Old at the Top: The Role of Agentic and Communal Orientations in the Relationship Between Age and Follower Perceptions of Leadership Behaviors and Outcomes

2019 ◽  
Vol 6 (1) ◽  
pp. 46-58 ◽  
Author(s):  
Gregory R Thrasher ◽  
Benjamin Biermeier-Hanson ◽  
Marcus W Dickson
Keyword(s):  
Leadership Behaviors ◽  
Empirical Support ◽  
Mediating Effect ◽  
Socioemotional Selectivity ◽  
Age Related ◽  
Follower Perceptions ◽  
Perceptions Of Leadership ◽  
The Relationship ◽  
Development Perspective

Abstract Leadership behaviors and the outcomes they foster have historically been central issues to organizational researchers and practitioners alike. Despite the continuing rise in the average age of the workforce, empirical research on leadership from a lifespan development perspective remains surprisingly rare. The current study applies socioemotional selectivity theory (SST) to address this gap in the literature in several ways. We test a holistic socioemotional model of age and leadership that examines dominance and amicability as agentic and communal mediators in the relationship between age and follower ratings of leadership behaviors and effectiveness. To accomplish this goal, we apply multisource data from a sample of 422 leaders with 2,016 follower ratings. We offer empirical support for a socioemotional model of age and leadership that highlights the role of communal shifts in the relationship between age and follower perceptions of leadership behaviors. Specifically, we find a positive mediating effect of amicability in the relationship between age and follower-rated relational-oriented leadership behaviors. Age also displayed a sequential mediating effect on effectiveness through amicability and relational-oriented leadership behaviors. Our results highlight the unique role that age-related changes in social orientations play in the perceptions of leadership behaviors and outcomes across the lifespan. Implications for research and practice are discussed.

The Negative Consequences of Stuttering for Perceptions of Leadership Ability

2020 ◽  
pp. 1-8
Author(s):  
Virgil Zeigler-Hill ◽  
Avi Besser ◽  
Yuval Besser
Keyword(s):  
Self Esteem ◽  
Negative Association ◽  
Negative Consequences ◽  
Community Members ◽  
Perceived Leadership ◽  
Negative Perceptions ◽  
Low Levels ◽  
Perceptions Of Leadership

Abstract. The purpose of the present study was to extend previous research concerning the negative perceptions of stuttering by considering the perceived leadership ability of targets who stuttered compared with targets who did not stutter. We were also interested in the possibility that negative perceptions of the targets (i.e., low levels of self-esteem, intelligence, dominance-based status motivation, and prestige-based status motivation) would mediate the association between stuttering and a lack of perceived leadership ability as well as the possibility that manipulating the ostensible self-esteem level of the target would further moderate these associations. The results for 838 Israeli community members revealed a negative association between stuttering and perceived leadership ability that was mediated by the perceived self-esteem level and dominance-based status motivation of the target. Further, the associations between stuttering and perceptions of leadership ability were moderated by the ostensible self-esteem level of the target. Discussion focuses on the implications of these results for understanding the negative halo that surrounds stuttering.

Boxed in by your inbox: Implications of daily e-mail demands for managers’ leadership behaviors.

2019 ◽  
Vol 104 (1) ◽  
pp. 19-33 ◽  
Author(s):  
Christopher C. Rosen ◽  
Lauren S. Simon ◽  
Ravi S. Gajendran ◽  
Russell E. Johnson ◽  
Hun Whee Lee ◽  
...  
Keyword(s):  
Leadership Behaviors ◽  
E Mail

Perceived Leadership Behaviors among Multigenerational Managers

2020 ◽  
Vol 11 (1) ◽  
pp. 164-164
Author(s):  
Yanki Hartijasti ◽  
Dodi Wirawan Irawanto ◽  
Asri Laksmi Riani
Keyword(s):  
Organizational Performance ◽  
Baby Boomer ◽  
Leadership Behaviors ◽  
Leadership Behavior ◽  
Multigenerational Workforce ◽  
Generational Diversity ◽  
Gen Y ◽  
Perceived Leadership ◽  
Behavior Description ◽  
The One

Managing four generations with different set of beliefs, values and attitudes is a critical challenge for an organization. Intergenerational conflict may emerge from diverse preferences and misinterpretation of words and actions. For instance, in the digital era tech-savvy millennials wanted to have flexible work schedules (Clendon & Walker, 2012) and less interaction with their managers (Schultz & Schwepker, 2012). Meanwhile, Baby Boomer managers preferred direct communication (Holian, 2015) because they wanted to have face-to-face discussion. Additionally, in many organizations Baby Boomer managers were still implementing command-and-control management (Faller & Gogek, 2019), while Gen Y and Gen Z workforce favored constructive feedbacks (Anderson & Buchko, 2016). For young workforce, specifically Gen Z, if their managers practice the traditional boss-subordinate relationship, they prefer to quit and move to another company. On the one hand generational diversity is an advantage, but on the other hand it can be disastrous if not handled well. Leaders are expected to minimize workplace miscommunication and conflict arising from multigenerational differences between staff and managers to attain organizational performance. To date, many leadership styles have been researched, however Leadership Behavior Description Questionnaire XII has been the most widely used to measure how a leader should behave to reduce conflict in the multigenerational work environment, criticize poor work of older-generation followers, and emphasize on high levels of performance (Littrell et al., 2018). The objectives of this study are to investigate the perceived leadership behaviors and the differences in perceived leadership behavior among multigenerational managers. Keywords: Gen Y, Indonesia, LBDQ-XII, Multigenerational Workforce, Perceived Leadership Behavior

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