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Examining the Relationship of Follower Perceptions of Leaders

Examining the Relationship of Follower Perceptions of Leaders’ Servant Leadership Behaviors to Leader Immunity to Corruption: Perspectives from Kenya

Nancy Nkirote Muriuki | 2017

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The philosophy of servant leadership differentiates servant leaders as those who put the well-being of those served in the larger society as their highest priority. Servant leadership behaviors are manifestations of inner-directed choices that compel one to want to serve first as opposed to leaders who may desire to exercise power and accumulate wealth through their leadership positions. This study employed a quantitative design to examine follower perceptions of the relationship between servant leadership and leader immunity to corruption expressed as corruption propensity. A structured questionnaire was distributed to 135 followers of leaders working in organizations within the city of Nairobi, Kenya. Furthermore, the inquiry sought to establish whether leader–member exchange (LMX) had a moderating effect on the relationship between followers’ perceptions of their leaders’ servant leadership and leader immunity to corruption. The results of the study confirm that a statistically significant relationship exists between followers’ perceptions of their leader’s servant leadership behaviors and leader immunity to corruption. However, the study found that LMX does not strongly influence the strength of the relationship between perceived servant leadership and leader immunity to corruption as a positive relationship was found only in two of the seven dimensions of servant leadership studied. The study proposes to advance the theory of leadership in general and servant leadership in particular in relation to enhancing the understanding of the role of leadership in curbing corruption in organizations in diverse contexts. Theoretical and practical implications and suggestions for future research are discussed.

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Epistemic Motivation and Actively Open-Minded Thinking

Epistemic Motivation and Actively Open-Minded Thinking’s Impact on Innovative Behavior as Moderated by a Leader’s Tolerance for Disagreement within a Dental School Community

Wes Parham | 2017

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The rise of globalization has resulted in an organizational atmosphere that has been described as volatile, uncertain, complex, and ambiguous (VUCA; Horney, Pasmore, & O’Shea, 2010). The increasingly VUCA environment present in the 21st century has served as a catalyst for the emergence of the concept of innovation as a vital element of organizational success. Many scholars have argued that innovation is a key component of organizational success (Amabile, 1988; De Dreu, 2006; Hammond, Neff, Farr, Schwall, & Zhao, 2011), and “organizations benefit by knowing who is most likely to suggest and implement new ideas and what conditions best foster these processes” (Hammond et al., 2011, p. 99). However, despite the interest in innovative behavior, C. H. Wu, Parker, and De Jong (2014) argued that “to date, we know relatively little about how dispositional and contextual aspects might work together” (p. 1512). The current study utilized an interactionist approach to answer the questions of “who is most likely to suggest and implement new ideas and what conditions best foster these processes” (Hammond et al., 2011, p. 99) and examined both dispositional and contextual aspects. It also examined the cognitive dispositions of epistemic motivation and actively open-minded thinking and their impact on individual innovative behavior as a way to identify who is most likely to suggest and implement new ideas while also considering whether the contextual aspect of the leader’s tolerance for disagreement moderates the relationship between these two cognitive dispositions and innovative behavior. Six hypotheses were generated to test these relationships. The study findings support the idea that epistemic motivation and actively open-minded thinking are positively linked to individual innovative behavior but have mixed results on the role of a leader’s tolerance for disagreement as a moderator of this relationship.

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The Influence of Authentic Leadership Dimensions on Organizational Commitment and Follower Job Performance of Romanian IT Workers: The Mediating Role of Trust

The Influence of Authentic Leadership Dimensions on Organizational Commitment and Follower Job Performance of Romanian IT Workers: The Mediating Role of Trust

