59,807 research outputs found
Exploring the Relationship of Ethical Leadership with Job Satisfaction, Organizational Commitment, and Organizational Citizenship Behavior
The impact of ethics on recent leadership practices has assumed a prominent role in both practical and theoretical discussions of organizational leadership successes and failures. A leader\u27s ability to affect followers\u27 attitudes and behaviors is important in this pursuit because it can result in greater job performance (Tanner, Brugger, Van Schie, & Lebherz, 2010). Ethical leadership may provide an effective approach for fostering positive employee outlooks and actions. Employees respond positively to the ethical leader\u27s principled leadership, altruism, empowerment, and reward systems, suggesting that improved employee attitudes and work-related behaviors may follow (Brown & Trevino, 2006).
Three established measures of attitudes and behaviors are employee job satisfaction, organizational commitment, and organizational citizenship behavior. The following research study examined the potential of ethical leadership to foster higher levels of these outcomes and found that employees led by highly ethical leaders reported greater job satisfaction and organizational commitment than did employees led by less ethical leaders. No significant difference was reported among employees regarding the impact of ethical leadership on their level of organizational citizenship behavior. These findings suggest both theoretical and practitioner level insights
Employee Empowerment: The Key to Foundation Staff Satisfaction
Although few in numbers, foundation staff are responsible for managing hundreds of billions of dollars in charitable assets. These staff make crucial decisions about how best to allocate those resources to address some of our most pressing domestic and global challenges -- from child welfare to climate change. Given the important goals that foundation staff members are working to achieve, their performance should be a concern not just to those who supervise them, but to all of us. If we accept the argument that staff experiences are connected to performance, then foundation staff perceptions matter greatly. To better understand the experience of foundation staff, the Center for Effective Philanthropy (CEP) surveyed 1,168 staff members at 31 foundations. The surveys were conducted from 2007 to 2011 as part of CEP's Staff Perception Report (SPR) process. Through these surveys, we collect quantitative and qualitative data from respondents. Though our dataset is limited to the 31 foundations that chose to commission an SPR from CEP, it is the largest dataset that exists about foundation staff members' job satisfaction. We have sought, therefore, to analyze it to understand the answers to some basic questions: How satisfied are foundation staff in their jobs? What contributes to their satisfaction? What the data strongly indicate is that leaders set the tone. Their choices -- about a wide range of issues, including communication, delegation of authority, role definition, availability of resources, provision of feedback, recognition of contributions, and opportunities for learning and growth -- shape staff experiences. These dimensions matter far more than the issues that often are the focus of conversations about staff retention and satisfaction, such as pay levels or workload.Also included in this report are case studies of two foundations whose SPR results were particularly strong: The Commonwealth Fund and The Skillman Foundation. These two foundations' staff members rated highly on satisfaction and a host of other dimensions
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Towards a New Model of Leadership for the NHS
This paper was commissioned by the NHS Leadership Academy as a contribution to thinking about the future development of leadership in and around the NHS. It was prepared in collaboration with the Hay Group. The backdrop and one of the triggers was the launch of a new suite of professional development programmes sponsored and organised by the NHS Leadership Academy. From the research reported in this paper a new framework for leadership in the healthcare is built. This is being used to guide the construction of a new Leadership Model. To quote the NLA this 'will be a well-researched, evidence-based model that reflects the values of the NHS, what we know about effective leadership, what we have learned from the Leadership Framework and what our patients and communities are now asking from us as leaders'
Seven Steps to Emotional Intelligence
In lieu of an abstract, here is the article\u27s first paragraph:
In New York State, one of the most contentious issues- even outside of education circlesis the overwhelming nature of student testing today. Teacher and administrator energies are focused on testing and test-taking at the expense of authentic instruction. In fact, the consequences of current testing in our schools resulted in an estimated 165,000 students opting out of this year’s standardized tests. Many educators continue to question the Common Core curriculum. Teachers are being asked to do more and deliver in ways that are industrializing our schools. Principals are faced with policies that make it difficult to foster a culture of learning and growing. Emotions and emotional reactions are overtaking the schoolhouse and the social landscape. This is an opportune time for the use of emotional intelligence (EI) in education
Servant Leadership and its Relationships with Core Self-Evaluation and Job Satisfaction
