A New Integrated Model of Collective Leadership Workplace Courage (original) (raw)
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Leadership, Courage, and Ethical Behavior: An Executive Approach
Journal of Business, Technology and Leadership
Organizations constitute morally complex environments, requiring organization members to possess levels of moral courage sufficient to promote their ethical action, while refraining from unethical actions when faced with temptations or pressures. Courageous leadership requires a true understanding of organizational structure and pressures. In terms of methodology, this study will examine the moderating and mediating variables of courage, leadership and ethics on leadership in contemporary organizations. This study will be a qualitative study utilizing the 2007 Woodard and Pury Courage Scale, a 23-item survey measuring two dimensions, courage as the ability to act and the fear factor involved with the action. The sample will consist of graduate students working in global corporations located in the South and Central Florida region of the USA. Relevance of the professions of the participants studied will be considered. The importance of this study is that preconceived notions of wheth...
Developing and Validating a Quantitative Measure of Organizational Courage
Journal of Business and Psychology, 2010
Purpose To present the Organizational Courage Assessment (OCA) and explore its construct validity. Design/Methodology/Approach The OCA assesses the frequency that members (1) observe potential acts of courage in their organization and (2) fear performing those acts of courage-which defines four types of organizations: bureaucratic organizations (little fear with few acts of courage), fearful organizations (much fear with few acts of courage), courageous organizations (many acts despite much fear), and quantum organizations (many acts with little fear). Findings Our study validated OCA's two-factor solution (internal validity) and statistically supported our research model that linked courage assessments to perceptions of an organization's environment, structures, roles, cultures, climates, performance, and satisfaction (external validity). Implications While acting courageously works in the short term (and seems, at first, to be ideal), it nevertheless requires members to live with fear on an ongoing basis. Members acting without fear, however, might be the most effective approach in the long term. The OCA can thus be used as a diagnostic tool for assessing organizations (and its subunits) as bureaucratic, fearful, or courageous and then conducting change programs to reduce fear while empowering the membership-thereby creating quantum organizations for long-term success. Originality/Value This is the first known study to develop a quantitative assessment of organizational courage. Rather than relying on time-consuming interviews or questionable anecdotal information, it is now possible to proceed with a great variety of research studies (and change programs) with a valid-and useful-instrument.
2018
This study examines the relationship between behavioral courage and job performance, and explores the possible effects of organizational level and gender on this relationship. With a sample of managers from mid-to large-sized for-profit organizations in the United States, we found that behavioral courage was positively associated with job performance. Our results also revealed significant differences in supervisors' ratings of behavioral courage between employees at low and high organizational levels. The effects of behavioral courage on job performance did not vary by organizational level. In turn, the moderating effect of gender on the association between behavioral courage and job performance was supported. The study results provide important theoretical and practical implications in the fields of organizational behavior, leadership studies, and human resource development. Recommendations for future research are discussed.
Journal of Business and Psychology, 2017
Purpose The current article reviews extant knowledge on courage and identifies a dimension of courage relevant to modern organizations, social courage, which is an (a) intentional , (b) deliberate, and (c) altruistic behavior that (d) may damage the actor's esteem in the eyes of others. Through a multiple-study process, quantitative inferences are derived about social courage, and the Workplace Social Courage Scale (WSCS) is created. Design Four studies using seven samples analyze the WSCS's psychometric properties, internal consistency, method effects, discriminant validity, convergent validity, concurrent validity, and utility. Many of these are investigated or replicated in largely working adult samples. Findings Each aspect of the WSCS approaches or meets specified guidelines. Also, social courage is significantly related to organizational citizenship behaviors, and the construct may relate to many other important workplace outcomes. Implications The current study is among the first to quantitatively demonstrate the existence of courage as a construct, and the discovered relationships are the first statistical inferences about social courage. Future research and practice can now apply the WSCS to better understand the impact of social courage within the workplace. Originality Despite many attempts, no author has created a satisfactory measure of courage, and the current article presents the first successful measure through focusing on a particular courage dimension-social courage. Future research should take interest in the created measure, the WSCS, as its application can derive future inferences about courage and social courage.
Organizational Courage Assessment
PsycTESTS Dataset, 2015
Purpose To present the Organizational Courage Assessment (OCA) and explore its construct validity. Design/Methodology/Approach The OCA assesses the frequency that members (1) observe potential acts of courage in their organization and (2) fear performing those acts of courage-which defines four types of organizations: bureaucratic organizations (little fear with few acts of courage), fearful organizations (much fear with few acts of courage), courageous organizations (many acts despite much fear), and quantum organizations (many acts with little fear). Findings Our study validated OCA's two-factor solution (internal validity) and statistically supported our research model that linked courage assessments to perceptions of an organization's environment, structures, roles, cultures, climates, performance, and satisfaction (external validity). Implications While acting courageously works in the short term (and seems, at first, to be ideal), it nevertheless requires members to live with fear on an ongoing basis. Members acting without fear, however, might be the most effective approach in the long term. The OCA can thus be used as a diagnostic tool for assessing organizations (and its subunits) as bureaucratic, fearful, or courageous and then conducting change programs to reduce fear while empowering the membership-thereby creating quantum organizations for long-term success. Originality/Value This is the first known study to develop a quantitative assessment of organizational courage. Rather than relying on time-consuming interviews or questionable anecdotal information, it is now possible to proceed with a great variety of research studies (and change programs) with a valid-and useful-instrument.
