Leadership & Organization Development Journal

Social influence in military leadership training : Table of Contents

Kristian Firing, Ragnheidur Karlsdottir, Jon Christian Laberg — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – The purpose of this paper is to develop a renewed understanding of social influence in the military by exploring officers' decision-making processes in a stressful situation. The intention is to develop self-awareness as a central leadership capability in authentic leadership. Design/methodology/approach – During wintertime in Norway, standing half-naked and blindfolded on a wharf, officer cadets were offered the choice of jumping or not jumping into the icy ocean. From that starting point, a qualitative dialogue evolved in which the cadets reflected on their decision-making processes and explored their reasons for making their decision. Finally, the decision was executed by the cadets on whether to jump into the icy water or not. Findings – The results from “the water jump” showed that most of the cadets jumped, indicating that they preferred physical inconvenience over social inconvenience, and that officers are highly influenced by their group and the military organization. Research limitations/implications – The research was conducted with a relatively small group and the findings may not generalize readily to other populations. Practical implications – The “water jump” has been adopted by the Royal Norwegian Navy, and is under consideration by the Army and Police in Norway. Using the physical environment as a background to tap into the cadets' thinking in action provides knowledge about the individual self and social influence relevant to growth as leaders. Originality/value – The paper is one of few to explore the role of social influence in the context of a military real-world leadership training activity. Moreover, addressing social influence as a potential drawback in decision making is done to enhance self-awareness as a central leadership capability of authentic leaders in operations.

Leader-member exchange differentiation in the military platoon : Table of Contents

Hoirul Hafiidz Bin Maksom, Richard Winter — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – The purpose of this paper is to identify demographic variables that may impact the quality of leader-member exchange (LMX) relationships within a military platoon. Design/methodology/approach – A total of 109 non-commissioned officers (NCOs) and 421 recruits from 27 platoons in the Singapore Armed Forces independently assessed the quality of their relationship with their platoon commander using the LMX7 survey instrument. Findings – Bivariate analyses indicated rank and type of service differentiated the quality of LMX between leaders (platoon commanders) and followers (NCOs, recruits). Research limitations/implications – The paper considers LMX only from the perspective of followers and does not take into account the broader context of the military platoon. Practical implications – The performance of the entire platoon may be more effective when platoon commanders operate at a distance, respect rank and formal authority relationships, and build closer personal relationships with NCOs than with recruits. Originality/value – There have been no studies examining the demographic basis for LMX differentiation in an Asian military organization. This paper fills the gap.

Individual spirituality, workplace spirituality and work attitudes: An empirical test of direct and interaction effects : Table of Contents

Badrinarayan Shankar Pawar — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper aims to examine the direct effects of three workplace spirituality aspects – meaning in work, community at work, and positive organizational purpose – and individual spirituality on three work attitudes – job satisfaction, job involvement, and organizational commitment. It also seeks to examine the interactive effects of these three workplace spirituality aspects and individual spirituality on these three work attitudes. Design/methodology/approach – The paper briefly outlines the existing workplace spirituality research, indicates the required research and places this study in that backdrop. It then outlines theory building for specifying a set of hypotheses. It uses data from a sample of managerial level employees from India to test the hypotheses. Findings – The study results provided considerable support for the hypothesized relationships between workplace spirituality aspects and work attitudes but not for the hypothesized relationships between individual spirituality and work attitudes. The results provided only marginal support for the interactive effect model, which hypothesized that individual spirituality will moderate the effect of workplace spirituality aspects on work attitudes. Research limitations/implications – Research implications of the findings outlined in this paper will encourage research to link various organizational topics such as leadership with workplace spirituality. They also highlight the need to examine more complex models to examine joint effects of workplace spirituality and individual spirituality on work attitudes. Practical implications – The findings can provide some relevant inputs for leadership actions and organization development efforts aimed at implementing workplace spirituality in organizations. Originality/value – The paper's value partly comes from the outlined research and practice implications.

