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Leadership Style, Innovative Work Behavior, and the Mediating Effect of Innovation Climate on Individual Job Satisfaction and Team Effectiveness

Leadership Style, Innovative Work Behavior, and the Mediating Effect of Innovation Climate on Individual Job Satisfaction and Team Effectiveness

Carl Preston Weaver Jr. | 2017

Abstract

Creativity and innovation are increasingly important to organizational success in a progressively more connected global economy that seeks the latest new idea or product. Research has supported several major influences on creativity and innovation such as leadership and certain contextual factors. While these factors appear important in supporting subordinate efforts at creativity and innovation, studies are limited on the relationship of leadership style to contextual factors and subsequently on organizational outcomes. Using interactionist theory as the foundation for the research, this study examined the direct and indirect effects of servant leadership on innovation climate, innovative work behavior, intrinsic and extrinsic job satisfaction, and team effectiveness at the individual level of analysis. The study used cross-sectional survey data from 131 participants across six industry sectors. The data were analyzed using multiple regression analysis to test both direct and mediated relationships. Results indicate servant leadership has a direct positive relationship to innovation climate and both servant leadership and innovation climate have a direct positive relationship to intrinsic and extrinsic job satisfaction and team effectiveness. There was no mediation effect for innovation climate and a small mediation effect for innovative work behavior on intrinsic and extrinsic job satisfaction and team effectiveness.

Authentic Leadership: A Model for Professional Moral Courage

Authentic Leadership: A Model for Professional Moral Courage

Ava C. Abney | 2016

Abstract

The general purpose of this quantitative research study was to determine the relationship between authentic leadership and professional moral courage. The ultimate goal of this study was to extend understanding of the underlying principles of authentic leadership and how each affects a leader’s ability and motivation to act with unwavering moral courage. The participants of this study were a diverse sampling of leaders selected from my LinkedIn network connections, the world’s largest professional network. All data collected for this quantitative research study used a cross-sectional method with the data collected over a period of 6 days through use of electronically administered online surveys. A correlational research design was used to test for a positive or negative relationship between authentic leadership and professional moral courage. It was found that a positive relationship existed between authentic leader and professional moral courage. Implications for future research are also included.

Ethical Leadership Under Duress: An Exegetical Study of Daniel 1-6

Ethical Leadership Under Duress: An Exegetical Study of Daniel 1-6

Robert D. Ball | 2016

Abstract

Leadership is often exercised in environments where there are expectations that clash with a leader’s personal, moral, and ethical standards. A leader may feel the pressure or even coercion to sacrifice certain ethical standards for the sake of expediency in advancement, achievement of goals, financial gain, or even preservation of personal comfort and status. This study employed the combined application of socioscientific and sociohistorical exegetical analysis to examine ethical leadership under duress in the life of Daniel as described in the first six chapters of the Book of Daniel. This study adds to the body of literature concerning ethical leadership with findings that show ethical leadership is (a) fully functional when exercised in environments of coercion and duress, (b) fully effective when exercised in environments of coercion and duress, and (c) powerfully influential when exercised in environments of coercion and duress. Furthermore, this study shows a close connection between ethical leadership, servant leadership, and spiritual leadership.

The Effects of Pastoral Servant Leadership and Commitment of Members to the Organization in Latin American and Anglo American Congregations: As Mediated by Leader-Member Exchange and Identification with the Leader

The Effects of Pastoral Servant Leadership and Commitment of Members to the Organization in Latin American and Anglo American Congregations: As Mediated by Leader-Member Exchange and Identification with the Leader

