| 1. |
- Almeida, Teresa, et al.
(författare)
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Coproducing leadership : a reason to resist destructive leaders
- 2023
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Ingår i: Leadership & Organization Development Journal. - 0143-7739 .- 1472-5347. ; 44:2, s. 189-204
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: Follower's individual differences have been receiving increased attention in studying destructive leadership because followers may enable or disable it. One of these yet under-researched features is the role of followers' leadership coproduction beliefs (a role construal) in explaining their resistance to destructive leaders. Departing from the proactive motivation theory, this paper explores the robustness of coproduction beliefs by testing its ability to predict followers' resistance to destructive leaders across four situations – abusive supervision, exploitative leadership, organization directed behaviors and laissez-faire. Design/methodology/approach: With a sample of 359 participants that answered a scenario-based survey, the present study tests the relationship between coproduction beliefs and resistance behaviors in the four mentioned groups, while controlling for alternative explanations. A multigroup analysis was conducted with PLS-SEM. Findings: Constructive resistance is always favored by coproduction beliefs independently of the leader's type of destructive behavior. Dysfunctional resistance, however, is sensitive to the leader's type of destructive behavior. Originality/value: This paper extends knowledge on the role of coproduction beliefs as an individual-based resource against destructive leaders.
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| 2. |
- Alvinius, Aida, 1979-, et al.
(författare)
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Leaders as emotional managers : Emotion management in response organisations during a hostage taking in a Swedish prison
- 2015
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Ingår i: Leadership & Organization Development Journal. - 0143-7739 .- 1472-5347. ; 36:6, s. 697-711
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - The purpose of this paper is to develop a deeper understanding of how leaders manage their own and others' emotions in professional crisis management organizations during severely demanding episodes. The empirical case is a hostage drama that occurred in a small Swedish town. Although staff at the local prison were situationally prepared and trained in incident exercises, two inmates with knives fled the prison after taking a warden hostage.Design/methodology/approach - A grounded theory approach was used. In all, 14 informants from four Swedish authorities were interviewed on the basis of their involvement in the hostage drama.Findings - According to the analysis, an emergency response leader's emotion management is framed by an organizationally embedded emotional regime which is summed up in two core themes: focus on the task and do not let emotions interfere; and provide the task force with maximum physical and psychological security. The leader's emotion management within this framework consists of two interdependent processes, one more organization oriented and one more individual oriented.Research limitations/implications - Small sample, lack of representativeness, and lack of illumination of possible gender-related aspects.Practical implications - The suggested model may be valuable in educational settings.Originality/value - A new integrative, theoretical process model of leadership and emotion management in complex, stressful operations.
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| 3. |
- Andersen, Jon Aarum, 1944-, et al.
(författare)
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At the end of the road? On differences between women and men in leadership behaviour
- 2011
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Ingår i: Leadership & Organization Development Journal. - : Emerald. - 0143-7739 .- 1472-5347. ; 32:5, s. 428-441
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This study aims to explore behavioural differences between women and men in managerial positions and suggest explanations for differences and similarities.Design/methodology/approach – In order to eliminate any effects of organizational differences on leadership behaviour, this study had public managers responding to questionnaires that measured their leadership style, decision-making style, and motivation profile.Findings – Statistical analyses of data from three groups of Swedish public managers (n=385) revealed virtually no significant differences in behaviour between female and male managers. Regardless of whether there is a female or male majority of employees or a female or male majority of managers, no effect on leadership behaviour occurs.Originality/value – A number of studies indicate that managers' behaviour is different in different types of organizations. This study suggests, therefore, that, independent of gender, organizational and demographic characteristics modify leadership behaviours, thus explaining similarities in leadership behaviour.
