Relationship between self-efficacy, transformational leadership and leader effectiveness

The aim of this research is to empirically investigate the relationship between a leader’s self-efficacy, transformational leadership and leader effectiveness. On the basis of the literature and current leadership research review, the theoretical model, in which transformational leadership mediates the relationship between a leader’s self- efficacy and effectiveness, is proposed. The research was conducted within a three-month-long management simulation game at two Czech universities. A total of 32 leaders participated together with 604 subordinates. The criteria of leader effectiveness included leadership emergence and perceived leader effectiveness, both assessed by the leaders’ subordinates, and objectively measured by group performance. For the assessment of the transformational leadership approach of leaders, we administered a questionnaire based on the transformational leadership theory to their subordinates. The self-efficacy of leaders was measured by a self-report questionnaire filled by leaders. The relationship of self- efficacy to transformational leadership was not supported, as well as the association between leader’s self-efficacy and criteria of leader effectiveness. Therefore, the mediation model with transformational leadership in the role of the mediator was not accepted.The aim of this research is to empirically investigate the relationship between a leader’s self-efficacy, transformational leadership and leader effectiveness. On the basis of the literature and current leadership research review, the theoretical model, in which transformational leadership mediates the relationship between a leader’s self- efficacy and effectiveness, is proposed. The research was conducted within a three-month-long management simulation game at two Czech universities. A total of 32 leaders participated together with 604 subordinates. The criteria of leader effectiveness included leadership emergence and perceived leader effectiveness, both assessed by the leaders’ subordinates, and objectively measured by group performance. For the assessment of the transformational leadership approach of leaders, we administered a questionnaire based on the transformational leadership theory to their subordinates. The self-efficacy of leaders was measured by a self-report questionnaire filled by leaders. The relationship of self- efficacy to transformational leadership was not supported, as well as the association between leader’s self-efficacy and criteria of leader effectiveness. Therefore, the mediation model with transformational leadership in the role of the mediator was not accepted

Studying Fake News via Network Analysis: Detection and Mitigation

Social media for news consumption is becoming increasingly popular due to its easy access, fast dissemination, and low cost. However, social media also enable the wide propagation of "fake news", i.e., news with intentionally false information. Fake news on social media poses significant negative societal effects, and also presents unique challenges. To tackle the challenges, many existing works exploit various features, from a network perspective, to detect and mitigate fake news. In essence, news dissemination ecosystem involves three dimensions on social media, i.e., a content dimension, a social dimension, and a temporal dimension. In this chapter, we will review network properties for studying fake news, introduce popular network types and how these networks can be used to detect and mitigation fake news on social media.Comment: Submitted as a invited book chapter in Lecture Notes in Social Networks, Springer Pres

How unique is the service leadership model? A comparison with contemporary leadership approaches

2015-2016 > Academic research: refereed > Publication in refereed journalVersion of RecordPublishe