Xavier Humberto Becerra | 2016

Abstract

Servant leadership is maturing in its theoretical development. Although initially introduced to the literature over four decades ago by Greenleaf (1970), the relationship of the effect of servant leadership and commitment has not been quantitatively explored until recently. Scholars, such as Sokoll (2013) and Drury (2004), have performed studies in the USA, but no quantitative empirical study has been published from Latin America. A call for the expeditious and quantitative investigation of servant leadership theory applicability in non-Western cultures seems to be emanating from within the academy and across organizations around the world (Northouse, 2015). This study, utilizing validated psychometric instruments, examined the essence of servant leadership and found it to have a significant (p < .001) effect on member commitment, especially on affective organizational commitment. This effect was most accentuated in the Latin American culture. The current study also found leader–member exchange to have a strong mediation significant (p < .001) effect on normative commitment and a modest significant (p < .001) effect on affective organizational commitment. The leader–member exchange effect was found to be more accentuated in the Latin American culture. The mediation role of members’ level of identification with the leader was also a significant (p < .001) effect, but there were no significant contrasts across the two cultures. The study was conducted in churches and online among a robust sample of 431 responses in the USA and 328 in Latin America comprised of multiple Evangelical Christian denominations. Respondents to the study’s survey were highly diverse in regards to age, gender, and involvement. This study offers empirical evidence for organizational decision makers to consider servant leadership as an emerging leadership approach that has a superior effect on cultivating member commitment, even in cultures where it was thought not to be a viable leadership style.

Examining Dark Side Leadership and Impression Management of King David: A Social

Examining Dark Side Leadership and Impression Management of King David: A Social–Culture Texture Analysis of 2 Samuel 11

Darius M. Benton | 2016

Abstract

This exposition serves as a biblical foundation toward future theoretical development regarding the variables of impression management and dark side leadership within assumed morally charged public leadership roles such as those serving in religious and/or political contexts. In recent years, there have been numerous reports of the drastic measures these types of leaders exude in response to moral failings and the general mistrust of the public toward these types of leaders in response to such incidences. The present exegetical analysis explores 2 Samuel 11 through social–culture texture analysis. Using an exegetical methodology offered the opportunity to thoroughly examine the intersection between biblical exegesis and organizational theory, particularly dark side leadership and impression management as presented in 2 Samuel 11—a prevalent biblical narrative where King David, a beloved yet flawed leader, is a featured character. This study is significant because there exists a plethora of recent research on dark side leadership; however, there is not much directly relating impression management techniques to this phenomenon nor is there research that makes the connection between dark side leadership and a classically adored biblical leader, until this discourse. The researcher determined that in the narrative of 2 Samuel 11, King David exhibits dark side leadership; in attempts to hide the consequence of his indiscretion, he used extreme impression management tactics. This research narrows the gap between organizational leadership theory and a narrative of biblical leadership while providing multiple opportunities for future research.

The Love-Empowered Leader: A Qualitative Case Study of a Pastoral Leadership Exemplar of an Evangelical Congregation in Virginia

The Love-Empowered Leader: A Qualitative Case Study of a Pastoral Leadership Exemplar of an Evangelical Congregation in Virginia

Deborah Darlene Reynolds Harper | 2017

Abstract

The construct of love is under investigation in this empirical qualitative case study. Love is a powerful force and thus can change landscapes. The landscapes under investigation in the study are in the domain of leadership. This is a study of a case exemplar, who demonstrates the practice and presence of love in lived experience. In this case study, love is presented from multiple perspectives so as to direct contemporary leaders to the consideration of a love-centered approach to leadership. The literature has revealed that leadership theory and praxis can be positively impacted by a strong love-empowered leadership approach. The empirical research in the study presents findings that are noteworthy in the modern application of contemporary leadership theory, as well as inspire paradigm shifts in how leadership in viewed from a leadership and organizational effectiveness perspective. Although there have been studies recently that have emphasized the need for love in leadership, not as much study has focused on how love is operationalized, how love can be the motivating factor behind a leader’s reason to lead, how love positively influences members of an organization, and the beneficial organizational consequences of a love-centered approach to leadership. Therefore, this study explored these elements further and presents finding that can contribute to an operational definition of love in leadership based on the sacred text of 1 Corinthians 13. A greater understanding of love as a viable construct in leadership was investigated through the presence and practice of love expressed in lived experience. This study sought to extend the scholarship and empirical research on the construct of love in organizational leadership.

