The Experts below are selected from a list of 237 Experts worldwide ranked by ideXlab platform

Gerald R Ferris - One of the best experts on this subject based on the ideXlab platform.

  • further specification of the Leader political skill Leadership effectiveness relationships transformational and transactional Leader Behavior as mediators
    Leadership Quarterly, 2013
    Co-Authors: Christian Ewen, Andreas Wihler, Gerhard Blickle, Katharina Oerder, Parker B Ellen, Ceasar Douglas, Gerald R Ferris
    Abstract:

    Abstract The present investigation was a three-source test of the intermediate linkages in the Leader political skill–Leader effectiveness and follower satisfaction relationships, which examined transformational and transactional (i.e., contingent reward Behavior) Leader Behavior as mediators. Data from 408 Leaders (headmasters) and 1429 followers (teachers) of state schools in the western part of Germany participated in this research. The results of mediation analyses, based on bias-corrected bootstrapping confidence intervals, provided support for the hypotheses that political skill predicts both transformational and transactional Leader Behavior, beyond other established predictors, and that transformational and transactional Leader Behavior mediate the relationships between Leader political skill and Leadership effectiveness. The contributions to theory and research, strengths and limitations, directions for future research, and practical implications are discussed.

  • Leader reputation and accountability in organizations implications for dysfunctional Leader Behavior
    Leadership Quarterly, 2004
    Co-Authors: Angela T Hall, Gerald R Ferris, Fred R Blass, Randy Massengale
    Abstract:

    Abstract We argue that Leader accountability is more of an informal, sociopolitical process, than it is a formal one, and a central component of this informal accountability is Leader reputation. We propose that Leaders' reputations (which includes human and social capital, political skill and style, etc.) influence how much stakeholders trust them. This, in turn, affects the extent to which formal accountability mechanisms are imposed upon Leaders. In this paper, we concentrate on the potential for dysfunctional Leader Behavior. However, how stakeholders interpret actual Leader Behavior, whether functional or dysfunctional, is moderated by the motives or intentions that those stakeholders attribute to the Behavior. The result is a perception of Leader performance and effectiveness that redefines or reinforces Leader reputation, and also serves to modify or reinforce Leader style. Therefore, a sociopolitical perspective of accountability and reputation asserts that the risk of a diminished reputation is a form of accountability that is effective to the extent that attributions of Leader intentions are accurate. Implications for this conceptualization are discussed, as are directions for future research.

Albert V Carron - One of the best experts on this subject based on the ideXlab platform.

  • The impact of fitness Leader Behavior and cohesion on an exerciser's affective state
    International journal of sport and exercise psychology, 2020
    Co-Authors: Todd M Loughead, Michelle M. Patterson, Albert V Carron
    Abstract:

    Abstract The purpose of the present study was to determine whether cohesion served to mediate the relationship between fitness Leader Behavior and an exerciser's affective state. The participants were 151 adults (115 females and 36 males) enrolled in various physical activity programs. Following one of their exercise classes, each participant completed a questionnaire that assessed fitness Leader Behaviors (commitment to service quality, interpersonal interaction, and task interaction), cohesion (individual attractions to the group‐task and ‐social, group integration‐task and ‐ social), and affect (positive affect, negative affect, fatigue, tranquility). Two specific mediation relationships were found: (a) Individual attractions to the group‐task served to mediate the relationship between fitness Leader Behavior of task interaction and positive affect, and (b) individual attractions to the group‐task served to mediate the relationship between exercise Leader Behavior of task interaction and negative affec...

  • the mediating role of cohesion in the Leader Behavior satisfaction relationship
    Psychology of Sport and Exercise, 2004
    Co-Authors: Todd M Loughead, Albert V Carron
    Abstract:

    Abstract Purpose: To determine if cohesion serves as a mediator between Leader Behavior and participant satisfaction. Participants: Ninety enrolled in recreational exercise programs. Method: Longitudinal with preferences for Leadership Behavior assessed in the initial stages of the exercise experience, both cohesion and perceptions of Leadership Behavior assessed in the middle stages, and satisfaction at the termination of the exercise program. Each participant was assessed on cohesion (individual attractions to the group-task and -social, group integration-task and -social), class Leader Behaviors (commitment to service quality, interpersonal interaction, and task interaction), and satisfaction (satisfaction with involvement and satisfaction with service). Results: For respondents scoring high in preferences for commitment to service quality, individual attraction to the group-task served to mediate the relationship between the Leader Behavior of perceived commitment to service quality and satisfaction with involvement. For respondents scoring high in preferences for task interaction, individual attraction to the group-task served to mediate the relationship between the Leader Behavior of perceived task interaction and satisfaction with service. For respondents scoring low in preferences for task interaction, individual attraction to the group-task served to mediate the relationship between the Leader Behavior of perceived task interaction and satisfaction with service. Conclusion: Individual attraction to the group-task was the most salient mediator. Strategies to promote task cohesion and satisfaction need consideration.

