LEADERSHIP AND SOCIAL INFLUENCE: ASSESSING THE FUTURE-READY HUMAN SKILLS TOWARDS THE EFFECTIVENESS OF GOOD GOVERNANCE PRACTICES

Leadership and social influence have been hotly debated as among the top 21st-century skills. Previous research on leadership and social influence has focused mostly on leadership traits and characteristics, while little research has examined the social influence process by which public servants become effective leaders. The purpose of this paper is to develop an initial review from a public service perspective to outline the skill that contributes to the development as a future-ready human skill by public servants. This conceptual paper relies on prior research and existing theory to focus on the developmental processes that lead to acquiring the leadership and social influence skill as future-ready human skills. Additionally, leadership and social influence skills could contribute to particular behaviours to the effectiveness of good governance practices. Based on the literature review, it is assumed that there is a positive relationship between leadership and social influence and the effectiveness of good governance practices. Most importantly, this paper addresses how the skill is unique and most realistically developed in a public organisation.

Field Audit of Strength and Conditioning Coaches’ Instructional and Motivational Language Repertoire

Strength and conditioning (S&C) coaches must employ psychological skills to optimally motivate athletes and promote their well-being. Yet, S&C coaches feel uncomfortable in their ability to apply such skills, highlighting a need for the development of science-based, practical tools. The purpose of this study was to examine the verbal language used by S&C coaches in publicly available YouTube videos through the Psychological Capital Model (PCM) lens. Coaches’ statements (N = 178) were transcribed verbatim and coded into one of the eight dimensions of the PCM. Significant differences were found in S&C coaches’ use of the eight developmental dimensions of the PCM, x 2 (7, N = 173) = 139.52, p < .0001, C = .67. Three PCM developmental dimensions were overused (i.e., standard residuals ranging from +2.76 to +7.10; i.e., experiencing success/modeling others [n = 54, 31.2%], building efficacy/confidence [n = 48, 27.8%], and implementing obstacle planning [n = 34, 19.7%]), while five were underused (i.e., standard residuals ranging from -2.23 to -4.18; i.e., building assets/avoiding risk [n = 11, 6.4%], persuasion and arousal [n = 10, 5.8%], affecting the influence process [n = 9, 5.2%]), goals and pathway design [n = 5, 2.9%]), and developing positive expectancy [n = 2, 1.2%]). To facilitate the use of a more diverse set of psychological strategies, this study offers a collection of 40 practice- and science-based motivational statements – five for each of the eight PCM dimensions – that S&C coaches may use and build upon to improve their own coaching language and practices.

Does the Land Market Have an Impact on Green Total Factor Productivity? A Case Study on China

The influence process of the land market on urban green total factor productivity (GTFP) is characterized by complexity and region. Based on the panel data of 271 cities in China from 2004 to 2016, this paper analyzes the impact of the land market on urban GTFP and explores the regulatory effect of the innovation investment level and the infrastructure investment level on the land market. The following conclusions are drawn: First, the land market restrains the improvement of urban GTFP, whether analyzed from the dimension of land transfer price or land transfer scale, and the influence degree varies in different dimensions. Second, there is regional heterogeneity in the inhibition effect of the land market on urban GTFP. Third, the level of innovation investment and the level of infrastructure investment have significantly different regulatory effects on the impact of the land market on urban GTFP; the level of innovation investment aggravates the inhibition effect of urban GTFP by the land market, while the infrastructure investment level weakens this inhibition effect.

Leadership as a collective process

As we have seen in the previous chapters of this book, one of the criticisms of a large section of leadership studies is that they still mostly focus on the role of those in formal leadership positions. The majority of leadership scholars still tend to study leadership from the perspective of the formal leaders, and with the preconception that leadership stems from a single source. This perspective is referred to as an entity-led perspective – viewing leadership through the lens of the behaviour of one person. By taking this entity-led perspective, leadership studies are still very narrow in focus. However, some scholars have begun to recognise the limitations of ‘heroic’ or entity-led leadership studies and have instead turned their focus from leadership as something a leader does, towards conceptualising leadership as an influence process (Langley & Tsoukas, 2017; Northouse, 2017).