Ligia Petan | 2017

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Authentic leadership represents a values-based approach focused on the development of both leaders and followers (Avolio & Gardner, 2005; Gardner, Cogliser, Davis, & Dickens, 2011). Authentic leadership is characterized by self-awareness, relational transparency, internalized moral perspective, and balanced processing (Walumbwa, Avolio, Gardner, Wernsing, & Peterson, 2008). Through their examples, authentic leaders inspire followers to change (Avolio & Gardner, 2005). Authentic leadership has been previously linked to a series of positive organizational outcomes. The study of authentic leadership is relevant for the Romanian context, as the country has been struggling to minimize corruption at various institutional and organizational levels. The present study explored the influence of authentic leadership dimensions on organizational commitment and follower job performance directly and indirectly, via trust in supervisor, in a sample of Romanian information technology employees (N = 135). The results indicate that authentic leadership dimensions positively influence organizational commitment, and trust in supervisor partially mediates the positive influence of authentic leadership dimensions on organizational commitment. More specifically, self-awareness and internalized moral perspective were found to significantly influence employee organizational commitment. No significant relationship was found between authentic leadership dimensions and follower job performance. A discussion of the theoretical and practical implications of these findings along with limitations and recommendations for future research conclude the present endeavor. The research makes an important contribution to authentic leadership theory by exploring the influence of authentic leadership on organizational outcomes in Romania.

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The Relationship of Followership Style with YMCA Employee Outcomes

The Relationship of Followership Style with YMCA Employee Outcomes

Amber Quarles | 2017

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Followership is the study of an individual’s ability to follow a leader. Previous studies that have investigated followership have primarily focused on job satisfaction and organizational commitment and have either considered followership as a whole or only considered the dimension of active engagement (Blanchard, Welbourne, Gimore, & Bullock, 2009; Gatti, Claudio, Tartari, & Ghislieri, 2014). Both Blanchard et al. (2009) and Gatti et al. (2014) confirmed a connection between followership, commitment, and job satisfaction; however, each study also offered some incongruous information, suggesting a need for further research in this area. The current study investigated the relationship between two critical dimensions that make up followership style—independent critical thinking and active engagement—with employee in-role and extrarole behavior and person–organization fit. Taking into consideration that these relationships are impacted by the nature of a follower’s interaction with his or her current supervisor, the moderating effect of leader–member exchange was also tested. This study used cross-sectional data collected through a convenience sample of employees (n = 154) in a regional YMCA comprised of five branch locations within Virginia Beach and Chesapeake, Virginia. This study revealed that positive relationships between the follower dimensions of independent critical thinking and active engagement existed between performance (in-role behavior and extrarole behavior) and person–organization fit. This study also rejected leader–member exchange as a moderator between follower dimensions and organizational behavior and person–organization fit. Theoretical and practical implications of these results are presented, and suggestions for future research are discussed.

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Experiences of Pentecostal Leadership: A Phenomenological Study among Norwegian Pastors

Experiences of Pentecostal Leadership: A Phenomenological Study among Norwegian Pastors

Truls Åkerlund | 2017

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Despite the exceptional growth of Pentecostalism over the last century, little research has been done on the nature of Pentecostal leadership. This study offers a better understanding of the essential characteristics of the phenomenon through a phenomenological analysis of the lived leadership experience of Norwegian Pentecostal pastors. Utilizing Giorgi’s (2009) descriptive phenomenological method based on Edmund Husserl’s phenomenology, the study detected a general structure of Pentecostal leadership comprised of eight constituents: (a) motivated by a sense of higher, divine purpose—the leader’s motivation to lead comes from a deep sense of commitment to serve God’s plans and purposes for the congregation and the world; (b) derived leadership—pastors see their leadership as derived from God, implying that they lead on behalf of someone else; (c) human and divine agency in a seamless interaction between rationality and spirituality—the idea of being led by God liberates rather than limits the leader to proactively engage in organizational matters, and the Pentecostal belief that God is active in every aspect of life frees him to seamlessly combine spirituality and rationality in leading the organization; (d) pragmatic and eclectic stance towards the Pentecostal tradition—the leader draws on the Pentecostal tradition in eclectic and often unsystematic ways and approaches Pentecostal spirituality as a dynamic reservoir, something to be defined as much as defining; (e) persuasive communication—in setting the direction for the Pentecostal congregation, the leader relies more on persuasion than position, making verbal communication an important means of influence; (f) dialectic relationship between structure and agency—organizational structures simultaneously enable and constrain leadership agency, meaning that the leader’s ability to influence the organization depends on his ability to adapt to the organization; (g) adaptive to context—Pentecostal leadership considers and adapts to the sociocultural context in which it is situated; and (h) involving the leader’s entire life—the leader leads the Pentecostal organization with his life, having modeling as a prime source of influence. The findings’ implications for theory and practice are considered, as are comparisons with organizational leadership theory and suggestions for further research.

