Leadership effectiveness
In: American behavioral scientist: ABS, Band 24, S. 619-632
ISSN: 0002-7642
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In: American behavioral scientist: ABS, Band 24, S. 619-632
ISSN: 0002-7642
In: American behavioral scientist: ABS, Band 24, Heft 5, S. 619-632
ISSN: 1552-3381
In: American behavioral scientist: ABS, Band 24, Heft 5
ISSN: 0002-7642
In: Wiley series in behavior
In: A Wiley-Interscience publication
In: Leadership and management in engineering, Band 5, Heft 2, S. 39-48
ISSN: 1943-5630
SSRN
In: IEEE transactions on engineering management: EM ; a publication of the IEEE Engineering Management Society, Band EM-24, Heft 3, S. 102-108
In: Small group research: an international journal of theory, investigation, and application, Band 50, Heft 5, S. 571-592
ISSN: 1552-8278
This study aimed to understand how leadership effectiveness of the trainer in a leadership development program can influence emerging leaders' development and effectiveness. We hypothesized that the trainer's leadership effectiveness would be a boundary condition. In this two year longitudinal field study, military cadets' leadership effectiveness from their emergence as informal peer leaders during basic training through the officer training course (OTC) to their formal leadership roles as active duty officers was followed. The sample included 854 cadets and their 72 trainers. We found that cadets' effectiveness during OTC mediated the relationship between informal leadership emergence during basic training and their subsequent effectiveness as formal leaders. Furthermore, trainers' effectiveness moderated the relationship between cadets' informal leadership emergence and effectiveness in OTC. Results indicate that informal emerging leaders are more likely to develop into highly effective formal leaders when supervised by effective trainers. Theoretical and applied implications are discussed.
A global mindset, often referred to as managerial attitudes regarding globalization and aspects of international business, is recognized as an imperative for effective global leadership. Based on extensive literature research, "Global Mindset and Leadership Effectiveness" describes three field studies in which global mindset is identified and related to outcomes of effective leadership behaviour. The empirical results reveal that effective leadership behaviour depends on a company's global organizational structure and corporate culture. In companies with a strong focus on their native country, managers with global mindsets are perceived by their superiors as ineffective in contrast to their peers with local mindsets. Therefore, a global mindset as such is not enabling managers to be as effective due to the organizational setting in which these managers are working. Based on the empirical results, this book describes the consequences of the relationship between global mindset and leadership effectiveness for organizations and individuals in terms of 'mindset organization fit', stages in mindset development, and a 'global career paradox'.
In: The IUP Journal of Organizational Behavior, Vol. XX, No. 1, January 2021, pp. 52-74
SSRN
In: Problems & perspectives in management, Band 21, Heft 3, S. 361-372
ISSN: 1810-5467
The significance of leadership in the healthcare sector has been increasingly recognized in recent times. It is now widely acknowledged as a crucial determinant of patient security, clinical treatment quality, and the overall healthcare culture prevailing in the community. The purpose of the present study is to analyze the moderating effect of cognitive style indicator on the relationship between servant leadership style and leadership effectiveness. Mix method explanatory sequential research design was used to collect data. AMOS SEM was run for data analysis, and development of measurement and structural models. The study population were drawn from healthcare institutions in the Qassim region, Saudi Arabia. The results showed a positive association between servant leadership style, cognitive style indicator, and leadership efficiency. In addition, all values were significant and indicative of the cognitive style's moderating impact on servant leadership and leadership effectiveness.
In: The leadership quarterly: an international journal of political, social and behavioral science, Band 23, Heft 2, S. 281-291
In: Administrative Science Quarterly, Band 13, Heft 2, S. 344