From the Editor
Dr. William O. Welsh, III
Greetings, Fellow Travelers. In this issue, we offer an eclectic mix of research and theory beginning with the exploration of Mahatma Gandhi’s leadership qualities through the Servant Leadership Behaviour Scale (SLBS) lens followed by an intriguing theoretical consideration of how certain organizations might develop social responsibility strategies without sacrificing their financial goals. Next, an empirical study from a Turkish perspective explores the relationships between the concepts of transactional and authentic leadership, trust in leader, and organizational identification. The fourth paper is an empirical study that considers expanding the Competing Values Framework’s utility by proposing distinctions between men and women, particularly with respect to transformational and transactional leadership. This is followed, in turn, by a research paper detailing the development and validation of an abbreviated Revised Self-Leadership Questionnaire. Our second theory paper for this issue tackles the difficult aspect of leader wisdom stipulating that as leader constructive development capacity increases, so does wisdom, and is followed by our final paper that examines the differences between college students’ self-reported emotionally intelligent leadership behaviors based on levels of involvement in student organizations and holding formal leadership roles.
Although we don’t have a Practitioner’s Corner paper in this issue, we urge you to revisit and deeply reflect on the Practitioner’s Corner by Mensch and Dingman from IJLS Issue (Vol. 6, Iss. 1). For next summer, we are considering an IJLS Special Edition dedicated to exploring thoroughly this paper’s profound implications for practical 21st century leadership theory, research and practice. We enthusiastically solicit your feedback on this consideration.
Your associate editor, Dr. Diane Norbutus, provides an excellent review of McCrimmon’s (2006) Burn! 7 Leadership Myths in Ashes. McCrimmon’s work offers a powerful argument for critically distinguishing leadership and management.
As noted in the previous issue (Vol. 7, Iss. 1), IJLS is structured to be first time author friendly, providing studies and theory of leading research that best reflects international 21st century yearning for democracy, equality, and human dignity. [more] |
BOOK REVIEW
Mitch McCrimmon's (2006)
Burn! 7 Leadership Myths in Ashes
Diane Norbutus
Dr. Norbutus found the ideas in Burn! consistent with both the emerging understanding of non-positional emergent leadership and her considerable experience in organizational change efforts (Norbutus, 2007). She presents a pragmatic argument for defining leadership as simply voicing an ethical, moral change idea–making leadership an option for everyone. [more]
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Mahatma Gandhi – An Indian Model of Servant Leadership
Annette Barnabas & Paul Sundararajan Clifford
This study explores the leadership qualities of Mahatma Gandhi in relation to six behavioral dimensions of the Servant Leadership Behaviour Scale (SLBS) model of servant leadership, proposed by Sendjaya, Sarros and Santora (2008), and highlights the importance of servant leadership qualities like service, self-sacrificial love, spirituality, integrity, simplicity, emphasizing follower needs, and modelling. It is a literary investigation of the life and leadership qualities of Gandhi, based on various books, personal correspondence, and statements including the autobiography of Mahatma Gandhi—The Story of My Experiments with the Truth—by using the model of SLBS. This research study demonstrates that Mahatma Gandhi personified the Servant Leadership Behaviour Scale model and illustrates the Indian contribution to servant leadership. It elucidates the need to include the concept of servant leadership in the curriculum of business schools and advocates the practice of servant leadership in different leadership positions. [more] |
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Building Corporate Social Responsibility through Servant Leadership
Matthew Kincaid
History has shown that corporate social responsibility has consistently increased in societal importance, yet leaders of many organizations find themselves struggling to appease social responsibility critics while also fulfilling the financial obligations of their organizations (Achbor & Abbot, 2004; Blowfield & Murray, 2008; Graham, 1998; Porter & Kramer, 2002). Servant-leaders, on the other hand, appear to be one of the few groups that are achieving both their financial responsibilities and corporate social responsibility initiatives with a high degree of success (Bennis, 2004; Fassel, 1998; Zohar, 1997). This paper examines the key principles of both corporate social responsibility and servant-leadership, and positions servant-leadership as one answer to the question of how organizations can develop social responsibility strategies without sacrificing their financial goals. Terms are defined, statistics are cited, and trends are discussed that illustrate today’s ever-changing, dynamic world and the increased need for building more caring organizations and societies. [more] |
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How Can Authentic Leaders Create Organizational Identification?