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Paul’s Rhetorical Leadership in an Arena of Cultures: A Sociorhetorical and Content Analysis of Acts 21-26 and Romans 13:1-7 That Provides Guidance for Presidents of Christian Colleges During Challenges to Religious Liberty

Johathan Allbaugh | 2017

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The current societal pressures regarding religious liberty and institutional sustainability for Christian higher education in America call for rhetorical leadership from presidents of Christian colleges and universities. This study provides a biblically rooted and theoretically sound, multifaceted approach using sociorhetorical criticism and content analysis of Acts 21-26 and Romans 13:1-7. The Apostle Paul was an exemplar of transformational leadership within a cultural context that contained similar societal pressures to the current climate of Christian higher education. Findings from the mixed methodology provided rhetorical, historical, philosophical, political, and theological insights that were subsequently analyzed through a construct of domains of influence with their resident cross-pressures and the arena of cultural conflict with its participating agents. The conclusions of these findings and subsequent analyses were incorporated into a model of transformational leadership with the intention of assisting presidents of Christian colleges and universities as they represent their institutions in the challenges of religious freedom in the public square.

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Towards Developing Authentic Small Group Leaders: A Sociorhetorical Analysis of the Book of Exodus 18

Towards Developing Authentic Small Group Leaders: A Sociorhetorical Analysis of the Book of Exodus 18

Stuart Wayne Boyer | 2017

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The study examined the leadership of Moses and the selection of developing leaders as found in Exodus 18. The focus was on the corresponding aspects of leadership, developing leaders, specifically small group leaders, towards contemporary leadership principles. Moreover, the contemporary leadership principles involved within the study included spiritual leadership and authentic leadership. The multidisciplinary exegetical process followed the methodology of sociorhetorical analysis towards the interpretation of aspects of leadership, leadership selection, and leadership development. Included within the process of leadership selection and leadership development, there remain cognitive and moral components. The textural interpretation generated 22 themes, which remain significant towards leadership. The 22 themes were then organized into five leadership principles drawn from Exodus 18. The themes and principles provided a similarity between both spiritual and authentic leadership. There were sufficient differences noted with greater connection towards authentic leadership. Nevertheless, adequate similarities exist within the themes and principles revealed towards spiritual and authentic leadership. All principles of leadership attributes were derived from the Holy Scriptures and included aspects of humility, remaining teachable and the necessity of a growing intimate relationship with God.

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Unearthing the Moral and Authentic Leader: Understanding the Impact of Transcendental Leadership, Workplace Spirituality, and Corporate Social Responsibility on Performance

Unearthing the Moral and Authentic Leader: Understanding the Impact of Transcendental Leadership, Workplace Spirituality, and Corporate Social Responsibility on Performance

