The Impact of Authentic, Ethical, Transformational Leadership on Leader Effectiveness

Authentic, ethical and transformational leadership in 21st century business leaders is needed. This research posits that ethical, authentic and transformational leaders are more effective, that there are incremental improvements in a leader’s effectiveness for each of these leadership qualities, and that transformational leadership moderates the impact of the leader’s authentic and ethical leadership on the leader’s outcomes. Analysis shows that authentic, ethical and transformational leadership behaviors make incremental independent contributions to explain leader effectiveness. The study did not find support for transformational leadership as a moderator of the relationships between authentic and ethical leadership behaviors and a leader’s effectiveness

Leadership and Fairness: The State of the Art

Research in leadership effectiveness has paid less to the role of leader fairness than probably it should have. More recently, this has started to change. To capture this development, we review the empirical literature in leadership and fairness to define the field of leadership and fairness, to assess the state of the art, and to identify a research agenda for future efforts in the field. The review shows that leader distributive, procedural, and especially interactional fairness are positively associated with criteria of leadership effectiveness. More scarce and scattered evidence also suggests that fairness considerations help explain the effectiveness of other aspects of leadership, and that leader fairness and other aspects of leadership, or the leadership context, may interact in predicting leadership effectiveness. We conclude that future research should especially focus on interaction effects of leader fairness and other aspects of leadership, and on the processes mediating these effects.Leadership effectiveness;Fairness

What are the Best Practices to Assess Leadership Effectiveness?

[Excerpt] Great leadership makes employees devote more energy to their job and yield good performances. Since leadership is vital to managing an organization, all organizations always need to assess how well leaders exercise that leadership over their subordinates. However, assessing leadership effectiveness is often a difficult exercise for many organizations, because of potential backlash from giving negative feedback to leaders. In addition, most assessment procedures are not based on standards and the items on which a leader is assessed are undefined or poorly defined. There is no perfect instrument for assessment. So, we will focus on how best to assess leadership effectiveness by using current assessment instruments wisely

Team Effectiveness and Leadership Roles

In this study we aim to explain the patterns of leadership roles for team effectiveness in non economic organizations compared to economic organizations. For this purpose, we studied three successful organization types, i.e the amateur sports clubs (football, basketball), theater companies and, regional folk groups. Our basic hypothesis is that the relationship between the type of organization (specially teams) and the role of leadership is not random. Therefore, we believe that an empirical approach is necessary to test the assumptions about leadership and team effectiveness. Also these empirical results are supposed to lead to professional managers in economic organizations. First, we constructed thirteen key dimension variables for leadership behavior as follows: coaching, effective communication, encouraging teamwork, establishing high standards and getting results, effective delegation, rewarding performance, developing and releasing employees, building consensus, supporting reasonable risk- taking, forecast thinking, improving the organization, managing diversity, and overall effectiveness . Second, we defined team standards and effectiveness in twenty items. And finally, we tried to emphasize factors affecting leadership roles and team effectiveness. In this study, Natemeyer and Babko (1992) Management Practices Survey data are used. Data reliability are tested before the analysis and results are discussed at the end of the study.Team effectiveness, Leadership; Roles

Leadership Styles and Effectiveness Among Sub-Saharan African Employees

This study sought to determine whether a significant relationship exists between dimensions of transactional and transformational leadership styles and leadership effectiveness within sub-Saharan Africa. Dimensions of transactional and transformational leadership styles were moderated by dimensions of organizational commitment among Nigerian employees to produce effective leadership. The study confirmed that no significant relationship existed between dimensions of transactional and transformational leadership styles and effective leadership among Nigerian employees when moderated by dimensions of organizational commitment. Gender was also found to be the only control variable that had a significant relationship when predicting organizational commitment as well as effective leadership among Nigerian employees

Book Review: 21 Success Sutras for Leaders by M.S. Rao

(excerpt) Professor M. S. Rao’s 21 Success Sutras for Leaders (“Success Sutras”) offers keen, managerial insight into the benefits of learning from the experiences of others — whether disadvantageous, banal, or extremely useful. Acclaimed as an international, authoritative resource on leadership, Success Sutras equips the reader with 21 leadership tools and techniques designed to minimize mistakes and maximize leadership effectiveness. Its 22 chapters and 176 pages provide examples and illustrations of international leaders and their respective styles of principled leadership paradigms

FACTORS INFLUENCING PROJECT TEAM EFFECTIVENESS AS PERCEIVED BY PROJECT MANAGERS IN MALAYSIA – A PILOT STUDY

As more project teams are formed to help Malaysian organizations in achieving their objectives that individual efforts cannot achieve, there is a compelling reason to understand the critical factors that can influence project team effectiveness, because the effectiveness outcome can yield benefits to organizations. This study developed a research model underpinned on Cohen & Bailey’s (1997) Team Effectiveness Framework to empirically analyze some critical factors that influence project team effectiveness. Results show that project manager’s leadership roles are not directly influencing project team effectiveness, but they are directly influencing both team building & participation, and team shared mental models in which these two factors are directly and positively influencing project team effectivenessProject Team Effectiveness, Leadership Roles, Team Building & Participation, Team Shared Mental Models, Project Manager

Developing leadership: National Support Schools Strategies used to develop leadership potential and effectiveness in schools

"This small-scale study identifies the strategies used in 24 successful schools, designated National Support Schools, to develop effective leadership skills and build capacity to sustain excellence. The schools gave their staff a wealth of opportunities to take on leadership roles and provided them with high-quality support and training. The report also identifies good practice in the approaches these schools took to develop leadership skills and effectiveness in 20 client schools with whom they were working." - Cover

Revisiting leadership development:the participant perspective

Purpose – The purpose of this paper is to address limitations of prevailing approaches to leadership development programmes and make suggestions as to how these might be overcome. These limitations are an outcome of the dominant rational functional approach to leadership development programmes. Based on empirical research, and underpinned by organisational theory, the paper suggests a shift towards a socio-constructivist perspective on design and implementation of leadership development programmes. The explorative study proposes that context and participant differences need to be recognised as factors impacting on the effectiveness of leadership development initiatives. Design/methodology/approach – The paper is based on a review of relevant literature and qualitative data collected using the case study method. The study presented is explorative. Findings – The paper finds that participant interaction with leadership development programmes varies depending on individual and/or contextual factors. Current design logic neither recognises nor utilises such situatedness as programmes develop their linear and unidirectional logic. Designers of programmes underestimate the extent to which programme participants create a context-specific understanding of leadership learning as they interact with the programme. Their personal and organisational context shapes this interaction. A socio-constructivist perspective can provide theoretical foundation for the argument that leadership development programmes can become more effective if context-specific dimensions are recognised as shaping and constraining factors impacting on programme participants. Originality/value – The paper argues that it is time to move away from offering leadership development programmes which emphasise input over interaction. The paper encourages commissioners and designers of leadership programmes to recognise that an overly didactic approach may limit the effectiveness of such programmes

Effective Schools: Managing the Recruitment, Development, and Retention of High-Quality Teachers

Analyzes the correlation between a school's effectiveness as measured by student achievement value-add and its ability to recruit, retain, and develop high-quality teachers and remove others, with a focus on the principal's leadership effectiveness