The Effects of the Empowering Role of Followers on Leaders: A Phenomenological Perspective

The Effects of the Empowering Role of Followers on Leaders: A Phenomenological Perspective

Evelina Denise Harris-Wilson | 2017

Abstract

Leadership and followership are interdependent phenomena; nevertheless, most of the past literature has focused on the critical role of the leader. Because of the changing landscape of the world and its economy as a result of globalization and evolving technology, scholars and practitioners have started to focus on the valuable role that followers play in achieving organizational objectives. Scholars such as Kelley (1988) and Chaleff (1995) were pioneers in the study of followership, emphasizing the mutual and complementary role of leaders and followers. Empowerment is an area in which these reciprocal roles manifest. While several scholars have focused on how leaders empower followers (Conger & Kanungo, 1988; Manz, 1992; Spreitzer, 1996; Thomas & Velthouse, 1990), little work has been conducted on how followers empower leaders. To address this gap in the literature, a qualitative phenomenological study was conducted to answer the question: How do followers empower leaders? The participants were assigned to six focus groups consisting of a leader and a follower from different organizations and diverse backgrounds in the Commonwealth of Virginia using the models proposed by Kelley (1988, 1992) and Chaleff, which highlighted components such as critical thinking, active engagement, the courage to challenge, participate in transformation, and take moral action. The perspectives of both the leader and the follower were considered. In-depth questions were formulated from literature to discover how followers possessing the characteristics of effective and courageous followership proposed by Kelley (1988) and Chaleff empowered leaders. Bracketing and triangulation were used to analyze data and to ensure validation and credibility. The findings revealed that leaders were empowered when effective and courageous followers demonstrated skills and qualities such as decision making and leadership, mindfulness, competence, commitment, conflict management, respect, communication, creativity, integrity, mindfulness, and being proactive and relational. When these attributes are utilized daily, it allows the leader to be more productive and focus on other priorities.

Towards a Theory of Leadership for Human Flourishing in a Global Community: A Hermeneutic, Phenomenological, and Process Theory Exploration of the Leadership of Jesus in the Four Gospels

Towards a Theory of Leadership for Human Flourishing in a Global Community: A Hermeneutic, Phenomenological, and Process Theory Exploration of the Leadership of Jesus in the Four Gospels

Edward W. Hatch | 2017

Abstract

Leadership as influence is at the root of most understandings of the phenomenon (Northouse, 2013; Yukl, 2006). Yet the myriad targets and means of influence at the individual, group/team, and social/collective levels give rise to competing values and theories of change (Cameron & Quinn, 2011; J. D. Hunter, 2006; Richter, 2011). There is, however, one common denominator of leadership change–influence that can focus all theories of change and strategies of hope. This one denominator is evident in the leadership of the life of the founder and followers of perhaps the most successful global movement the world has ever seen. Hoksbergen, Curry, and Kuperus (2009) claimed, “No question is more important for our time than what brings about human flourishing in a global community” (p. 11). Then-United Nations Secretary General Ban (2008) said the real global crisis was not a crisis of intractable problems but a crisis of global leadership. To bridge that gap, this study examined the leadership of Jesus of Nazareth in first-century Palestine with a view to developing a theory of leadership for human flourishing in global community. A comprehensive research methodology was crafted from the fields of phenomenology, process theory, and biblical hermeneutics and applied to the narrative texts of the four Christian Gospels. A three-dimensional leadership theory emerged from this study of the life work of Jesus. Following Ricouer’s (1976) phenomenological approach, three passes were made through the Gospels data set. Over 1,100 initially coded themes and patterns were synthesized through examination of recorded events as the central unit of qualitative analysis. Eleven core themes emerged leading to three macrocategories that, upon further study, became the three major leadership dimensions of the proposed theory. With an eye to theory building from the start, Whetten’s (2002) modeling as theory building methodology and the filtering questions of “‘what’s’-as-constructs” (p. 51) and “‘how’s’-as-relationships” (p. 55) further clarified the three leadership dimensions of people, process, and place as central to Jesus’ leadership and human flourishing in a global community. Pike’s (1982) tagmemic linguistic theory helped crystalize understanding of how the same things can be understood from different perspectives as particle, wave, and field. This study concluded by presenting and explicating the middle range theory called three-dimensional leadership theory. Support for the proposed theory was found in contemporary organizational leadership and philosophical and scholarly research leading to 11 supporting propositions. This study contributes to the field of leadership research by offering the first-ever leadership theory premised on the life of Jesus, who is generally accepted as one of the world’s greatest leaders (Lowney, 2003; Stark, 1997, 2006; Willard, 1997). This research also bridges a gap in biblical study by offering a blended methodology that allows other tools to combine with traditional hermeneutics of the narrative text to elicit process. Three-dimensional leadership theory is generalizable to contexts in the global community where leadership is required to raise people to new levels of flourishing, wholeness, and fruitfulness for their own good and the good of others.

Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance: The Moderating Role of Organizational Learning

Examining the Relationship Between Entrepreneurial Orientation and Organizational Performance: The Moderating Role of Organizational Learning

Michael James Mapalala | 2017

Abstract

Although literature has highlighted the importance of entrepreneurial orientation (EO) in stimulating the general economic development and performance and survival of individual organizations, research on the degree to which EO is related to organizational performance (OP) suffers from the following problems: (a) it has provided inconsistent results, (b) researchers have generally ignored calls for research that investigates how characteristics internal to the organization moderate this relationship, and (c) there is a general lack of research on how EO affects OP in developing countries. The current study examined the relationship between EO and OP as moderated by organizational learning (OL) with the intention of providing quantified answers to the following two research questions: Does EO positively influence OP? Does OL moderate the relationship between EO and OP? I drew on the resource-based view theory to examine this relationship. I collected survey data from 298 selected Tanzanian organizations from a variety of industries as represented by their senior managers using previously validated instruments. I used a series of moderated hierarchical multiple regression analyses to test the study’s hypotheses. I found no evidence to support the generally held belief that EO is universally beneficial to OP; rather, I found evidence to suggest that the relationship between EO and OP is much more complicated than it is generally assumed, and that under certain circumstances, the five EO dimensions may vary independently, implying that entrepreneurial activity or processes could sometimes lead to desirable results on one performance dimension and undesirable results on a different performance dimension. I found evidence to suggest that different OL dimensions may have different moderating effects on the relationship between the different EO and OP dimensions. I discuss the theoretical and practical implications of this study and recommend areas for future research.

How Ecclesiological Values Influence Leadership Construction and Leader-Follower Alignment: A Heuristic Inquiry

How Ecclesiological Values Influence Leadership Construction and Leader-Follower Alignment: A Heuristic Inquiry

John Thomas Moxen | 2017

Abstract

This research sought to determine whether ecclesiological values influenced leadership construction and leader–follower alignment within an ecclesial setting. The study was a heuristic inquiry, which calls for in-depth interviews with individuals connected to a community as well as the insights that can be useful from the experience of the primary researcher. The interviewees were members of Church of the Holy Apostles—a local ecclesial community comprised of Episcopalian and Roman Catholic Christians in Virginia Beach, Virginia. Of the eight individuals selected by the two senior members of the church, seven elected to participate. The in-depth interviews sought to determine whether there are ecclesiological values that are held in common by the members. Four values were found to be most commonly held amongst the members, including a respect for tradition, a sense of urgency, humility, and unity. From the data compiled in the interviews, the researcher discovered that these values play an influential role in how the members at Holy Apostles understand leadership construction as well as how well they align with their various leaders. Future research ought to include the study of a similar ecclesial organization, such as the Church of the Holy Sepulchre in Jerusalem, interreligious organizations such as UNICEF, communities that experience the coexistence of citizens who follow different faiths, as well as nonreligious organizations.