A Buddhist view of leadership: the case of the OTOP project : Table of Contents

Suvaroj Kemavuthanon, Joanne Duberley — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper is concerned with the role of leadership in community organisations in Thailand. While previous studies of leadership have focused on leadership theories influenced by male-dominated North American studies, the present paper aims to demonstrate that it is necessary to take the influence of cultural, historical and social structure into account. The purpose is to develop a model of leadership constructed through accounts of the leaders and their subordinates. The model of leadership can potentially enable the leaders, and their subordinates to have a better understanding of the qualities, structure, boundaries and processes of leadership, which can be useful in testing the application of the model in other settings and contexts. Design/methodology/approach – To support the aim, the study uses two main qualitative methods of data collection, which are in-depth semi-structured interviews and a focus group. These two methods offer insight and help to explore unexpected phenomena and the complexity of leadership. Findings – The results and analysis lead to the conclusion that there are three levels of leadership process beginning with the benefits to oneself, the benefits to others and mutual benefits. The findings suggest that “philanthropy” and “thinking beyond self-interest” are the crucial qualities of leadership that make other people want to follow a leaders' path. Practical implications – The process of leadership will help leaders and their subordinates to be more self-reliant and develop themselves in the long term. Originality/value – The paper highlights the influence of Buddhism on the role of leadership in community organisations in Thailand.

Discriminate analysis gender public school principal servant leadership differences : Table of Contents

Max Fridell, Rebecca Newcom Belcher, Phillip E. Messner — Sat Nov 07 08:00:18 GMT 2009

Abstract:
Purpose – This paper seeks to apply discriminate analysis to determine principal's leadership styles differences between genders in USA Midwest public schools. A distinction is to be made between “servant” (seen as aligned with emotional intelligence) and “traditional” (or top-down) leadership. The debate between the traditional (or, top-down) leadership approach, versus the servant (which is seen as aligned with emotional intelligence) leadership approach is ripe for investigation. Design/methodology/approach – E-mail based surveys from 445 responding public school principals comprised of men (n=265) and women (n=180) were quantitatively analyzed. The self-selected sample for the study was drawn from public schools in three Midwest states in the USA. The inventory contained 40 content items prepared on a five-point Likert scale and one demographic question. Content and construct validity were evaluated and significant difference tests were performed. The study sought to clarify which cluster of items from the Servant-leadership Styles Inventory (SSI) best described gender membership and, thereby, proffered possibly gender oriented servant-leadership styles utilizing discriminant function analysis methods. Findings – This study has established that SSI items identified with Servant-leadership dimension are reliable and valid; however items aligned with Traditional leadership dimensions were found to be less reliable and valid. Additionally these results have shown that Servant-leadership items can be effective in differentiating between men and women principals. It is important to note that both men and women equally reported that they were reluctant to use Traditional leadership styles. No differences between genders in Traditional leadership styles usage were found. However, there were significant differences between men's and women's Servant-leadership style usage. Research limitations/implications – Current research shows that men and women operate differently. What has been lacking, however, is an instrument that discriminated between male and female leadership styles. This study is bounded by the following limitations: by location, the study is restricted to USA Midwest practicing public school principals; to the gender based perceptions of principals in Midwest USA, other factors such a training, experience and longevity are unknown; and it is also unknown as to the instrument's cultural biases when applied to other countries and regions in the USA. However, the instrument may open opportunities for cultural and gender based leadership research studies when applied to new populations. Practical implications – This paper reports the development of a new research instrument, the SSI. The instrument utilizes 20 traditional leadership styles and 20 servant leadership styles to query subjects. The instrument was found to be reliable and valid, especially the servant leadership items. Originality/value – The paper shows that four Servant-leadership styles lend understanding to the field, and help begin a discussion of feminine servant-leadership style. These four newly identified styles are: daily reflection; consensus building; healing relationships; and drive sense of self worth. The feminine leader is more likely to hold and practice these values than male leaders.