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| 4. |
- Andersen, Jon Aarum, 1944-
(författare)
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Barking up the wrong tree : on the fallacies of the transformational leadership theory
- 2015
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Ingår i: Leadership & Organization Development Journal. - Bingley, United Kingdom : Emerald Group Publishing Limited. - 0143-7739 .- 1472-5347. ; 36:6, s. 765-777
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to illustrate that the magnitude of interest in and of enthusiasm for transformational leadership is out of proportion with its weaknesses.Findings: The theory has some grave problems: there are conceptual limitations; managerial leadership is conflated with political leadership; the theory is presented as a universal as well as a contingency theory; the claim that transformational leaders are more effective is not empirically supported; and the use of the term “followers” rather than “subordinates” creates confusion in the study of formal organizations. Finally, and perhaps most fundamentally, does transformational leadership theory qualify as a managerial leadership theory?Research limitations/implications: Transformational leadership is a political leadership theory and thus less relevant for managerial leadership.Originality/value: This paper addresses the theoretical limitations of the transformational leadership theory as well as the lack of empirical support regarding the effectiveness of transformational leaders.
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| 5. |
- Andersen, Jon Aarum, 1944-
(författare)
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On “followers” and the inability to define
- 2019
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Ingår i: Leadership & Organization Development Journal. - : Emerald Group Publishing Limited. - 0143-7739 .- 1472-5347. ; 40:2, s. 274-284
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Forskningsöversikt (refereegranskat)abstract
- Purpose: Scholars’ability to do research based on the notions of “follower” and “followership” is questioned when studying formal leadership in organizations. The paper aims to discuss this issue.Design/methodology/approach: Critical comments are presented on the usefulness of the notions of followers and followership.Findings: There are no evidence that followership exists other than some scholars’ perception of something that they have been unable to define. The conclusion is that the inability to define these notions is tantamount to the inability to research them.Research limitations/implications: The literature review contains no new empirical data.Originality/value: The paper stresses that study objects which are not theoretically and empirically defined cannot be investigated
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| 6. |
- Andersen, Jon Aarum, 1944-
(författare)
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Servant leadership and transformational leadership : from comparisons to farewells
- 2018
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Ingår i: Leadership & Organization Development Journal. - : Emerald Group Publishing Limited. - 0143-7739 .- 1472-5347. ; 39:6, s. 762-774
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Forskningsöversikt (refereegranskat)abstract
- Purpose: The purpose of this paper is to question the usefulness of comparisons between theories on servant leadership and transformational leadership.Design/methodology/approach: A review of scholarly works on these two theories is presented from the original works of Greenleaf, Burns and Bass to the current research.Findings: Based on the four categories of construct clarity, two competing alternatives are identifiable in the scholarship of both servant and transformational leadership. There are thus 16 versions of each theory.Research limitations/implications: The literature review contains no new empirical data. The many versions available today of each theory do not make comparisons meaningful. The prevalence of several versions of theories on servant leadership and transformational leadership implies that they are no longer specific and useful theories.Originality/value: Critical comments are presented on the usefulness of comparisons between servant leadership and transformational leadership. Thus, the value of these theories is also questioned.
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| 7. |
- Andersen, Jon Aarum, 1944-
(författare)
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When the servant-leader comes knocking …
- 2009
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Ingår i: Leadership & Organization Development Journal. - : Emerald Group Publishing Limited. - 0143-7739 .- 1472-5347. ; 30:1, s. 4-15
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Forskningsöversikt (refereegranskat)abstract
- Purpose: The purpose of this paper is to scrutinise the concept of servant leadership from a business administration (management) point-of-view.Design/methodology/approach: A review of scholarly works on servant-leadership is presented.Findings: A generally accepted definition of servant-leadership is not available. There are no generally accepted instruments for measuring servant-leadership. It is unclear whether some leaders are servant-leaders while others are not, and whether leaders can be servant-leaders to different degrees. The positive effects of servant-leadership on organisational outcomes, a consideration highly relevant to management, have not been empirically established. Some studies have shown negative effects of servant-leadership on organisational effectiveness.Research limitations/implications: This literature review contains no empirical data.Practical implications: The argument that servant-leaders should be in charge of private companies and public organisations appears to be contrary to theoretical and empirical considerations. Servant-leaders, whose concerns are primarily focused on subordinates rather than customers (or citizens), are hardly able to attain organisational goals.Originality/value: The paper offers critical comments on the conceptual and empirically usefulness of servant-leadership when applied to business enterprises and public agencies.
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| 8. |
- Augustsson, Gunnar, et al.