Mignon Sparks Burton | 2017

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This study assessed a variable that might counteract a growing contemporary trend of immoral, corrupt, and self-serving leaders. It was posited that the spiritual nature of a transcendental leader promotes a work environment where spirituality is fostered, so corporate behaviors positively guide workers’ communal responsibility, which results in improved organizational performance in both the spheres of task and contextual outcomes. This study asked: Is there a positive relationship between transcendental leadership (TL) and organizational performance, and what effect do workplace spirituality (WS) and corporate social responsibility (CSR) have on this relationship? The relationships between the constructs of TL (independent variable), WS (moderator), CSR (mediator), and organizational performance (dependent variables: task and contextual) were reviewed. Two hierarchical regression analyses examined the criteria variables on their relationship with the two dependent variables (organizational performance task [OPT] and organizational performance contextual [OPC]), as well as the related descriptive statistics. The results detailed participants’ perceived TL positively predicts with both the organizational performance task and contextual variables at significant levels. Therefore, Hypothesis 1a, There is a positive relationship between TL and OPT, and Hypothesis 2a, There is a positive relationship between TL and OPC, were supported. The hypotheses relating to the WS’s moderating effect between TL and CSR as a mediating variable for the criterion variables (OPT and OPC)—Hypothesis 1b, WS moderates the relationship between TL and CSR such that at higher levels of WS the relationship is stronger; Hypothesis 1c, CSR mediates the relationship between TL and OPT such that higher levels of CSR the relationship is stronger; Hypothesis 2b, WS moderates the relationship between TL and CSR such that at higher levels of WS the relationship is stronger; and Hypothesis 2c, CSR mediates the relationship between TL and OPC such that at higher levels of CSR the relationship is stronger—were not supported.

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The Dysfunction Junction: The Impact of Toxic Leadership on Follower Effectiveness

The Dysfunction Junction: The Impact of Toxic Leadership on Follower Effectiveness

Richard Mark Bell | 2017

Abstract

This study examined the effect of toxic leadership, as moderated by leader–member exchange (LMX), on a follower’s active engagement (AE) and independent, critical thinking (ICT). Schmidt’s (2008) toxic leadership theory describes the five dimensions of toxic leadership as abusive supervision, authoritarian leadership, narcissism, unpredictability, and self-promotion. LMX theory (Graen & Uhl-Bien, 1995) describes the dyadic relationship between leaders and followers with some followers forming the leader’s in group while others form the leader’s out group. Followership theory describes the role of followers and following in the leadership process, and Kelley (1992) described how follower style occurs based on the two behavioral dimensions of AE and ICT. Ten hypotheses considered the direct effects of the five dimensions of toxic leadership on the two follower behavior dimensions, and 10 hypotheses considered the moderating effect of LMX. A survey method was employed utilizing Schmidt’s (2014) Toxic Leadership Scale, the LMX-7 (Graen & Uhl-Bien, 1995), and Kelley’s (1992) Followership Styles Questionnaire. Data were collected from 203 nontraditional graduate students with professional work experience in diverse career sectors. Hierarchical multiple regression techniques were used to test the 20 hypotheses. The regression analysis indicated the self-promotion dimension of toxic leadership had a direct effect on the follower’s AE. Other direct effect hypotheses were unsupported. LMX had direct effects on both follower engagement and critical thinking, but no support was found for an interaction effect. Over 78% of the study’s participants indicated having experience as the follower of a toxic leader. The results of the study further the research related to both toxic leadership and followership, demonstrating the pervasiveness of toxic leadership in organizations and indicating the importance of LMX to the followership dimensions of AE and ICT.

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The Relationship between Servant Leadership and Employee Engagement

The Relationship between Servant Leadership and Employee Engagement

Crystal M. Brown | 2017

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Currently, little is known about servant leadership and its relationship with meaningfulness, safety, and availability as it relates to Kahn’s (1990) definition of employee engagement. Furthermore, definitions of servant leadership have varied over the past 30 years, making it difficult to clarify what it means to be a servant leader. For servant leaders to ensure employees are fully engaged in the workplace and to see if a relationship between servant leadership and meaningfulness, safety, and availability exists, a field-based, survey design with multiple regression analyses was conducted controlling for gender. A convenience sample consisted of full-time employees at a financial cooperative in the Charleston, South Carolina, area. The research findings align with most of the minimal literature that exists with respect to servant leadership and employee engagement—meaningfulness, safety, and availability. When controlling for participant gender and leader’s gender, servant leadership has a significant positive relationship with meaningfulness and safety but not with availability.

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