Servant leadership is a growing topic in the leadership literature. Our study considered servant leadership’s relationship to two outcomes, core self-evaluation and job satisfaction. The former is particularly noteworthy because if servant leadership predicts core self-evaluation this would confirm that servant leadership affects important changes in employees as people, a central tenet of servant leadership. In addition, if servant leadership predicts core self-evaluation, this could add to the question of whether core self-evaluation is a non-changeable personality trait or is potentially malleable. We conducted a field study of three firms and found that servant leadership predicts both core self-evaluation and job satisfaction, and that core self-evaluation also predicts job satisfaction. This study contributes to servant leadership, and in general to values-based leadership, by observing a predictive relationship to core self-evaluation, which potentially adds new information about the impact servant leadership can have on individuals. This study confirms the findings of previous authors who found that servant leadership predicts job satisfaction
Proposing a Manager Profile that is Predictive of Employee Job-Embeddedness, Satisfaction, and Engagement
Numerous studies have been conducted on leader-member exchange (LMX) theory and its application to organizational growth and development with a focus on the quality of relationships between leaders and their employees. There is an opportunity to expand upon the theory and its application to the hospitality industry. Understanding that this industry focuses on service delivery, which is influenced by relationships between leaders and employees, hospitality organizations can benefit from understanding what attributes of leaders contribute to high quality LMX relationships with employees
Enriching Veterans' Lives: Through An Evidence Based Approach
This paper marks the launch of a new IVMF series focused on the critical topics of program evaluation, performance measurement, and evidence-based practice (EBP). The purpose of the series is to inform the broader community of veteran and military family serving organizations by highlighting examples of veteran and military serving organizations employing various methods of EBP, program evaluation, and assessment. By highlighting leading practices across the U.S., this series aims to promote learning and greater impact in service delivery across our nation's evolving and maturing community of veteran and military organizations.This case illustration highlights the evaluation efforts of the rising veteran and military serving organization Team, Red, White & Blue (Team RWB). Team RWB is a 501(c)(3) nonprofit organization founded in 2010 with the mission of enriching the lives of America's veterans by connecting them to their communities through physical and social activity. Despite its relative youth, in 2014, the George W. Bush Institute's (GWBI) Military Service Initiative and the IVMF both identified Team RWB as a leading organization in building a robust measurement and evaluation program. The paper highlights how Team RWB integrates theory and research to drive its programming as an evidence-based wellness intervention and, in turn, produce data to inform its own organizational practice.Key HighlightsTeam RWB is an organization that values, at all levels, trust and transparency with its partners, funders, and community. This culture -- embodied by the 'Eagle Ethos' of positivity, passion, people, community, camaraderie, and commitment -- exists throughout the organization from the senior executive down to the community level.Research and evaluation of RWB's programs is and will remain vital to communicating its impact and improving how it targets resources to improve and grow its programs. The Team RWB "Eagle Research Center" is building an evidence base by quantitatively measuring its outcomes and using data to improve its program delivery.More than 1,800 veterans surveyed in 2014 and 2,500 surveyed in 2015 self-reported increases in creating authentic relationships with others, increasing their sense of purpose, and improving their health, by participating in Team RWB. Veterans also noted that participating in Team RWB had indirect benefits in their family relationships and work. Improvements on these dimensions contribute to an enriched life, with more program engagement leading to more enrichment.Team RWB achieves these results through local, consistent, and inclusive programs. The chapter and Community programs provide opportunities for physical, social, and service activities. The Leadership Development Program is comprised of national athletic and leadership camps, and a newly launched tiered leader development program
Participation and organizational commitment during change: From utopist to realist perspectives
Trust has a great potential for furthering our understanding of organizational change and learning. This potential however remains largely untapped. It is argued that two reasons as for why this potential remains unrealized are: (i) A narrow conceptualization of change as implementation and (ii) an emphasis on direct and aggregated effects of individual trust to the exclusion of other effects. It is further suggested that our understanding of the effects of trust on organizational change, should benefit from including effects of trust on the formulation stage. It should also benefit from exploring the structuring effects of trust in organizations. Throughout this chapter, ways to extend current research on trust in organizations are suggested. The chapter also provides examples of relevant contributions where available. In order to capture organizational effects of trust, it is suggested that trust should be studied over longer time intervals, and include several referents of trust, spanning both horizontal and vertical relationships in the organizatio
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