Proactivity directed toward the team and organization : the role of leadership, commitment and role-breadth self-efficacy

Employees' proactive behaviour is increasingly important for organizations seeking to adapt in uncertain economic environments. This study examined the link between leadership and proactive behaviour. We differentiated between organizational leadership and team leadership and proposed that transformational leadership by team leaders would enhance commitment to the team, which would predict team member proactivity. In contrast, transformational leadership by leaders of the organization would enhance commitment to the organization, which we expected to predict organization member proactivity. Transformational leadership on both levels was expected to increase employees' role-breadth self-efficacy, the confidence necessary to engage in proactive behaviour. Our results demonstrate the importance of leadership as an antecedent of proactive work behaviour and suggest that leadership at different levels influences proactivity via different mediators. Transformational team leaders seem to facilitate proactivity by increasing employees' confidence to initiate change. Transformational organizational leaders on the other hand increase proactivity by enhancing employees' commitment to the organization

Mentoring: Adding Value to Organizational Culture

Given that leadership is value-based and relationship-permeated, one asks how leaders can transfer personal and organizational value to employees. One answer to this is through mentoring. Mentoring young or inexperienced workers is an investment in the future of business, the school system, organizations, etc. Understanding this idea is difficult because current mentoring research demonstrates that mentoring is more convoluted than was once thought. This article will make an effort to untangle some of this research and then suggest a “common sense” and “practical” definition of “mentoring.” This is a definition that can be used in large and small businesses, in churches, schools, and by community organizations. In our conclusion, we summarize the research examined: The characteristics of a mentor The characteristics of a mentor-protégé relationship A description of the mentoring process A simple definition of “mentoring” that is widely applicabl

Distributed Leadership: A Review of Literature

A review of empirical research studies of distributed leadership from public and private sector settings completed since 1995

Growth or decline in the Church of England during the decade of Evangelism: did the Churchmanship of the Bishop matter?

The Decade of Evangelism occupied the attention of the Church of England throughout the 1990s. The present study employs the statistics routinely published by the Church of England in order to assess two matters: the extent to which these statistics suggest that the 43 individual dioceses finished the decade in a stronger or weaker position than they had entered it and the extent to which, according to these statistics, the performance of dioceses led by bishops shaped in the Evangelical tradition differed from the performance of dioceses led by bishops shaped in the Catholic tradition. The data demonstrated that the majority of dioceses were performing less effectively at the end of the decade than at the beginning, in terms of a range of membership statistics, and that the rate of decline varied considerably from one diocese to another. The only exception to the trend was provided by the diocese of London, which experienced some growth. The data also demonstrated that little depended on the churchmanship of the diocesan bishop in shaping diocesan outcomes on the performance indicators employed in the study

Creating Low-carbon Communities: Evaluating the Role of Individual Agency and Systemic Inequality in San Jose, CA

Following a scholarly need to test compelling community level sociodemographic representations of environmental behaviors and outcomes, a sequential mixed method approach was used to evaluate the connections of human agency and systemic inequalities with carbon footprints. Statistical analyses of the 2016 SDG San Jose Dashboard data of city blocks and 2009 - 2013 ACS survey data were supplemented with interviews with eight climate action-oriented community engagement professionals in the South Bay. Boundary limiting socioeconomic conditions for systemic inequalities and human agency, dimensions of Gidden’s Structuration model, were specified. Partially supporting structural inequality theories, socioeconomic resources, primarily, and to a lesser extent dominant race concentration, were associated with larger carbon footprints, particularly when wealth was concentrated. Both human (time driven alone) and demographic (senior and mid-aged blocks) agencies were also in part at play in shrinking or even enlarging carbon footprints, in wealthier communities. These findings not only contributed to the literature on climate action, but also highlighted the need for targeted interventions in communities of different socioeconomic standing

Making things happen : a model of proactive motivation

Being proactive is about making things happen, anticipating and preventing problems, and seizing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striving). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within one’s work environment, improving the organization’s internal functioning, or enhancing the organization’s strategic fit with its environment) and whether the self or situation is being changed. The authors then identify “can do,” “reason to,” and “energized to” motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences (e.g., personality, values, knowledge and ability) as well as contextual variations in leadership, work design, and interpersonal climate, that influence the proactive motivational states and thereby boost or inhibit proactive goal processes. Finally, the authors summarize priorities for future researc

The impact of national culture on e-government implementation: A comparison case study

Over the past decade there has been increasing interest in the IS research literature on the impact of cultural differences on the development and use of information and communications technologies (Ives & Jarvenpaa, 1991; Shore & Venkatachalam, 1995; Tractinsky & Jarvenpaa, 1995, Myers and Tan, 2002, Ali and Brooks, 2008). In this paper the authors explore the influence of national culture on eGov implementation. The authors have conducted a comparative case study in two different countries the UK as a developed country and Sari Lanka as a developing country. The research findings highlight the potential influence of cultural differences on eGov implementation

Transformational leadership and innovation at the Lebanese banking industry

Purpose: Transformational leadership (TL) has been recognized as one of the most important factor influencing innovation. It is argued that this style plays an essential role in developing the process, structure and climate for organizations to become innovative. This research aims to examine the impact of TL on two aspects of innovation namely product and process innovation. Design/Methodology/Approach: The quantitative and explanatory analysis was taken by using the Structural equations modeling (SEM) with AMOS 20 to examine the relationship between TL and innovation. Research data were collected through a survey method. The sample result was determined by the probability stratified sampling technique of about 310 employees at 27 banks in Lebanon. Findings: The findings confirmed the importance of TL in enhancing innovation in banking sector. The main implication of the research highlights that individualized consideration is the most important predictor of product and process innovation followed by, inspirational motivation and idealized influence, respectively, whereas, intellectual stimulation has insignificant influence on product and process innovation. Practical Implications: Findings point to how transformational style of leadership produce better outcomes for the banks by mobilizing employees to engage in innovative products and processes. Originality/Value: These findings extends the understanding of the processes through which transformational styles of leadership stimulate innovation, and also highlight the benefits gained by cultivating more transformational styles of leadership to generate more innovative outcomes.peer-reviewe

The effect of cultural orientation and leadership style on self- versus other-oriented organizational citizenship behavior in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part-time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self-oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self- versus other-oriented OCB in Turkey and the Netherlands

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