Suchergebnisse

Purpose
– The purpose of this paper is to explore the relationship between the sub-dimensions of political skill and transformational leadership, arguing that in a Chinese sample, social astuteness, networking ability, and interpersonal influence will have a stronger impact than apparent sincerity. Additionally, transformational leadership is argued to mediate the relationship between leader political skill and subordinate job performance.


Design/methodology/approach
– This study used a dyadic, cross-sectional design where all data were collected at a single point in time and supervisors were matched to their followers.


Findings
– The results support that transformational leadership mediates the relationship between leader political skill and follower performance. Additionally, social astuteness was positively related to leader charisma, individualized consideration, and intellectual stimulation; whereas, interpersonal influence was related to leader charisma and intellectual stimulation. Apparent sincerity was not related to perceptions of transformational leadership.


Practical implications
– The findings imply that the authors might be able to design more customized training to reduce the costs of leadership development programs. Specially, in China, focus should be paid to increasing social astuteness and interpersonal influence only.


Originality/value
– This study is one of the few to examine the relationship between the sub-dimensions of political skill and transformational leadership. This is especially noteworthy in the context of the Chinese sample employed, as most political skill research has been done in western contexts.

The research described here was directed toward furthering our understanding of the antecedents of leadership emergence in groups. Kenny and Zaccaro (1983) have recently speculated that individuals who emerge as leaders may be able to perceive the needs of their group and pattern their own behavior accordingly. Past research strongly supports the notion that individuals who are high self-monitors possess skills corresponding to both these characteristics. Thus the present research examined the relationship between self-monitoring and leadership emergence in a long-term field study of natural groups. The expectation that high self-monitoring would be associated with leadership emergence received strong support. The implications of these results for furthering our understanding of the nature of self-monitoring and leadership are discussed.

Introduction / Michael D. Mumford and Cory A. Higgs -- Intelligence and leadership / John Antonakis, Dean Keith Simonton and Jonathan Wai -- Leadership and information processing : a dynamic system, dual-processing perspective / Robert G. Lord -- Uncertainty and problem-solving : the role of leader in information gathering strategies / Jay J. Caughron, Teresa Ristow and Alison L. Antes -- Are satisfied employees productive or productive employees satisfied? : how leaders think about and apply causal information / David R. Peterson -- Thinking about causes : how leaders identify the critical variables to act on / Michael D. Mumford, Cory A. Higgs, Erin Michelle Todd and Samantha Elliot -- Leaders' shifts in attention during an organizational crisis : longitudinal evidence of responses to a crisis within a top management team / Ian A. Combe and David J. Carrington -- Creative problem solving : processes, strategies, and considerations for leaders / Kelsey E. Medeiros, Belinda C. Williams and Adam Damadzic -- Seeing the future through the past : forecasting skill as a basis for leader performance / Michael D. Mumford, Mark Fichtel, Tanner Newbold, Samantha England and Cory A. Higgs -- Leader decision making capacity : an information processing perspective / Shing Kwan Tam, Dawn L. Eubanks and Tamara L. Friedrich -- Making sense of leaders making sense / Peter Gronn -- Leaders, teams, and their mental models / Jensine Paoletti, Denise L. Reyes and Eduardo Salas -- Leader social acuity / Stephen J. Zaccaro and Elisa M. Torres -- Leadership and monitoring skills / David V. Day, Ronald E. Riggio and Rowan Y. Mulligan -- Wisdom, foolishness and toxicity in leadership : how does one know which is which? / Robert J. Sternberg -- Index -- .

This study examined the relationship between self‐leadership and personality through an analysis and comparison of hierarchical factor structures. Structural equation modeling techniques were used to examine several competing models combining the hierarchical factor structures of self‐leadership and personality. Model fit increased significantly through a progression of models that reflected increasingly greater distinction between self‐leadership skill dimensions and key personality traits. The best fitting model consisted of a hierarchical factor structure with three first‐order self‐leadership factors, three first‐order personality factors, and two correlated second‐order factors. Unexpectedly, the general second‐order factors of self‐leadership and personality were statistically indistinguishable. Nevertheless, these results seem to provide some initial evidence that self‐leadership dimensions are distinct from, yet related to, certain key personality traits. The implications of these results for future self‐leadership research and practice are discussed.

