Change agent's contribution to recipients' resistance to change: A two-sided story

In the change management literature, most studies on recipients' resistance to change include only the views of agents or of recipients, thereby ignoring that these parties may have different perceptions. In this quantitative study, we include the perceptions of both parties in studying the recipients' resistance and the impact of the agent's leadership behavior. In a sample of 117 agent-recipients groupings, covering 110 different change projects in 90 organizations, we found that agents perceive higher levels of recipients' resistance than do the recipients themselves. Additionally, we found that agents who create space to enable recipients to think and act differently (by employing creating behavior) report higher levels of recipients' resistance, whereas recipients perceive their resistance to be lowered when agents facilitate an emotional connection to the change (framing behavior). The depth of the change appeared to moderate the relationship between agent's leadership behavior and recipients' resistance, indicating that agents and recipients differ in which change leadership behaviors they perceive as increasing or decreasing resistance at different levels of change depth. These findings imply to reconsider the relationship between agent and recipients and we propose some promising avenues for future studies in resistance research.     

Building Community Leaders in Underserved Communities: An Exploration of the Role of Seed-Funding for Community Projects by Program Graduates

Investing in community leadership development (CLD) remains a strategy with promise in creating vibrant communities. Although many low-income CLD programs teach effective leadership skills, these often lay fallow due to lacking opportunities for graduates to apply the skills. This study explores how providing competitive minigrants fuels the creation of value-adding community projects. In-depth interviews were conducted with 55 graduates of a low-income CLD program, 19 facilitators, and 12 community members knowledgeable about the program. The study observed that by providing seed money for graduate projects, CLD programs can help translate skills into practice thereby increasing community engagement and socio-economic wellbeing.     

小学校长服务型领导对教师知识分享行为的影响研究

以山东省248名小学教师为有效样本，探讨了服务型领导、教师同事信任、情感承诺和教师知识分享行为之间的关系。研究结果显示：服务型领导与教师知识分享行为显著相关；教师同事信任部分居间联系了服务型领导与知识分享行为之间的关系；教师同事信任部分居间联系了服务型领导与情感承诺之间的关系；情感承诺对服务型领导与知识分享行为关系的中介作用不显著。     

The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle

We know little of why a minority of firms pursue counter-cyclical strategies and consequently outperform competitors during recessions. Based on the theory of institutional isomorphism, we hypothesize that these firms avoid the mimetic and normative pressures that promote strategic convergence during uncertainty. We demonstrate these effects at the board-level in a sample of 1,615 U.S. firms. Mimetic processes are evident, with firms' connectedness in board interlock networks attenuating profitability and decreasing firm value during recessions—a reversal of the positive effects during expansions. Normative pressures arise from homogeneity in directors’ educational and professional experience, with greater consequences for long-term performance. Overall, recessionary performance is improved when firms occupy relatively isolated positions in informational networks and appoint directors from a range of backgrounds.     

Perceived managerial and leadership effectiveness within a Moroccan Higher Education Institution

The purpose of this research was to determine what behaviourally distinguishes effective and ineffective managers within a Moroccan Higher Education Institution (HEI). The critical incident technique (CIT) was the methodology deployed to collect data from participants in terms of how they perceive managers as either effective or ineffective. The collected data (CIs) were subjected to content and thematic analysis that resulted in derived positive and negative behavioural statements (BSs). A total of 42 participants/informants were interviewed and revealed a total of 418 CIs, of which 189 were positive CIs and 229 were negative. The analysis revealed a total of 49 BSs, of which 19 were positive and 30 were negative behavioural indicators. The findings of this investigation bring empirical evidence to understand what and how managers are perceived as effective or ineffective in the Moroccan academic context and, therefore, adds to the literature. The information obtained can also provide rich information/knowledge that can be used as a basis to address the behavioural developmental needs of managers in HEIs. This research adds value by following by following two previous replication studies in a French and a Hungarian HEI; moreover, this study is the first to be conducted in the Moroccan/North African region.     

The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion,team task performance and service OCB

How does servant leaders' unique ability to place each follower's needs above their own influence relationships between followers and impact their collective performance? In a study that integrates principles of servant leadership with the social comparison theoretical framework, we tested a group-level model to examine how servant leadership induces low perceived differentiation in leader-member relationship quality (perceived LMX differentiation) within a group, which strengthens team cohesion and in turn positively influences team task performance and service-oriented organizational citizenship behaviors (service OCB). Our sample comprised 229 employees nested in 67 work teams. Structural equation modeling results indicate that servant leadership significantly predicts low perceived LMX differentiation; perceived LMX differentiation is strongly related to team cohesion such that the lower the perceived differentiation, the stronger the team's cohesiveness. And, team cohesion is also strongly related to both the team's task performance and service OCB. Perceived LMX differentiation and team cohesion mediate the effect of servant leadership on both team task performance and service OCB.     

Defining social work leadership: a theoretical and conceptual review and analysis

With the recent increase in social work leadership literature, a few issues in research and practice have come to light. Social work research employs leadership theory derived from military leadership principles adjusted for application in corporate entities, which have decidedly different goals and processes than social work organisations. These models may be influencing the methods of social work leadership research such that study outcomes reflect business-based rather than human service processes and goals. A dearth of leadership education in social work schools and in professional social work settings contributes to a paucity of social workers in upper level administrative roles. A systematic theoretical literature review on social work leadership is conducted in order to generate a working definition of social work leadership and a series of multi-level social work leadership principles. Implications for future research and practice are discussed.     

Benevolence-dominant,authoritarianism-dominant,and classical paternalistic leadership: Testing their relationships with subordinate performance

We propose a new typology of paternalistic leadership styles based on how leaders demonstrate authoritarianism and benevolence, the two essential components of this type of leadership. Benevolence-dominant paternalistic leadership refers to leaders' sole dependence on the use of benevolence without their strong assertion of authority, whereas authoritarianism-dominant paternalistic leadership is based mainly on authoritarianism itself; classical paternalistic leadership, which best fits early observations of paternalistic leaders, refers to the salient combination of both leadership components. We used two distinct samples and methods to test this typology and the association with subordinate performance. Across the two studies, a field investigation with Taiwanese military supervisor-subordinate dyads and a hypothetical scenario experiment with U.S. working adults, we found a positive relationship between classical paternalistic leadership and subordinate performance as strong as that between benevolence-dominant paternalistic leadership and performance. Our findings echo the phenomenon that paternalistic leaders tend to combine benevolence with authoritarianism to affect subordinate performance.     

Toward an emergent Asian behavioural model of perceived managerial and leadership effectiveness: a cross-nation comparative analysis of effective and ineffective managerial behaviour of private sector managers in India and South Korea

ABSTRACT

This Type 4 (emic-and-etic) indigenous cross-case/cross-nation comparative study compares the results of two Type 3 (emic-as-emic) indigenous replication studies of effective and ineffective managerial behaviour carried out within private companies in India and South Korea respectively. The method used was ‘realist qualitative content analysis’ involving inductive open and axial coding. Of the Indian findings 100% were found to be convergent in meaning with 94.43% of the equivalent South Korean findings. This has led to the identification of a two-factor emergent Asian behavioural model of perceived managerial and leadership effectiveness comprised of 16 positive (effective) and 6 negative (ineffective) generic behavioural criteria. These criteria could be used in both countries to critically review and improve extant, or develop new, competency-based management/leadership development programmes. The research findings lend no support to claims that national culture has a major impact on managerial and leadership practices, styles, and effectiveness.