Emerald | Leadership & Organization Development Journal

Are ethical theories relevant for ethical leadership?

Michel Dion — 2012-02-03 00:00:00.0

Abstract

Purpose – The aim of this study is to know if ethical theories could be connected to some leadership approaches. Design/methodology/approach – In the paper eight leadership approaches are selected: directive leadership, self-leadership, authentic leadership, transactional leadership, shared leadership, charismatic leadership, servant leadership, transformational leadership. Five western ethical theories (philosophical egoism, utilitarianism, Kantianism, ethics of virtue, ethics of responsibility) are analyzed to see to what extent their basic concepts could be connected to one or the other leadership approach. Findings – A given ethical theory (such as philosophical egoism) could be suitable to the components of various leadership approaches. Ethical leadership does not imply that a given leadership approach is reflecting only one ethical theory. Rather, ethical leadership implies that for different reasons, various leadership approaches could agree with the same ethical theory. This is what we could call the “moral flexibility of leadership approaches”. Research limitations/implications – This study focuses on western ethical theories. A similar study should be undertaken for Eastern ethical theories coming from Buddhism, Hinduism, Confucianism, or Daoism. Practical implications – Some dualisms (such as Kantianism-transformational leadership, philosophical egoism-transactional leadership) do not reflect the philosophical connections between ethical theories and leadership approaches. Thus, the notion of ethical leadership would have to be redefined. In doing so, the paper reveals how a given ethical theory could be used by different kinds of leaders, and for very different reasons. Originality/value – This study will contribute to make ethical theories and ethical leadership more interconnected, in spite of the different (parallel) “conceptual universes” in which they have evolved until now.

Transformational leadership across hierarchical levels in UK manufacturing organizations

Gareth Edwards, Roger Gill — 2012-02-03 00:00:00.0

Abstract

Purpose – The purpose of this paper is to report on an empirical study of the effectiveness of transformational, transactional and laissez-faire leadership across hierarchical levels in manufacturing organizations in the UK. The aim was to develop a framework of leadership across hierarchical levels that would be useful for leadership development programmes and interventions. Design/methodology/approach – Managers from 38 companies completed a 360-degree version of the Multifactor Leadership Questionnaire. Multiple responses – self, superior, subordinate and peer ratings – were obtained for 367 managers of whom 15 per cent were female and 85 per cent male, aged between 21 and 62 years (mean=42 years), from 38 organizations in the UK manufacturing sector. Of the 367 subjects, unanimous (cases were used only if all ratings agreed on the hierarchical level of the subject) opinions on hierarchical level were gained for 215 (58 per cent), which includes 30 top-level managers, 33 directors, 54 senior managers, 43 middle managers and 55 lower managers. Data concerning time span were also obtained for 253 managers. Findings – The findings of the research show a distinct pattern of behaviours across different hierarchical levels of organizations. Transformational leadership is equally effective across hierarchical levels in organizations, whereas transactional leadership is not effective at the uppermost hierarchical levels in organizations but effective at levels lower down. Laissez-faire leadership is ineffective at all hierarchical levels. Originality/value – A framework of effective leadership behaviours across hierarchical levels in organizations was developed from the findings. This framework can be used as a basis for leadership development in UK manufacturing organizations and potentially wider more general organization contexts.

Image and similarity: an identity orientation perspective to organizational identification