Purpose– The purpose of this paper is to investigate whether transformational leadership behavior is a function of the leader's own self-respect and his/her evaluation of being capable, significant, and worthy (self-esteem). It is also tested whether transformational leadership is related to innovation success.Design/methodology/approach– Data were collected from 411 entrepreneurs and managing directors of small- and medium-sized Austrian companies. The proposed hypotheses were tested using structural equation modeling (PLS).Findings– A strong and significant relationship between self-esteem and transformational leadership was found. Furthermore, data analyses revealed that transformational leadership has a positive impact on innovation success.Originality/value– This study reveals the important but heretofore neglected role of self-esteem, defined as a manager's overall self-evaluation of his/her competences, as an important predictor of transformational leadership.

[EN] In this research, we analysed the data collected when assessing the "leadership ability" in our University in Bachelor's degree in Business Administration (BBA) as it is becoming a strategic skill in all organizations. The objective was to measure this generic skill in students and help them to develop it. For that, we used the Student Leadership Practices Inventory (SLPI) scale. This scale is based on Five Exemplary Leadership Practices: i) Model the way; ii) Inspire a shared vision; iii) Challenge the process; iv) Enable others to act; and v) Encourage the heart. Six items measure every practice or dimension. In total, there are thirty items. We analysed 132 students who assessed themselves according to this scale, obtaining a score for every item and dimension. To determine the profile of every student, the different variables considered were "Group", "Gender", "Erasmus students" and "Working or having worked". After collecting the data, we calculated the average, standard deviation and range for every item and dimension. We also conducted a cluster analysis and obtained two different segments. Based on the results, we can propose to each student a different development plan of this soft skill depending on the segment they belong. Therefore, we do not only get general conclusions from the whole group but we can also help our students to develop the "leadership ability" in a personalized way. ; We would like to thank our university for funding this project with reference PIME-B16. ; Baviera-Puig, A.; Escribá Pérez, C.; Baviera, T. (2021). Leadership skill assessment: Student leadership practices inventory application in a Spanish Marketing Course. IATED Academy. 6159-6165. https://doi.org/10.21125/inted.2021.1238 ; S ; 6159 ; 6165

This assignment provides a process to facilitate student engagement in practical reflexivity and self-authorship through which students develop the self-awareness that is required to be an authentic and effective leader. It facilitates the development of students' personal leadership principles, which help guide their decision making and actions, and provides criteria on which to evaluate their leadership effectiveness. This facilitation of the development of students' personal leadership principles is accomplished by having students first identify and clarify their values and beliefs and to consider the impact of these on their day-to-day organizational lives and leadership. By explicitly defining themselves in the form of their values and beliefs, students have a clear sense of self on which to base their authentic leadership. Their beliefs are expressed in the form of self-narratives. These self-narratives are shared as audio recordings with fellow classmates to facilitate students' learning, self-understanding, and empathy.

Purpose
Based on the limited strength model, the purpose of this paper is to examine the relationship of self-leadership strategies (behavior-focused strategies, constructive thought patterns) and qualitative and quantitative overload with subsequent self-control strength.


Design/methodology/approach
The present study is a field study with 142 university affiliates and two measurement occasions during a typical workday (before and after lunch). Self-control strength was measured using a handgrip task.


Findings
Hierarchical regression analyses revealed that self-leadership, quantitative overload, and qualitative overload were not directly associated with self-control strength at either of the two measurement occasions. Qualitative overload moderated the relationship between self-leadership and self-control strength, such that self-leadership was associated with lower self-control strength at both measurement occasions when individuals experienced high qualitative overload in the morning.


Practical implications
Employees and employers should be aware of the possibly depleting characteristics of self-leadership in order to be able to create a work environment allowing for the recovery and replenishment of self-control strength.


Originality/value
The present field study theoretically and methodologically contributes to the literature on self-leadership and self-control strength in the work context by investigating the depleting nature of self-leadership and workload.