Emerald | Leadership & Organization Development Journal | Table of Contents

Constructing leadership by storytelling – the meaning of trust and narratives

Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Purpose - This paper approaches manager’s storytelling as a means for promoting organizational aims and for constructing leadership, and examines the intentions of managers in this process. We focus on the context of storytelling and the content of the stories told by managers in order to identify areas of influence on subordinates. Storytelling in relation to building a narrative identity for the manager is also studied.Design/methodology/approach - This is an exploratory empirical study that draws on 13 thematic interviews with Finnish managers working in different fields. A qualitative thematic analysis is used in order to analyze the data.Findings - As a result of the study we found that managers tell stories in order to evoke leadership characterized by six areas of influence: motivation, inspiration, defusing conflict, influencing superiors, discovering a focus and constructing trust. According to the findings, the managers see stories as an effective means of building trust between leaders and their subordinates. It was also found that managers can use stories self-reflectively and as a means of self-development.Practical implications - Storytelling can empower leadership and support interaction with subordinates. One application of this study is informing elements of leadership development such as business education programmes for managers and future managers.Originality/value - Narrative leadership is a highly valued but still under-researched approach to leadership. This study seeks to fill this gap in the research by providing an empirically based contribution to the field, emphasizing the intentional nature of storytelling.

Leaders Life Aspirations and Job Burnout: A Self Determination Theory Approach

literatinetwork@emeraldinsight.com (Maree Roche, Jarrod Haar) — Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this paper is to explore the implications of leaders’ life goals on their work related wellbeing. Self Determination Theory (SDT) asserts aspirations (life goals) pursued in terms of personal growth, health, affiliation and community support psychological wellbeing, whilst aspirations of wealth, image and fame thwart wellbeing. However, little is understood about the influence of life goals towards leaders’ wellbeing at work, specifically job burnout.Design/methodology/approach - The study explores seven dimensions of aspirations on a sample of 386 New Zealand leaders towards emotional exhaustion and cynicism. Data was collected in two waves (1=predictors and 2=outcomes) and structural equation modeling was used to test the relationships between variables.Findings - The study found that all extrinsic aspirations were significantly and positively correlated with job burnout, while mainly the intrinsic aspirations were significantly and negatively correlated. The structural model showed that wealth and image aspirations were positively related to emotional exhaustion and cynicism, while health aspirations were negatively related. Finally, relationship aspirations were negatively related to cynicism. Practical implications - This study shows the importance of life goals and the role they play towards leaders’ job burnout. Leaders focused on extrinsic aspirations are more likely to burnout at work than those focused on intrinsic aspirations. Hence, what leaders focus on in terms of overall life objectives matter for their workplace wellbeing. Originality/value - Findings are significant because, for the first time, relationships between the SDT dimensions associated with (a leader’s) life goal orientations and job burnout has been established.

Transformational leadership and work engagement: The mediating effect of meaning in work

Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Purpose - This paper reports the findings of a study examining the relationship between transformational leadership and work engagement through the mediating role of meaning in work.Design/methodology/approach - Transformational leadership, work engagement and perceptions of meaning in work were assessed in an empirical study based on a sample of 530 full-time employees working in Australia.Findings - The results from Structural Equation Modelling reveal that the transformational leadership style influences followers’ attributes of work engagement. The direct relationship between transformational leadership and work engagement was found to be partially mediated by employees’ perceptions of meaning in work.Practical implications - Industry reports show that globally, the number of unengaged employees have increased, costing nations billions in productivity losses. We present a model that could help reduce these losses by providing human resource managers with new insights into developing training programmes that could improve transformational leadership behaviours in the workplace. These programmes could help re-design the context of work to make work more meaningful.Originality/value - The relationship between transformational leadership style, perceptions of meaning in work and work engagement were explored theoretically and tested empirically in an Australian context.

The mediating role of perceived organizational support in the effects of interpersonal and informational justice on organizational citizenship behaviors

literatinetwork@emeraldinsight.com (Fung Yi Cheung) — Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Purpose - Our purpose is to examine whether and how perceived organizational support (POS) mediates the effects of informational and interpersonal justice on organizational citizenship behaviors (OCB). Design/methodology/approach - Data were randomly collected from 159 matched supervisor-subordinate dyads of three engineering firms in Hong Kong in different sites and period of time. Findings - Results of structural equation modeling indicated that POS fully mediated the effects of interpersonal and informational justice on citizenship behaviors that are directed at the organization (OCBO) and its members (OCBI). Research limitations/implications - Cross-sectional research design limits the reveal of causality in variables. The findings theoretically integrate justice with POS literature by distinguishing the unique effects of interpersonal and informational justice on OCBO and OCBI through the mediating role of POS.Practical implications - The success of leaders lie in whether they can show respect and provide candid information to the employees on a daily encounter. Also, the leaders may help cultivating subordinates’ a favorable perception of POS by passing on clear messages to subordinates that organization cares about and accounted to them. Originality/value - The use of POS as a mediator on distinguishing interpersonal and informational justice on OCB is unprecedented. Most justice research has been focused on distributive and procedural justice or situational factors that moderate the justice-OCB link. But, this study has strength of clarifying the links among interpersonal and informational justice, POS, and OCB on professional employees in a non North-America context.

It’s How Leaders Behave That Matters, Not Where They Are From

literatinetwork@emeraldinsight.com (Barry Posner) — Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Purpose - The purpose of this study was to examine how national culture might impact both how leaders behave as well as their effectiveness as leaders. Design/methodology/approach - Healthcare leaders and their constituents in Ethiopia, India, Pakistan, and the Philippines were surveyed about their leadership behaviors and their effectiveness. Analyses both across and within countries from self and constituent perspectives were conducted. Findings - Leadership practices varied across countries but within the countries their impact was the same. Within each country the more frequently leaders used these leadership practices the more effective they were viewed by their constituents, and the more favorable were their own workplace attitudes. Research limitations/implications - The study involved a cross-section of leaders who may not be representative of organizational managers, did not have direct reports, were from a specialized field, and utilized a single conceptual framework and scale. Future studies should expand the conceptual framework and measurement tools, as well as extend the investigation to other organizational samples and nations.Practical implications - Important leadership behaviors can be identified for effective leadership across various national or cultural boundaries. Leadership development efforts may be better directed toward building skills common to leaders rather than targeting differences within national boundaries.Originality/value - This study provides understanding into how leaders behave around the globe, and documents that how they behave makes a difference to their constituents and impacts their own workplace attitudes. It demonstrates that there are some "universal" leadership processes and provides guidance for those responsible for developing the global (cross-cultural) competencies of leaders.

Smart Flexibility: Moving Smart and flexible Working from theory to Practice

literatinetwork@emeraldinsight.com (Sandi Mann) — Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Not available.

Effective Multi-Unit Leadership: local leadership in multi-site situations

literatinetwork@emeraldinsight.com (Anne Murphy) — Fri, 23 Aug 2013 00:00:00 +0100

Abstract

Not available.