Affective Match: Leader Emotional Displays, Follower Positive Affect, and Follower Performance

Leader emotions may play an important role in leadership effectiveness. Extending this earlier research on leader emotional displays and leadership effectiveness, we propose that the “affective match†between follower positive affect (PA) and leaders’ emotional displays moderates the effectiveness of leader emotional displays. Leader display of emotions has more positive effects on follower behavior if the match between the valence of leader emotion and follower PA is strong rather than weak. Support for this hypothesis was found in two experiments. The congruency between leader emotional displays and follower PA determined follower task performance and extra-role compliance. Results from the second experiment indicated that this effect is due to the affective aspects of leader behavior and not to the valence of the content of the message.Emotions;Leadership Effectiveness;Positive Affect

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

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

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

The serendipity of leadership effectiveness in management and business practices

Purpose &ndash; The objective of this paper is to conceptualize the serendipity of leadership effectiveness in management and business practices. The term &ldquo;serendipity&rdquo; is defined as the mix of leadership effectiveness by accident and sagacity in management and business practices.Design/methodology/approach &ndash; The paper provides a conceptual discussion of the serendipity of leadership effectiveness in management and business practices.Findings &ndash; This paper contributes a number of models and a matrix that are introduced to address the underlying criteria of the cause-effect relationship between leadership effectiveness and organizational achievements.Research limitations/implications &ndash; This paper challenges the idealistic picture that flourishes in the management literature and in management practice of the direct, positive impact of leadership on prosperous management and business practices. In fact, it reinforces and underpins the critical or sceptical views of leadership effectiveness raised in the literature.Practical implications &ndash; Normally, views of organizational achievements are based on the assumption that contextual, timely and skilful precisions in leadership effectiveness are high. Shareholders and stakeholders may benefit from a thorough examination of these issues in organizational achievements. It would not be surprising to find that leadership effectiveness in management and business practices to a minor or major extent is derived from pure luck and coincidence in contextual and timely precisions: right place, right time. This means that such leadership effectiveness may be based on serendipity rather than skilfulness in terms of organizational achievements.Originality/value &ndash; The authors contend that the term &ldquo;serendipity&rdquo; contributes to enhance the ongoing discussion in the literature of the link between leadership effectiveness and organizational achievements. It also provides a fundament of understanding, explanation and prediction of leadership effectiveness in management and business practices.<br /

SPIRITUAL INTELLIGENCE LINKING TO LEADERSHIP EFFECTIVENESS: INTERCEDING ROLE OF PERSONALITY TRAITS

The purpose of this study was to understand the relationship between spiritual intelligence and leadership effectiveness. It was further in the objective of the current study to explore the personality traits as mediating factors between the relationship of spiritual intelligence and leadership effectiveness. Data were collected from a sample of 260 managers aged between 22 and 60 years working in different organizations in Multan. Managers provided information regarding emotional intelligence, personality traits, and leadership effectiveness. Findings revealed that spiritual intelligence was significantly related to leadership effectiveness and personality traits of extroversion and openness to experience. Result further revealed that personality trait of openness to experience was found positively correlated with leadership effectiveness. Results proposed that personality dimension of openness to experience mediated the relationship between spiritual intelligence and leadership effectiveness among managers. Implications of these findings and directions for future research are discussed.&nbsp

Leadership Behaviour and Its Effectiveness From Subordinates' Perception

This study has four objectives, first to determine the level of leadership effectiveness and leaders’ behaviour from subordinates’ perspective. Second to determine the relationship between leaders’ behaviour and leadership effectiveness. Third to determine the influence of leaders’ behaviour toward leadership effectiveness from subordinates’ perspective and the last one to determine the differences of perceiving leadership effectiveness base on subordinates’ demographic factors. This study is a cross-sectional research, which is using survey method. In gathering the data, the questionnaire is based on the previous study by Brown (1964) and Mirza (2003). The population of this study is 200 academics staff (lecturer) in Universiti Teknology MARA Perlis. A total of 105 usable questionnaires were returned, giving a response rate of 52.5 percent. Leader behaviour was measured by adopting the general scheme provided by Brown (1964). Decision-making, communication skill, leadership performance and personal characteristics are identified as the most important areas for effective leaders’ behaviour. Leadership effectiveness was measured adopting the scale developed by Cumming (1967). The finding shows that the mean score of the variable above 3.5, the highest is communication skill followed by leadership performance, personal characteristic, leadership effectiveness and decision making skill. Leadership performance, decision-making skill, communication skill and personal characteristic are significantly positive correlated to leadership effectiveness. 40.0 percent of the variance (R-square) in leadership effectiveness has been significantly explained by the four independent variables (leadership performance, decision making skill, communication skill and personal characteristic). The finding also shows that demographic factors (gender, age, seniority and level of education) have no difference on perceiving leadership effectiveness. The findings support past evidence that leadership effectiveness is related to subordinates’ perception

