How transformational leadership positively impacts organizational citizenship behavior in successful Chinese social work service organizations

Social work service organizations (SWSOs) have developed quickly, and there were nearly 8,000 of such organizations throughout China in the end of 2017. However, this rapid growth has brought both great opportunities and challenges. Globally, leadership has received increasing attention in the social work profession in the 21st century. Among different types of leadership, transformational leadership has been identified as a key issue in bringing more innovation and motivating employees' organizational citizenship behavior to overcome such challenges. Therefore, this study aimed to focus on social workers from the 170 applicants of the “Top 100 Social Work Service Organizations of 2017” which could be seen as the more successful SWSOs in China to examine how transformational leadership impacts organizational citizenship behavior by considering two mechanisms, workplace social capital and professional autonomy, in different areas throughout China. A two‐step process analysis was employed. First, a structural equation model was theoretically built, and it examined the direct and indirect relationships among all four latent variables, considering two mediation effects. Second, multiple group (high social work developed area group versus low social work developed area group) analyses tested the moderation effect. This study confirmed the key role of transformational leadership in the success of SWSOs and found workplace social capital as a full mediator and professional autonomy as a partial mediator in the relationship between transformational leadership and organizational citizenship behavior. These findings may shed light on the further development of SWSOs from the perspective of enhancing social workers' organizational citizenship behavior.     

Leadership,Gender and Sense‐making

This article examines the nature of sense‐making processes in teams and considers the extent to which leadership as a sense‐making process is impacted by gender. We conducted an in‐depth inquiry into the decision‐making behaviour of two single‐gender teams and a third, mixed gender team, as they worked together to produce gender‐specific leadership schema in an experimental setting. Our research question was, ‘To what extent is leadership as a sense‐making process impacted by gender?’ The article reports on the design, conduct and outcomes of this research project. We found that using a meeting as part of the research method created a specific instance of a gendered organizational context exerting a dominant and directive influence on individual and collective behaviour. The current trend toward team‐based leadership is likely to involve more meetings with increasing numbers of women in senior positions. This suggests to us that men and women need to be alert to the possibility that the gendered nature of meetings may be acting as a barrier to the expression of feminine forms of leadership.     

Toward a Mediation Model of Employability Enhancement: A Study of Employee‐Supervisor Pairs in the Building Sector

This study examines whether jobs that enable competence development and a constructive leadership style enhance workers' employability or career potential through their assumed positive relationship with work‐related flow (absorption, work enjoyment, and intrinsic work motivation). The authors conducted an explorative study with 303 pairs of employees and their direct supervisors working in a Dutch building company. Results indicate that self‐ratings of learning value of the current job and transformational leadership have an indirect relationship with supervisor ratings of employability through work‐related flow.     

关于领导力早期发展的几个基本理论问题

大多数领导者的领导能力萌芽于青少年早期阶段。在当代一些西方国家,领导力被视为个体能力培养中的核心部分;在中国实际的少先队工作中,也包含着许多领导力早期培养的因素。领导力旱期发展是领导理论自身发展的要求．也是个体心理发展连续性的要求,同时体现着终身发展趋势。在领导力发展的影响因素上,领导力特质理论强调先天因素的重要性,而领导行为理论和情境理论则强调环境对领导力发展的作用。家庭对领导力的发展具有重要影响,家庭环境影响领导力特质发展,性别、出生顺序影响领导行为,亲子关系和领导力发展具有相关性。     

Moving mountains together: strategic community leadership and systems change

Traditional leadership practice frameworks to guide systems change often fall short in today's practice environment. Reclaiming Futures is a national initiative to create an integrated, comprehensive, seamless system of care for teens with substance abuse problems involved in juvenile justice. It uses leadership and systems reform strategies to improve public health institutions. The premise is that interruption of the destructive cycle of drugs and delinquency can only be attained through the cultivation of shared strategic leadership. This article presents the limitations of traditional practice frameworks of leadership, describes the theory of this new approach to leadership development, and clarifies collaborative leadership and system change. The article includes an example of the framework in action, a discussion of lessons learned, and recommendations for community leadership development initiatives.     

Co-creative Leadership: An Integrated Approach towards Transformational Leadership

The classical understanding of team leadership is extremely difficult to sustain in times when complexity and dynamics have risen to such high levels that very few individuals can assimilate them. The success of team leadership requires the ``participation of those already implicated'' in the development and implementation of a solution – and therefore in the leadership process. How can this be achieved practically? It requires a leadership approach that allows each relevant perspective to be included, in a practical way, in the development of a common position, which can then be implemented collectively. Co-creative leadership creates this possibility – a transformational leadership approach that allows an organisation as a whole to adapt to its environment.     

