The effect of context upon leadership behavior (original) (raw)

Leadership behavior-in-context an antidote to leadership hype

Purpose -This paper aims to outline three ways in which a leader's behavior-in-context can be examined. As such it moves away from an emphasis on a leader's ''performance and personality'' and focuses on underlying contextual features which can lead to success or failure.

A Field Study: An Examination Of Managers’ Situational Leadership Styles

Journal of Diversity Management (JDM), 2018

The present study explored the applicable situational leadership styles of experienced military managers attending an advanced leadership educational program. While attending this program, these managers were requested to reveal the results of their situational leadership self-assessment in which they participated. A total of 620 managers agreed to reveal their results, and descriptive statistics were conducted to determine the findings of their situational leadership self-assessments. The study research results revealed two situational leadership styles were predominating: (Telling and Participating). The findings of research study have significant implications for managers when leading individuals and teams for organizational success. These findings also may contribute to better understanding of the situational leadership styles which characterize managers when leading people and team members. Additionally, the findings of this study also have implications for teaching situationa...

Situational Leadership and Organizational Behavior

6th LIMEN Conference Proceedings (part of LIMEN conference collection), 2020

In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.

Behavioural aspects of transformational leadership in manufacturing organisations

2006

Over the past few years there has been growing interest in the study of leadership styles and organisational culture. Internal issues and external environment challenge the leadership of manufacturing organisations, Scarborough, (2001). Ile focus of the research was to gain insight into the transformational leadership of manufacturing organisations. Although leadership scholars have generated a significant stream of research on transformational leadership, there has been a lack of attention to the specific features in the context of transformational leadership such as contingency theories, attribution theory, and organisational culture. The study investigates the effects of transformational leadership on situational determinants and organisational culture in manufacturing organisations in Pakistan. Podsakoff et al, (1990) a 23-item measure of transformational leadership inventory questionnaire was employed to evaluate transformational leadership in manufacturing organisations. Ile objectives of this research study are: Firstly to study transformational leadership in Pakistani manufacturing organisations. Secondly to study transformational leaders' behaviour in manufacturing organisations with respect to situational determinants, i. e., situation strength, attribution theory, feedback, and organisational culture. Thirdly to develop hypotheses concerning the relationship between transformational leadership, and situational determinants and to develop a model of relationship between transformational leadership, situational determinants and organisational culture. Lastly, to suggest further research guidelines for transformational leadership phenomena and leadership in Pakistani manufacturing organisations. Results from the research show that transformational leaders tend to create weak situations for their followers in manufacturing organisations; they favour discretion to their followers and delegate decision-making to followers. Transformational leaders also tend to make external attributions for the causes of poor performance in their organisations, and assume follower's mistake as a learning experience. They try to establish close contact with their followers and seek feedback directly from followers. Transformational leaders favour clan type culture more in their manufacturing organisations; however adhocracy culture is not completely ignored. A new leadership aligruncnt model incorporating various concepts focussing on leadership style, organisational. leadership, and situational strength has bccn introduccd. Results from the data analysis indicate that there is a need to train more Icadcrs in Pakistani manufacturing organisations to benefit from the transformational leadership style, as it has been established that transformational leadership is an influential form of leadership clearly associated with high levels of individual and organisational performance, (Shamir & Kark, 2002). As pointed out by Bass, (2002) leaders will bc prized for their innovativcncss, responsiveness, and flexibility, all linked to their frequency of transformational leadership behaviour.

Assessing leadership styles and organisational context

Journal of Managerial Psychology, 2005

Purpose -To investigate the new leadership dimensions questionnaire (LDQ) and a related framework for assessing an individual's leadership style in relation to the context in which the leader works; the three new LDQ sub-scales designed to measure organisational context, follower commitment and leader performance; and the relationship between personality and leadership. Design/methodology/approach -Research is reported on LDQ data from a large sample of leaders and managers (n 222) from a range of public and private organisations. A style score was calculated and then related to data on respondents' biographical -job function, gender, sector and nationality -and FFM personality data. Findings -Results show a reasonably even allocation across all three leadership styles and that the styles are independent of the four important biographical variables. They also show that the five FFM personality factors do not account for any additional variance on any of the styles at a significant level. Results on the factor structure of the organisational context, follower commitment and leader performance scales show them to be reliable scales.

