The impact of leadership on employees' intended information security behaviour: An examination of the full-range leadership theory

2018 ◽  
Vol 29 (2) ◽  
pp. 340-362 ◽  
Author(s):  
Nadine Guhr ◽  
Benedikt Lebek ◽  
Michael H. Breitner
Keyword(s):  
Information Security ◽  
Full Range ◽  
Leadership Theory ◽  
Full Range Leadership ◽  
The Impact

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Διάδραση παραγόντων ηγεσίας και συναισθηματικής νοημοσύνης στον σύγχρονο επιχειρηματικό κόσμο

2021 ◽  
Author(s):  
Χριστίνα Μορφάκη
Keyword(s):  
Emotional Intelligence ◽  
Boundary Conditions ◽  
Full Range ◽  
Leadership Theory ◽  
Trait Emotional Intelligence ◽  
Full Range Leadership ◽  
Intelligence Theory ◽  
Outcomes Of Leadership

H ηγεσία και η συναισθηματική νοημοσύνη εκδηλώνονται με μορφές συμπεριφοράς που συνδέονται με ποικίλους εσωτερικούς και εξωτερικούς παράγοντες, δύνανται δηλαδή να υπάρχουν πολλαπλοί προσδιοριστικοί παράγοντες αλλά το φαινόμενο να προκαλείται από διαφορετικά κάθε φορά σύνολα παραγόντων. Τα συχνά διφορούμενα και αντιφατικά αποτελέσματα δείχνουν πως απαιτείται περισσότερη διερεύνηση προκειμένου να κατανοηθούν και να αποσαφηνιστούν οι προϋποθέσεις ή οι συνθήκες και οι τρόποι με τους οποίους αλληλεπιδρούν. Στην παρούσα διατριβή εξετάζονται οι συσχετίσεις των εννοιολογικών κατασκευών και ερευνάται το κατάλληλο μοντέλο διαστάσεων συναισθηματικής νοημοσύνης που προβλέπει το μετασχηματιστικό στυλ ηγεσίας στα ηγετικά επίπεδα, ενώ ελέγχεται ο ρόλος της διαμεσολάβησης (mediation) της μετασχηματιστικής ηγεσίας στη σχέση της συναισθηματικής νοημοσύνης και των παραγόντων της με την αποτελεσματικότητα της ηγεσίας. Παράλληλα σκοπός αυτής της διατριβής είναι να αναπτύξει μια νέα προοπτική σχετικά με τη φύση της ετερογένειας εντός των οργανισμών, των αντιληπτικών διαφορών μεταξύ ατόμων αλλά και των ομοιοτήτων τους, ανάμεσα στα ιεραρχικά επίπεδα. Εξετάζεται ο βαθμός που οι επιρροές των ιεραρχικών επιπέδων μπορεί να αποτελούν σημαντικούς παράγοντες του πλαισίου για τα στυλ ηγεσίας, που αναλύονται στη βάση της θεωρίας του πλήρους φάσματος της ηγεσίας (Full Range Leadership Theory) και των παραγόντων της, καθώς και της συναισθηματικής νοημοσύνης ως χαρακτηριστικό γνώρισμα της προσωπικότητας (Trait Emotional Intelligence Theory) και των διαστάσεων της. Επίσης, ερευνάται εάν οι ηγετικές συμπεριφορές επηρεάζουν διαφορετικά τα αποτελέσματα της ηγεσίας (Outcomes of Leadership) στα αντίστοιχα ιεραρχικά επίπεδα καθώς αυτά είναι αμφίδρομα μεταξύ των ιεραρχικών επιπέδων, τα οποία αλληλεπιδρούν με τον οργανισμό σχηματίζοντας μια σύνθετη διάταξη δυναμικής ηγεσίας, της οποίας το σύνολο τελικά καθορίζει την αποτελεσματικότητα του. Μεταξύ των πιθανών κατηγοριοποιήσεων που υπάρχουν σε ένα οργανωσιακό πλαίσιο, η πιο διακριτή είναι αυτή των ιεραρχικών επίπεδών ή της αλυσίδας της εξουσίας που συνιστά ένα από τα θεμελιώδη οργανωσιακά θέματα. Ωστόσο, μια διεξοδική ανάλυση των δια-ιεραρχικών διαφορών λείπει σε μεγάλο βαθμό από την μεγάλη εμπειρική έρευνα για το στυλ ηγεσίας, παρόλο που διάφοροι συγγραφείς έχουν αντιμετωπίσει το θέμα εννοιολογικά. Εστιάζοντας σε μια συγκεκριμένη πτυχή με βάση το ιεραρχικό πλαίσιο τα ευρήματα της διατριβής αυξάνουν την κατανόησή τέτοιων πολύπλοκων συσχετίσεων και συμβάλουν στην αποσαφήνιση των οριακών συνθηκών (boundary conditions) των ηγετικών στυλ,αντιμετωπίζοντας επανειλημμένες εκκλήσεις για μια πιο διεξοδική εξέταση των παραγόντων που πλαισιώνουν την ηγεσία.

Leadership styles and organizational commitment: literature review

2016 ◽  
Vol 35 (2) ◽  
pp. 190-216 ◽  
Author(s):  
Rusliza Yahaya ◽  
Fawzy Ebrahim
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Literature Review ◽  
Full Range ◽  
Content Type ◽  
Full Range Leadership Model ◽  
Extra Effort ◽  
Full Range Leadership ◽  
Laissez Faire ◽  
The Impact

Purpose – The purpose of this paper is to examine the relationship between Bass’s (1985) leadership dimensions (transformational, transactional, and laissez-faire) and several outcome variables (employee extra effort, employee satisfaction with leader, leadership effectiveness) and organizational commitment. Design/methodology/approach – This is a systematic literature review. Findings – This review briefly discusses the conceptual framework and the Full Range Leadership Model (Bass, 1985) which include transformational leadership, transactional leadership, and laissez-faire leadership. Also discussed in this section were the abilities and the characteristics of transformational leaders. The leadership section was concluded with discussion on previous researches on transformational leadership. This review also provides a literature review on organizational commitment. Originality/value – Described in this paper are the various definitions of organizational commitment and the three-component model of commitment. This paper also described the antecedents and outcomes of organizational commitment obtained from previous researches. This paper concluded with a discussion on the impact of transformational leadership on employee organizational commitment.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

Statistical testing of the full-range leadership theory in nursing

2009 ◽  
Vol 23 (4) ◽  
pp. 775-782 ◽  
Author(s):  
Outi Kanste ◽  
Maria Kääriäinen ◽  
Helvi Kyngäs
Keyword(s):  
Full Range ◽  
Leadership Theory ◽  
Statistical Testing ◽  
Full Range Leadership

The Impact of Culture Value Dimensions on Full Range Leadership Styles at Industry Level

2015 ◽  
Vol 21 (5) ◽  
pp. 1542-1545
Author(s):  
Amin Vakilbashi ◽  
Wan Khairuzzaman ◽  
Mozhdeh Mokhber
Keyword(s):  
Leadership Styles ◽  
Full Range ◽  
Industry Level ◽  
Full Range Leadership ◽  
The Impact
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