Transformational Leadership in Labor Organizations: The Effects on Union Citizenship Behaviors

This study suggests that transformational leadership influences union citizenship behavior by fostering a covenantal relationship between the union and the union member. A framework for covenantal relationships is developed from social exchange and social identity theories. Transformational leadership behavior was found to be strongly related to perceived union support, a social exchange construct. The results also indicated that there are positive and significant relationships between other social exchange constructs such as felt obligation and trust. Social identity theory is used to augment social exchange theory in explaining the process by which transformational leadership behaviors relate to union citizenship behaviors through union-based self-esteem. Limitations of the study, implications for union management, and directions for future research issues are discussed.     

Transformational leadership and follower proactivity in a volunteer workforce

This study explored how transformational leaders can enhance volunteers’ proactive behavior in an all‐volunteer nonprofit organization. Based on Parker, Bindl, and Strauss’s model of motivation, it was hypothesized that role breadth self‐efficacy, work values (self‐direction/stimulation and universalism/benevolence), and positive affect would mediate the transformational leadership—proactive behavior relationship. Data came from 141 volunteers in Brazilian chapters of an international not‐for‐profit organization. The model was tested using structural equation modeling, with mediation hypotheses tested by estimating the indirect effects using bias‐corrected intervals. Comparative fit index (.97) and standardized root mean square residual (.05) fit statistics indicate the model is plausible. These findings contribute to the understanding of the role that leaders play in increasing followers’ proactive behavior in volunteer organizations.     

How Unpopular Policies are Made: Examples from South Africa,Singapore and Bangladesh

In this article we contribute to the emerging knowledge on migration policy‐making in two ways. Firstly, we address the relative lack of research on the gendered nature of migration policy‐making. Secondly we contribute to understanding migration policymaking in postcolonial contexts. Based on case studies from Bangladesh, South Africa, and Singapore, we trace the drivers of policy change in these contexts and how the gendered vulnerability of the intended beneficiaries impacted the policy process. We found that there were four main drivers of migration policy‐making in each of the countries. They were: the role‐players in the policy change process, the debates that shaped the policy change, the research involved, and the political context in which the policy change took place. While our research drew on existing policy frameworks, it also showed that policy development is shaped by complex socio‐political conditions.     

How might servant leadership work?

This study examines the mechanics of servant leadership, particularly how it enhances organizational citizenship and how that drives organizational effectiveness. A case study of three successful Catholic parishes identified three direct leadership mechanisms—invitation, inspiration, and affection—that evoke and nurture the service of others. The case analysis also identified two organizational leadership mechanisms—culture building and structural initiatives—through which servant leaders fostered organizational citizenship. This study contributes to an understanding of organizational effectiveness by suggesting how leaders might foster the growth and development of others, build servant‐oriented organizations, and improve overall organizational performance.     

Leadership in Collaborative Community Health Partnerships

This article examines key leadership issues in community health partnerships. We assert that leadership in a partnership is differentiated from that in a traditional, hierarchical organization in that participation is voluntary and egalitarian and often entails cooperation by organizations with different cultures and agendas. Partnership leaders, accordingly, often lack formal control over members and their actions. Using qualitative analysis of 115 site‐visit interviews of participants in four partnerships in the Community Care Networks demonstration program, we identify and discuss five themes of collaborative leadership: systems thinking, vision‐based leadership, collateral leadership, power sharing, and process‐based leadership. We then discuss the multiple challenges that collaborative leadership faces in a community health partnership.     

Transformational and transactional leadership styles,followers' positive and negative emotions,and performance in German nonprofit orchestras

Although the transformational‐transactional leadership paradigm has received increased attention from the research community over the past two decades, the nonprofit sector has been largely neglected. This study provides information about the effectiveness of transformational and transactional leadership styles in the domain of German nonprofit orchestras, while exploring the role of emotions within these leadership styles. We examined musicians' perceptions of their orchestra conductors' leadership behaviors and related those behaviors to performance. Positive emotions were associated with both transactional and transformational leadership. Negative emotions partially mediated the influence of transformational leadership on performance. In combination, the results allow a more thorough and detailed understanding of effective leadership behavior in nonprofit organizations.     

大学生社会责任型领导力调查与思考

社会责任型领导力是"有目的的、合作取向的、以价值观为基础的、引领积极社会改变"的过程。调查显示,上海大学生的社会责任型领导力水平低于美国大学生;在社会责任型领导力的所有维度中,上海大学生在"以礼相争"、"改变"、"自我意识"三个维度的水平上最低;性别、是否担任学生干部、是否曾接受过领导力培训、上大学以前的领导经验、团队合作方面的经验、在校园活动及社会实践方面的参与程度,以及对国家大事、社会热点、学校或所在社区事务及班级事务的关注程度等因素均对大学生的社会责任型领导力的发展有重要影响。因此,应大力推进大学生领导力教育,进一步丰富大学生领导力教育的内容,并通过提升大学生领导力教育的覆盖面,减少当前大学生领导力开发中的"马太效应",同时,着重提升大学生的社会兴趣,让大学生们在更多参与校园活动及社会实践中进一步增强领导力。     

Changing generations in today's workforce: Leadership skills for Millennials

The focus of traditional leadership expectations is the individual leader's developmental experience. However, Millennials are seeking to take on leadership roles more quickly than previous generations. The Practice‐Immediacy Model provides a framework where Millennials can take on these leadership roles while continuing to develop their own behavior and skills. The present article expands on the four basic behavioral components of leadership—vision building, standard‐bearing, integrating, and developing. The article then describes the associated specific skills within each behavioral component. Finally, the article proposes an interdisciplinary model that professionals can use to develop leadership skills for Millennials.     