Impact of resonant leadership in reducing workplace bullying
International Journal of Research in Business and Social Science (2147- 4478)
This empirical study seeks to examine the impact of resonant leadership characterized by sub-variables (mindfulness, hope, and compassion) in reducing workplace bullying in the Commerce and Industry Chamber in Sulaymaniyah City - Kurdistan Region - Iraq. For conducting this study, the data was collected through primary sources using a survey questionnaire collected data from a population consisting of (50) employees of the chamber and a sample size consisting of (45) employees. The obtained data were analyzed using statistical analysis tools by SPSS V.24 . The results showed that resonant leadership has a significant negative impact on workplace bullying. This study recommends providing the appropriate organizational environment and culture in the workplace that works to reduce workplace bullying. The outcome of the research shows that the high existence of workplace bullying, meanwhile using resonant leadership reduces workplace bullying efficiently.
Organizational Justice and Subjective Happiness: The Mediating Role of Workplace Social Courage
3rd International Conference on Innovative Studies of Contemporary Sciences (Tokyo Summit), 2021
Courage has been regarded as one of the basic virtues throughout history. Although the topic of social courage in the workplace has recently become very popular in international management literature, less is known about the conditions under which individuals exhibit courageous behaviors and how this affects what. To fill the gap between theory and practice in the field of courage, there is a great need for empirical, concrete, and practical courage studies. This study aims to reveal the effect of perceived organizational justice on subjective happiness, and the mediating role of workplace social courage in this relationship, and to draw attention to the issue of courage in the national literature. The research population is the company employees of Fortune500-2018 of Turkey; and the sample is the employees of 57 out of 349 firms which are in Istanbul, Ankara, Izmir, Bursa, and Kocaeli. The total number of employees who responded to the questionnaires and were found to be suitable for analysis is 429. The data obtained from the questionnaires were analyzed with SPSS 26.0 program. The results showed that perceived organizational justice has a positive and significant effect on subjective happiness (β=.297; p<0,001), and organizational justice has an indirect effect on subjective happiness (β=.089, p<.001) through workplace social courage. In this context, as perceived organizational justice increases in the workplace, the subjective happiness of employees increases, and social courage plays a positive mediating role in the said interaction. Within the scope of these results, considering the convenience in observing and managing behaviors for managers, the practical importance of social courage identified as an intermediary variable in the research can be better understood. Since courage is a measure of our determination to shape the future, employees’ courage should be managed and encouraged by leaders. On the other hand, this study, which has been conducted on the mediating effect of courage and courage in a non-western culture, can contribute from the cultural point of literature. It will be useful for different cultures to understand each other and to know how and in what form their courage emerges.
International Journal of Bullying Prevention
Scholars are increasingly considering bystander intervention as a behavior that could be an effective solution to stop workplace bullying. Among the factors leading bystanders to intervene, scholars hypothesized that moral courage is a key concept supporting intervention. In this paper, an exploratory study is conducted to investigate the relationship between moral courage and bystander intervention against workplace bullying. This study follows an innovative design in which the stimulus is a video-vignette representing an episode of workplace bullying. Moral courage was assessed using an ad hoc constructed scale for moral courage at work (Moral Courage at Work scale-MC@W scale), while bystander intervention was assessed along the dimensions of personal involvement and immediacy following Bowes-Sperry and O'Leary-Kelly's indications (2005). A positive relationship was found between moral courage and bystander intervention, although results do not evidently support this main hypothesis. Taking as a moderator the engagement evoked by the video-stimulus, results showed that people with high-moral courage scores are more likely to manifest intervention with high-personal involvement. Despite the limitations of this study, results provide preliminary indications about the complex link between moral courage and bystander intervention, which needs further investigation. This contribution is included in the line of research seeking to understand how to mobilize bystanders in organizations. In this sense, actions and training programs could be planned to improve employees' moral courage and consequently promote interventions against bullying and a better organizational environment.
Moral Courage: The Essence of Ethical Leadership and Followership
2018
Most discussions on ethical leadership emphasize the importance of personal integrity, visible role modeling, and actual enforcement of ethical behaviors in the workplace. Nonetheless, organizational leaders and followers alike regularly encounter issues and pressure that require not only ethical leadership but also moral courage. Accordingly, this study used a mixed method to examine typical ethical situations encountered by organizational members in the workplace, the extent to which employees can exercise courage, and the factors that impede their moral actions. The results show that the majority of organizational members are unable to translate their moral beliefs and judgment into real moral action in the workplace. Organizations must, therefore, seek ways and means of creating and supporting moral courage
The Left Side of Courage: Three Exploratory Studies on the Antecedents of Social Courage
The Journal of Positive Psychology, 2018
Courage has been linked to important workplace outcomes, but little is known about the antecedents of courage. To identify possible methods to develop a more courageous workforce, the current article provides initial evidence regarding the antecedents of behavioral social courage from five broad categories: personality, job characteristics, leadership, culture, and demographic characteristics. Three exploratory studies show that certain antecedents from these categories have a significant relationship with behavioral social courage, including grit, proactive personality (personality), social support (job characteristics), empowering leadership (leadership), power distance (culture), and age (demographics). Perceived courage benefits and risks did not mediate the effect of most antecedents on behavioral social courage. These results suggest that certain antecedents may influence behavioral social courage, but the mediators of these relationships remain unknown. Further implications and directions for future research are discussed.