Dysfunctional Leadership: Context and Causes

10.13007/029 ◽  
2013 ◽  
2012 ◽  
Author(s):  
Purnima Gopalkrishnan ◽  
Charles Lempert ◽  
Aarti Shyamsunder

2021 ◽  
Vol 20 (3) ◽  
pp. 124-135
Author(s):  
Chongrui Liu ◽  
Cong Wang ◽  
Yan Liu ◽  
Xuran Liu ◽  
Yuan Ni

Abstract. Although leader–member exchange (LMX) has been widely studied, knowledge about how followers influence the LMX process remains unknown. By integrating the broaden-and-build theory (BBT) with the emotion as social information (EASI) theory, we develop a follower-centric multilevel model to investigate how followers' positive emotions have an impact on LMX via the mediating role of leader identification and the moderating role of leaders' positive emotions. We conducted a survey with 319 Chinese employees from 67 teams. The results indicated that leader identification served as a mediating factor in the relationship between followers' positive emotions and LMX. The work unit leaders' positive emotions strengthened the relationship between leader identification and LMX and moderated the mediated relationship among followers' positive emotions, leader identification, and LMX. Altogether, our findings inform new knowledge in terms of how followers may influence the development of LMX. We also help to extend the BBT and the EASI theory to the leadership context.


2008 ◽  
Vol 22 (5) ◽  
pp. 526-549 ◽  
Author(s):  
Milena M. Parent ◽  
Benoit Séguin

The purpose of this study was to develop a model of brand creation for one-off large-scale sporting events. A case study of the 2005 Montreal FINA (Fédération Internationale de Natation) World Championships highlighted the importance of the leadership group (which must include individuals with political/networking, business/management, and sport/event skills), the context, and the nature of the event for creating the event’s brand. The importance of each aspect is suggested to vary depending on the situation. For example, the lack of an initial event brand will result in the leadership group having the greatest impact on the event’s brand creation process. Findings also highlighted differing communication paths for internal and external stakeholders. Thus, this study contributes to the literature by focusing on brand creation and its related factors instead of the management and outcomes of a brand.


2020 ◽  
Vol 30 (6) ◽  
pp. 493-518
Author(s):  
Alex RedCorn (Osage)

With culturally sustaining pedagogies gaining momentum in our evolving educational landscape, the political backdrop of sovereignty and the pursuit of self-determination through education for Indigenous peoples creates a truly unique leadership context. The purpose of this conceptual article is to introduce a working model for educational leaders in Native nations to liberate educational sovereignty by engaging in broad and dynamic systems thinking that centers on their nation’s cultural and governance systems. From this positionality, this model then calls for leaders to engage in the iterative work of (a) assessing the educational landscape and identifying community assets, (b) fostering professional growth across systems, and (c) engaging in ongoing systems development and alignment advocacy. Furthermore, this model calls for leaders to incorporate critical Indigenous education frameworks and philosophies into these efforts, as well as foster a healthy community of practice across all systems of education to cultivate conditions for ongoing learning and connectivity among professionals. Through these efforts, over time leaders in Native nations can increase their ability to liberate educational sovereignty by creating an army of change agents working to (re)center systems of learning around Native nation’s cultural and governance systems, and pull learning systems away from the assimilationist trajectory found in the status quo of settler-colonial education.


2017 ◽  
Vol 45 (8) ◽  
pp. 1233-1244 ◽  
Author(s):  
Xiu-Li Tang ◽  
Ying-Kang Gu ◽  
Lijuan Cui

Given the importance of emotional labor for service-oriented enterprises, it is highly valuable to explore how leader emotional labor affects the emotional labor strategy used by employees. This study was based on affective events theory and we used hierarchical linear modeling to explore cross-hierarchical relationships among leader emotional labor, employee emotional labor, and employee service performance. We tested the model with data from 534 employees and their immediate leaders working in 23 service-oriented enterprises in China. Results showed that leaders' surface acting positively influenced employees' surface acting, and leaders' deep acting positively influenced employees' deep acting and service performance. Employees' deep acting mediated the relationship between leaders' deep acting and employee service performance. Our findings enhance understanding of leader emotional labor and help to advance emotional labor theory in the leadership context.


Sign in / Sign up

Export Citation Format

Share Document