  • The mediating role of cohesion in the Leader Behavior–satisfaction relationship
    Psychology of Sport and Exercise, 2004
    Co-Authors: Todd M Loughead, Albert V Carron
    Abstract:

    Abstract Purpose: To determine if cohesion serves as a mediator between Leader Behavior and participant satisfaction. Participants: Ninety enrolled in recreational exercise programs. Method: Longitudinal with preferences for Leadership Behavior assessed in the initial stages of the exercise experience, both cohesion and perceptions of Leadership Behavior assessed in the middle stages, and satisfaction at the termination of the exercise program. Each participant was assessed on cohesion (individual attractions to the group-task and -social, group integration-task and -social), class Leader Behaviors (commitment to service quality, interpersonal interaction, and task interaction), and satisfaction (satisfaction with involvement and satisfaction with service). Results: For respondents scoring high in preferences for commitment to service quality, individual attraction to the group-task served to mediate the relationship between the Leader Behavior of perceived commitment to service quality and satisfaction with involvement. For respondents scoring high in preferences for task interaction, individual attraction to the group-task served to mediate the relationship between the Leader Behavior of perceived task interaction and satisfaction with service. For respondents scoring low in preferences for task interaction, individual attraction to the group-task served to mediate the relationship between the Leader Behavior of perceived task interaction and satisfaction with service. Conclusion: Individual attraction to the group-task was the most salient mediator. Strategies to promote task cohesion and satisfaction need consideration.

Francis J. Yammarino - One of the best experts on this subject based on the ideXlab platform.

  • Bases of power in relation to Leader Behavior: A field investigation
    Journal of Business and Psychology, 1996
    Co-Authors: Leanne E. Atwater, Francis J. Yammarino
    Abstract:

    Hypotheses addressing the relationships between bases of power and transformational and transactional Leadership, and propositions concerning the extent to which perceptions of Leader power and Behavior were shared by a Leader's followers, were addressed in this study. Two hundred eighty employees reporting to 118 supervisors in 45 organizations provided data for the investigation. Results provided support for hypothesized relationships between personal power and transformational Leadership as well as between positional power and transactional Leadership. In addition, ratings of both Leader power and Leader Behavior were found to be individually-based phenomena; that is, followers of a focal Leader did not share perceptions about that Leader's power or Behavior. Implications for managerial practice and future research are discussed.

  • Individual- and Group-Directed Leader Behavior Descriptions:
    Educational and Psychological Measurement, 1990
    Co-Authors: Francis J. Yammarino
    Abstract:

    Relationships among individual- and group-directed measures of Leader Behavior descriptions and five variables were examined with an explicit consideration of multiple levels of analysis. In a sample of law enforcement personnel, results indicated that supervisor control and satisfaction with rewards were associated with individual- and group-directed measures of initiating structure based on differences between groups, but not within groups; role ambiguity and effort were associated with individual- and group-directed measures of consideration based on differences between groups, but not within groups; and satisfaction with supervisor was associated with individual- and group-directed measures of initiating structure and of consideration based on individual differences. Thus, different forms of measures (individual- or group-directed) of Leader Behavior descriptions were correlated with other variables based on different levels of analysis.

Ann Chunyan Peng - One of the best experts on this subject based on the ideXlab platform.

  • cognition based and affect based trust as mediators of Leader Behavior influences on team performance
    Journal of Applied Psychology, 2011
    Co-Authors: John Schaubroeck, Ann Chunyan Peng
    Abstract:

    : We develop a model in which cognitive and affective trust in the Leader mediate the relationship between Leader Behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant Leadership influenced team performance through affect-based trust and team psychological safety. Transformational Leadership influenced team performance indirectly through cognition-based trust. Cognition-based trust directly influenced team potency and indirectly (through affect-based trust) influenced team psychological safety. The effects of Leader Behavior on team performance were fully mediated through the trust in Leader variables and the team psychological states. Servant Leadership explained an additional 10% of the variance in team performance beyond the effect of transformational Leadership. We discuss implications of these results for research on the relationship between Leader Behavior and team performance, and for efforts to enhance Leader development by combining knowledge from different Leadership theories.

Friederike Hoffmann - One of the best experts on this subject based on the ideXlab platform.

  • Top Level Leader Behavior and the Impact on Business Model Innovation
    Academy of Management Proceedings, 2020
    Co-Authors: David Johann Klang, Friederike Hoffmann
    Abstract:

    The innovation of an incumbent firm’s business model is one of today’s most important, yet challenging tasks. However, current literature has only scarcely addressed the issues of how a firm’s management can foster business model innovation, and specifically, what the role of Leadership is in business model innovation. We address this research gap by developing a conceptual model of the impact of top level Leader Behavior on business model innovation of incumbent firms. Specifically, we establish a theoretical linkage between top level Leader Behavior and business model innovation from a cultural historical activity system perspective of organizational learning and development. We propose that transformational and transactional Leader Behaviors of top level management are likely to have a positive impact on business model innovation by developing learning activity of the subject and by instructing the development of new forms of activity, such as a new business model of the incumbent firm as the learning ...

  • Top Level Leader Behavior and the Impact on Business Model Innovation.
    Academy of Management Annual Meeting Proceedings, 2012
    Co-Authors: David Johann Klang, Friederike Hoffmann
    Abstract:

    The innovation of an incumbent firm's business model is one of today's most important, yet challenging tasks. However, current literature has only scarcely addressed the issues of how a firm's management can foster business model innovation, and specifically, what the role of Leadership is in business model innovation. We address this research gap by developing a conceptual model of the impact of top level Leader Behavior on business model innovation of incumbent firms. Specifically, we establish a theoretical linkage between top level Leader Behavior and business model innovation from a cultural historical activity system perspective of organizational learning and development. We propose that transformational and transactional Leader Behaviors of top level management are likely to have a positive impact on business model innovation by developing learning activity of the subject and by instructing the development of new forms of activity, such as a new business model of the incumbent firm as the learning subject. We also propose that transactional and transformational Leader Behaviors mediate the positive impact of instrumental Leader Behavior on business model innovation. From our model, we propose that laissez-faire Leader Behavior of a firm's top management is negatively associated with business model innovation of incumbent firms. [ABSTRACT FROM AUTHOR]