Events, leadership and power

A criticism of many of the conceptualisations of leadership is that they tend to focus on the positive nature of leadership and ignore the issues of power, influence and domination (Bolden, 2011). This really is a key criticism, because when you think about it, how can leadership be untangled from the power dynamics that occur within and around it? Despite the rise in viewing leadership as an influence process, as charted in Chapters 3,4 and 5 of this book, leadership in events is still often attributed to those in formal positions of power – by that I mean those in managerial positions, who have the power to make decisions about their followers working lives, and even – at the extreme end – decide to terminate people’s employment. Critics such as Bolden (2011), Alvesson and Spicer (2012) argue that when leadership is the preserve of those in managerial positions, then the dynamics of who holds the power in the relationships are always unequal, and it is impossible to overcome these inequalities, because one person is always in a stronger position than the other. This chapter therefore gives the reader a brief overview on the power of leaders in events, and an insight into both the benefits and issues of that power. A second level of concern is also leadership within the events community – who is it that brings people and organisations together? What does it take to achieve effective collaboration among events and between events and other key stakeholders? This might be a matter of individual leaders taking charge, but equally it could be that leadership emerges from specific network dynamics. In viewing leadership as both a process of influence and a process of power, we can gain useful insights into the power relationships that may be at work.

A Spoonful of Sugar: Gamification as Means for Enhancing Employee Self-Leadership and Self-Concordance at Work

Organizations today continue to seek new and effective ways to engage and motivate their workers. Gamification is an emerging means for enhancing employee engagement and motivation at work. Self-leadership is a comprehensive self-influence process that has the potential to help employees find meaning and purpose from their jobs. This paper develops and presents a conceptual model of the relationships between gamification, self-leadership, and valued workplace outcomes. The model suggests that gamification elements trigger multiple self-leadership processes and states that interact in a multiplicative fashion leading to a state of self-concordance in which individuals perceive a close alignment between their work tasks and their personal interests and core values. This serial mediation model helps to explain how and why gamification operates through the mediating mechanisms of self-leadership and self-concordance to effect important individual and organizational outcomes. Future research directions and implications for the proposed conceptual model are also discussed.

Distribution-Independent Empirical Modeling of Particle Size Distributions—Coarse-Shredding of Mixed Commercial Waste

Particle size distributions (PSDs) belong to the most critical properties of particulate materials. They influence process behavior and product qualities. Standard methods for describing them are either too detailed for straightforward interpretation (i.e., lists of individual particles), hide too much information (summary values), or are distribution-dependent, limiting their applicability to distributions produced by a small number of processes. In this work the distribution-independent approach of modeling isometric log-ratio-transformed shares of an arbitrary number of discrete particle size classes is presented. It allows using standard empirical modeling techniques, and the mathematically proper calculation of confidence and prediction regions. The method is demonstrated on coarse-shredding of mixed commercial waste from Styria in Austria, resulting in a significant model for the influence of shredding parameters on produced particle sizes (with classes: > 80 mm, 30–80 mm, 0–30 mm). It identifies the cutting tool geometry as significant, with a p-value < 10–5, while evaluating the gap width and shaft rotation speed as non-significant. In conclusion, the results question typically chosen operation parameters in practice, and the applied method has proven to be valuable addition to the mathematical toolbox of process engineers.

Transient Responses Evaluation of FPSO with Different Failure Scenarios of Mooring Lines

During the long-term service condition, the mooring line of the deep-water floating platform may fail due to various reasons, such as overloading caused by an accidental condition or performance deterioration. Therefore, the safety performance under the transient responses process should be evaluated in advance, during the design phase. A series of time-domain numerical simulations for evaluating the performance changes of a Floating Production Storage and Offloading (FPSO) with different broken modes of mooring lines was carried out. The broken conditions include the single mooring line or two mooring lines failure under ipsilateral, opposite, and adjacent sides. The resulting transient and following steady-state responses of the vessel and the mooring line tensions were analyzed, and the corresponding influence mechanism was investigated. The accidental failure of a single or two mooring lines changes the watch circle of the vessel and the tension redistribution of the remaining mooring lines. The results indicated that the failure of mooring lines mainly influences the responses of sway, surge, and yaw, and the change rule is closely related to the stiffness and symmetry of the mooring system. The simulation results could give a profound understanding of the transient-effects influence process of mooring line failure, and the suggestions are given to account for the transient effects in the design of the mooring system.

Organizational Xenophobia: Effects of Leadership with Moderation of Satisfaction with Life: A field study in the Sample of Dense Migrated Province

While workplace leadership is widely discussed in the management literature, less is known about the outcomes and influence process of leaders, under which xenophobic behaviours are generating. In other words, even if xenophobia is likely to be generated from economic losses and social factors according to literature, leadership can deliberately produce a “hostile environment” for migrant employees. This paper scrutinizes the effect of paternalistic leadership and its dimensions on xenophobia in the context of business organizations. Besides, the life satisfaction factor has been functionalized as a moderator in this process. Cross-sectional survey data (n=395) were obtained from employees and analysed with a variance-based structural equation modelling (VB-SEM) and multivariate regression technique. Research findings prevail that paternalistic leadership significantly decreases personal or individual fears, on the other hand; it increases political and cultural fears against “others” in organizations. To avoid xenophobia, a special effort should be made to ensure that the relevant styles and broader organizational context are accurately assessed when reducing fear against others.