An Empirical Study on Turkish Employees
Meltem Çeri-Booms
This research presents the empirical results of a study exploring the relationships between the concepts of transactional and authentic leadership, trust in leader and organizational identification. The sample used in the analysis (N=232) was taken in Turkish companies that abide by corporate governance rules. The results of the study indicate that transactional leadership has a positive relation with trust in leader and that this relationship is moderated by authentic leadership. Furthermore, trust in leader, as a full mediator, develops organizational identification among followers. The results also identify authentic transactional leadership behaviors that promote followers’ trust for their leaders and thus help to develop organizational identification. Implications and directions of future research are discussed at the end of the paper. [more] |
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Women’s Leadership: Using the Competing Values Framework to Evaluate the Interactive Effects of Gender and Personality Traits on Leadership Roles
Alan Belasen & Nancy Frank
The Competing Values Framework (CVF) is useful for differentiating leadership roles (Quinn, 1988), as well as grouping these roles and personality traits (Belasen & Frank, 2008) into an organizing schema. This paper expands the CVF’s utility by proposing distinctions between men and women, particularly with respect to transformational and transactional leadership. Using LISREL path analysis, findings show that being a woman manager influenced the conscientiousness personality trait, which, in turn, influenced the CVF role strengths of monitor, coordinator, and producer – three roles associated with transactional leadership. Explanations for the failure of our findings to support the proposition that women would display stronger scores in transformational roles are provided. We conclude the study with a discussion of the Catch-22 women face as they try to get past the invisible glass barrier and provide implications for leadership development. Suggestions for future research are also included. [more] |
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The Abbreviated Self–Leadership Questionnaire (ASLQ):
A More Concise Measure of Self-Leadership
Jeffery D. Houghton, David Dawley, & Trudy C. DiLiello
This research develops and validates an abbreviated version of the thirty-five item Revised Self-Leadership Questionnaire (RSLQ), as developed by Houghton & Neck (2002). Using six major dimensions from the RSLQ, and a sample of undergraduate students, we used an exploratory factor analysis (EFA) to identify three factors believed to embody the RSLQ. The EFA produced a nine-item scale. This shortened survey was administered to a United States government agency workforce. A confirmatory factor analysis was performed using these nine items to validate our proposed Abbreviated Self-Leadership Questionnaire (ASLQ). Our analyses suggest that the nine-item ALSQ is a reliable and valid measure that inherits the nomological network of associations from the original version of the RSLQ. [more] |
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Wisdom Development of Leaders:
A Constructive Developmental Perspective
John E. Barbuto, Jr. & Michele L. Millard
This paper proposes a framework linking constructive development theory and the development of wisdom in leaders. Kegan’s (1982) theory of constructive development – consisting of five stages (Level 1 – Impulsive; Level 2 – Instrumental; Level 3 – Interpersonal; Level 4 – Institutional; Level 5 – Inter-individual) – is linked with the development of wisdom in leaders. A reciprocal relationship between constructive development and wisdom development is proposed. As leaders increase their capacity for constructive development, they will concurrently develop wisdom. Future research and potential implications of this proposed framework are also discussed. [more] |
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College Students’ Emotionally Intelligent Leadership: An Examination of Differences
by Student Organization Involvement and Formal Leadership Roles
Paige Haber, Scott J. Allen, Tina Facca, & Marcy Levy Shankman
The authors investigate the differences between college students’ self-reported emotionally intelligent leadership (EIL) behaviors based on levels of involvement in student organizations and holding formal leadership roles. When students reported on their levels of consciousness of self, consciousness of others, and consciousness of context (the three facets of EIL), a number of findings reflect significantly higher levels of EIL for those students involved in four or more organizations and holding formal leadership roles as compared to students with less involvement. These results are shared in the context of past research and lead to implications for practice and research. [more] |
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