The Psychology of Leadership in Rapidly Changing Conditions: A Structural Psychological Approach

A structural psychological approach to understanding effective executive leadership is presented. It is argued that effective leadership requires the capacity to respond in an adaptive manner to emergent, dynamic, and complex situations. This capacity, in turn, depends on the readiness to acquire new skills and strategies for coping with complexity and change. Nevertheless, empirical research has largely overlooked the vital potentiality of self that seems necessary to engender and sustain effective leadership. Accordingly, a structural approach to leadership is proposed. In this approach, the whole (the personality organization, the self-system), in addition to being different from and greater than the sum of its parts, causally determines the fate of the parts, so that the emergent, holistic properties of the whole at all different levels become causally real in their own form. The psychological construct of active coping (Shanan, 1990) is used to demonstrate the conceptual link between personality structure and effective leadership. Propositions toward a general psychological model of leadership are outlined, and suggestions for investigating the model empirically are made. In this article, we address the relationship between personality and effective leadership in business settings. In particular, we examine the psychological characteristics required to generate leadership and sustain it at the highest ranks of an organization. Previous empirical research on determinants of leadership effectiveness has focused on discrete personality traits or behaviors. This emphasis has had limited results because narrowly defined traits have frequently been found to be situation specific in their associations with leadership. Indeed, effective executive leadership depends on the ability to respond in an adaptive manner to emergent, dynamic, and complex situations (Carroll & Gillen, 1987; Kotter, 1990; Skinner & Sasser, 1977; Whitley, 1989). This ability, in turn, requires the readiness to continually develop new skills and knowledge for coping with complexity and change. Published research, however, has largely neglected the potential for leaders to grow and change over time. Consequently, we argue that it is not a single trait or set of traits that determines a leader's current and continuing effectiveness, but rather a structural psychological characteristic. To examine this assertion, we have divided this article into four sections. We begin with a few definitions, to ensure a common understanding of terms. We then present a brief historical overview of the empirical literature on the relationship between personality and leadership. In the second section, we identify four areas of personality that this literature has neglected. We argue that those oversights may be connected by a structural approach. In the third section we delineate such an approach, using the psychological construct of active coping (Shanan, 1990), to demonstrate the conceptual link between personality structure and leadership. Integrating material discussed in the previous sections, in the fourth section we outline propositions toward a general psychological model of leadership. Finally, we make suggestions for investigating these propositions empirically.

How Does Situational Leadership Affect Organizational Success? A Study of Honda

2020

The purpose of this study is to understand the effect of situational leadership on the success of the business organization in the automotive industry. The study employed secondary data which were obtained from internet articles, research papers and booksto further understand the impact of situational leadership in the organization. The findings suggest that different departments need a different style of leadership. This understanding of situational leadership gives Honda management the way to bringsuccess to their organization. This study enhances the importance of situational leadership, which can be utilized by managers/leaders to bring efficiency in their organization.

The Impact of Leadership Style on Contextual Performance: Evidence from Serbia

TEME

The primary purpose of this research paper is to present an empirical study framed by the Situational Leadership Theory, also referred to as the Hersey-Blanchard Model, which states that people-oriented leadership behaviours, which include more employee participation, are positively related to contextual performance. The data used in this research was collected through a combination of two quantitative instruments aimed at determining the relative contribution that the independent variables (leadership style) make to the dependent variables (contextual performance). The main method used in this research is hierarchical regression analysis. The research results revealed that people-oriented leadership behaviours with more employee participation (dominant delegating leadership style) have a positive and significant relationship with contextual performance. In terms of practice, this paper may enable organisations to understand the need for an adequate leadership style that ensures gre...