Leadership Styles and Effective Leadership Among Higher Education Leaders in the North American Division of Seventh-day Adventists

Problem Leadership has been shown to be crucial in the success of organizations, especially in higher education. However, little research has been done about leadership styles and effectiveness in North American Division (NAD) of Seventh-Day Adventists (SDA) higher education institutions. My study examined transformational, transactional, and passive avoidant leadership styles and leadership effectiveness in these higher education institutions. Method To examine leadership in Adventist colleges, I used the online MLQ-5X short form. I secured participation from 12 colleges and after repeated emails secured 168 responses. I analyzed the relationship between leadership styles, several leader characteristics and leader effectiveness, using SEM, correlation, and multiple regression. Findings Of the 168 respondents, 92 were males and 76 females. Transformational leadership was predictive of greater leadership effectiveness. Although weak, transactional leadership had a direct effect on leadership effectiveness. However, it was not statistically significant. Passive avoidant was negatively correlated to leadership effectiveness. Age was positively correlated with leadership effectiveness, in that older leaders reported higher effectiveness. By contrast, gender did not significantly predict leadership effectiveness. Additionally, years of experience at their institution had a negative non-significant correlation with leadership effectiveness. Multiple regression also showed age was statistically significantly related to leadership effectiveness with older leaders reporting higher effectiveness. However, years of experience did not show a significant relationship with leadership effectiveness. Multiple regression also did not significantly predict effectiveness between male and female. Although not statistically significant, being a leader with more years of experience at their institution was associated with less leadership effectiveness. Conclusion My findings mirror the scholarship that shows transformational leadership style is strongly correlated with leadership effectiveness. However, an exception showed in data suggesting that transformation and transactional leadership style overlapped and both positively impacted leadership effectiveness. I call that overlap, transact-formational leadership style. Effective leaders display aspects of both transformational leadership and transactional leadership styles. I recommend institutions considering recruiting and/or developing leaders toward these transact-formational leadership characteristics. Because age was positively correlated with leadership effectiveness but negatively (non-significantly) related to years of experience, I discussed hiring as a balance between securing leaders that have used age to garner wisdom, but need to be cautious about assuming leaders with longer experiences or service have the breadth of experience for effectiveness

Sustainable components of leadership effectiveness in organizational performance

Purpose &ndash; The objective is to describe a selection of sustainability components of leadership effectiveness in organizational performance.Design/methodology/approach &ndash; The paper is based on a conceptual discussion. Findings &ndash; The paper contributes to descriptive models that address sustainability components of leadership effectiveness in organizational performance. The study highlights some common views that exist in the management literature and in prosperous management practice related to the direct impact of the relationship in organizational performance between leadership and effectiveness. In fact, it also highlights the critical or sceptical views of leadership effectiveness in organizational performance raised in the literature. Research limitations/implications &ndash; The paper contends that the actual leadership effectiveness in organizational performance varies over time and across contexts. At times, the achievement in organizational performance is the outcome of prosperous and conscious leadership, while it at other times may be the outcome of poor and deficient leadership. The topic at hand is positioned and limited to the interface that may describe and explain the connection between these two views. Furthermore, it is limited to corporate decision making and business behaviour in relation to leadership effectiveness and organizational performance. Practical implications &ndash; The leadership of an organization need not only to be successful today, but they also need to be successful tomorrow to stay in control and to flourish. Quality control and quality assurance are no longer enough for most organizations. They need to build an awareness of the sustainability components into processes of their management and business practices (i.e. internal and external ones) in order to be judged as successful in corporate decision-making and business behaviour in organizational performance in the long term. Originality/value &ndash; The principal contributions of the study are a model of timely leadership effectiveness, a model of contextual leadership effectiveness, and a typology of leadership effectiveness in corporate decision-making and business behaviour. These contributions provide theoretical and managerial ideas and insights into the sustainability components of leadership effectiveness in organizational performance.<br /