(författare)
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Swedish Managers in TWA Act as Boundary Spanners
- 2010
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Ingår i: Leadership & Organization Development Journal. - : Emerald. - 0143-7739 .- 1472-5347. ; 31:1, s. 4-17
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Tidskriftsartikel (refereegranskat)abstract
- Abstract: Purpose – The purpose of this paper is to highlight the complexity of manpower management in temporary work agencies (TWA). The aim is to investigate to which extent the managers reflects the features of boundary spanners. Design/methodology/approach – The results come from a case study where manpower managers at one of the biggest TWAs in Sweden are interviewed. Findings – TWAs' boundary-spanning managers mediate between the opinions of the clients, the TWAs, and the individual temps as well as balancing between trust and risk. The findings reveal the relevance of the managers' application of a flexible and a dialectical approach when delivering service to clients, the TWA and the temps. This flexible approach means being able to simultaneously embrace these three perspectives of interests. A dialectical approach involves being able to: systematically balance between the opposing pair of trust and risk and search for the most functional option and not relate others' opinions to one's own personal values. Research limitations/implications – The interview data come from a case study at only one TWA and it is collected in a limited number of interview subjects. Practical implications – The results can provide useful information for recruiters of manpower managers in a TWA when choosing staff members that can enhance strategic management of temps. The results can also be of assistance for managers when interacting with both customers and temps. Originality/value – The paper contributes to the literature by an analysis of the complex working conditions under which manpower managers in TWAs work.
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| 9. |
- Bertlett, Johan, et al.
(författare)
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A two-way approach of congruent behavior between leaders and staff in the employeeship concept: Test of model, questionnaires, and influence on climate
- 2012
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Ingår i: Leadership & Organization Development Journal. - : Emerald. - 1472-5347 .- 0143-7739. ; 33:5, s. 428-446
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The authors have developed the Leadership-Employeeship-Relationship Model and a questionnaire following their conceptualization of the employeeship concept. It is possible to separately study leadership, peer employee, and interactive leader-follower behaviors. The purpose of this paper is to examine the relationship between the conceptualization and operationalization, as well as between the model and psychological climate. Design/methodology/approach – In total, four organizations operating at an airport participated. The quantitative approach involved data gathered from expected leadership and employee behaviors and psychological climate attitude questionnaires. The leadership and peer employee variables are separately based on the leadership and employeeship questionnaires, whereas the leader-follower variable is based on the results of both questionnaires. All analyses were made on the variable level. Findings – The results show that expected leadership, peer employee, and congruent leader-follower behaviors all have a positive correlation with psychological climate. Hierarchical regression analyses indicated that congruent leader-follower behavior had augmented value to leadership behavior and its relationship to psychological climate. Practical implications – Congruent leader-follower behavior plays an important role in the overall improvement of psychological climate. Steps toward congruent behavior are to allow followers to participate in leadership development and that the issue of shared responsibilities and authority is best managed in collaboration between management and staff. Originality/value – The paper is the first to demonstrate empirically the relation between the interactive leader-follower employeeship perspective based on the expected behaviors of both leaders and followers and psychological climate.
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| 10. |
- Birkeland Nielsen, M., et al.
(författare)
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Authentic leadership and its relationship with risk perception and safety climate
- 2013
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Ingår i: Leadership & Organization Development Journal. - 0143-7739 .- 1472-5347. ; 34:4
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This study aims to examine how authentic leadership relates to risk perception in safety critical organizations (SCOs). It is hypothesized that authentic leaders influence risk perception through the mediating effect of safety climate.Design/methodology/approach – Using a survey design, the variables were assessed in a cross-sectional sample of 293 offshore oil installation workers from a single company.Findings – The authors’ findings show that follower ratings of authentic leadership are negatively related to risk perception and positively associated with ratings of safety climate. Controlling for personality characteristics and leadership responsibility among respondents, the results confirm the hypothesis in that safety climate mediates the relationship between authentic leadership and risk perception. Safety climate had the strongest relationship with risk perception when assessed as a higher order construct.Originality/value – This study is one of the first to investigate the relationship between authentic leadership and safety. The results indicate that authentic leadership and safety climate are important factors that relate to risk perception in SCOs. The authors’ findings suggest that SCOs should consider recruiting and developing authentic leaders to foster positive safety climates and risk management.
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