Jorge A. Gonzalez, Subhajit Chakraborty — 2012-02-03 00:00:00.0

Abstract

Purpose – The purpose of this paper is to examine the role of perceived external image and similarity in values, beliefs and interests with an organization's leaders and other members on organizational identification. Design/methodology/approach – The paper presents results of a field survey research in two non-work organizational contexts, a professional association, and a college business fraternity. Hypotheses were tested with ordinary least squares regression and mediation analyses. Findings – Perceived external image and perceived similarity with the organization's leaders and other members influence organizational identification. Perceived similarity partially mediates the relationship between external image and identification. Research limitations/implications – The study implements a cross-sectional design and relies on self-reports. The results have important implications for organizational identification and related behaviors both in work and non-work contexts. Practical implications – The study presents implications for enhancing member identification with an organization, which is related to increased involvement and continued membership. A positive external image may increase the likelihood that organizational members internalize values, beliefs and interests held by the organization's leaders and other members. Originality/value – The study is based on a model of identity orientation that differentiates across personal, relational, and collective orientations. It measures perceived similarity with social referents in values, beliefs and interests, and study traditionally overlooked non-work contexts.

Impact of career growth prospects and formal mentoring on organisational citizenship behaviour

David Okurame — 2012-02-03 00:00:00.0

Abstract

Purpose – This study seeks to examine the impact of career growth prospect (CGP) and formal mentoring support (FMS) on overall organisational citizenship behaviour (OCB) and its five dimensions. Design/methodology/approach – Data were obtained from 72 supervisors and 182 of their subordinates in branches of a bank located in a city in South-western Nigeria. Findings – Results indicate that CGP accounted for a significant percentage of the variance in overall OCB (ß=0.46, p<0.001), predicting three dimensions: sportsmanship, conscientiousness and civic virtue. Contrary to hypothesis, FMS did not predict overall OCB, but significantly influenced three OCB dimensions: sportsmanship, courtesy and altruism, predicting “sportsmanship” (ß=0.26, p<0.001) to be better than CGP (ß=0.22, p<0.01). Research limitations/implications – Although generalisation is limited in a study of a single organisation, the findings of the study imply that CGP and FMS have differential relevance in OCB. Practical implications – Altering negative perceptions of CGP among employees engenders OCB but FMS needs to be complemented with other interventions to foster overall OCB. Originality/value – Although career growth prospects and formal mentoring support are projected to foster OCB in the Nigerian banking sector, no research has investigated this expectation. The extant literature shows that research on the impact of career growth prospects on OCB is virtually absent. Again, the absence of African perspectives on research issues such as OCB, has limited comparative studies and the global scope of most reference journals. This study narrows these gaps in literature and contributes empirical information that equips management to deal more strategically with the integrated approach to OCB.

Extraversion, openness and conscientiousness: The route to transformational leadership in the hotel industry

Anastasios Zopiatis, Panayiotis Constanti — 2012-02-03 00:00:00.0

Abstract

Purpose – The primary purpose of the study was to investigate the relationship between leadership styles (Multifactor Leadership Questionnaire (MLQ 5X-Short)) and the “Big Five” personality traits (NEO-FFI) of neuroticism, extraversion, openness to experience, conscientiousness and agreeableness among managers currently working in the hotel industry of Cyprus. Design/methodology/approach – Adopting a quantitative approach, the MLQ 5X-Short was utilized to allow research participants to describe their leadership style as they perceive it. In addition, the most widely acknowledged tool for measuring personality traits, NEO-FFI, was also incorporated in the questionnaire. Findings – Findings suggest that transformational leadership is positively associated with extraversion, openness and conscientiousness; while in contrast, passive/avoidance leadership style is negatively associated with conscientiousness and agreeableness. Research limitations/implications – The small sample size (n=131) and the homogeneity of the sample, limit the generalizability of the findings to other environments. Practical implications – Hospitality organizations should recruit, promote and invest in developing extrovert individuals who are both open to experience and conscientious, and who also exhibit transformational leadership behaviours. Originality/value – This paper contributes to the scientific literature by investigating the association between the “Big Five” personality traits and transformational leadership behaviours.

Pattern Making, Pattern Breaking: Using Past Experience and New Behaviour in Training, Education and Change Management

2012-02-03 00:00:00.0

Engaging Emergence: Turning Upheaval Into Opportunity

2012-02-03 00:00:00.0

2011 Awards for Excellence

2012-02-03 00:00:00.0