Finance-growth-poverty nexus in South Africa: A dynamic causality linkage

This paper attempts to examine the dynamic causal relationship between financial development, economic growth and poverty reduction in South Africa—using a trivariate causality model. The study attempts to answer one critical question. Which sector leads in the process of poverty reduction in South Africa—the financial sector or real sector? Using cointegration and error-correction models, the empirical results of the study show that both financial development and economic growth Granger—cause poverty reduction in South Africa. The study also finds that economic growth Granger-causes financial development and, therefore, leads in the process of poverty reduction in South Africa. This applies irrespective of whether the causality test is conducted in the short-run or in the long-run. The study, therefore, recommends that policies geared towards increasing economic growth should be intensified in South Africa in order to make the economy more monetised, and to reduce the high level of poverty currently prevailing in the country.     

Questioning the Notion of Feminine Leadership: A Critical Perspective on the Gender Labelling of Leadership

Traditionally, leadership has been equated with masculinity. Managerial jobs, at least in business and on senior levels, have been defined as a matter of instrumentality, autonomy, result‐orientation, etc. something which is not particularly much in line with what is broadly assumed to be typical for females. Today, however, there seems to be a broad interest in leadership being more participatory, non‐hierarchical, flexible and group‐oriented. These new ideas on leadership are often seen by students of gender as indicating a feminine orientation. This article argues that it is necessary to critically discuss the whole idea of gender labelling leadership as masculine or feminine and suggests that we should be very careful and potentially aware of the unfortunate consequences when we use gender labels. Constructing leadership as feminine may be of some value as a contrast to conventional ideas on leadership and management but may also create a misleading impression of women's orientation to leadership as well as reproducing stereotypes and the traditional gender division of labour.     

Leadership Style in Relation to Organizational Change and Organizational Creativity: Perceptions from Nonprofit Organizational Members

As the environment within which organizations act continues to change and becomes increasingly competitive, maintaining an organizational climate that supports change and encourages creativity is a key objective for organizational leaders. This article examines the relationship between leadership style (transformational, transactional, laissez‐faire) and members' perceptions of the psychological climate for organizational change readiness and psychological climate for organizational creativity. Results indicate that transformational leaders have a direct positive relationship with psychological climate for organizational change readiness and organizational creativity, while laissez‐faire leaders have a negative relationship.     

Different Pathways from Transformational Leadership to Job Satisfaction

Transformational leaders are known to inspire and motivate their followers, thereby leading to enhanced job satisfaction. Job satisfaction is an intellectual concept regarding individuals’ attitudes toward their jobs. This study asserts that the underlying mechanisms for transformational leadership to affect employee satisfaction are trust in the community, including the leader (that is, organization) and trust in the self, namely self‐efficacy. Leadership is specifically associated with continual transformations in the higher educational context, and collectivist cultures may manifest different processes underlying the transformational leadership–satisfaction relationship. This study investigated the mediating effects of trust and self‐efficacy on the relationship between transformational leadership and job satisfaction. The study sample included academicians from a nonprofit higher education institution in Turkey. The data were analyzed using structural equation modeling. The results showed that the relationship between transformational leadership and job satisfaction is fully mediated by both trust and self‐efficacy. The mediator effect of trust was shown to be stronger than self‐efficacy, which is assumed to be the result of the cultural context. The results are discussed in the context of employee satisfaction and cultural determinants of employee satisfaction.     

Das TIMP-Inventar – Ein Beitrag zur ökonomischen Erfassung von Kern-Faktoren salutogener Führung

Occupational health management and science increasingly focus on the issue of health-promoting leadership. Meanwhile a lot of leadership behaviors have been identified that affect the health of employees. To measure them requires high costs. Therefore, the aim of this study is to identify core-factors of salutogenic leadership and to operationalize them for an efficient diagnosis. As an integrative work-related indicator of employees’ health sense of work coherence (Work-SoC) was chosen. In a deductive and inductive process the TIMP-inventory has been developed that enables the economic assessment of three leadership dimensions: Trust, Incident Management and Pressure. These factors explain with less items more variance of the Work-SoC construct than established general and health-related leadership scales of transformational leadership, consideration, social support, demanding leadership as well as positive and negative health behavior. That is why the TIMP-factors can be recognized as core-factors of health-promoting leadership.