Despite a great deal of interest in leadership as a field of study, little research has been conducted on what followers want from their leaders. Furthermore, the relationship between follower ethnicity and their view on leadership has been largely neglected. This study therefore sought to investigate how followers perceive effective leadership and, therefore, what they expect from good leaders. The study also sought to investigate what influence, if any, a follower’s ethnicity has on their understanding of effective leadership. The study adopted a qualitative, phenomenological methodological approach to address the research purposes. Semi structured interviews were conducted with a sample of seven black South African undergraduate students in Gauteng. This sample was selected to avoid including individuals who may have had formal exposure to leadership theory or significant experience as leaders in organizations. The discussions were recorded and transcribed, before being captured in Atlas.ti. Thematic coding was carried out to analyse the data. The findings of the study showed that respondents valued follower-centric leadership, with a particular emphasis on leaders listening to followers. Other good leadership behaviours highlighted by respondents included communication and values. Respondents indicated that their views on leadership were influenced by their cultures. It was not possible to isolate the influence of a specific ethnic identity on perceptions of leadership because respondents were able to identify with more than one ethnic identity, referred to as biculturalism. Biculturalism tended to occur as a result of a respondent having parents from different ethnicities, growing up in a multi-ethnic township or exposure through multicultural institutions such as schools and churches. / Dissertation (MCom)--University of Pretoria, 2013. / Human Resource Management / unrestricted

No description available.

Past research on the emergence of leaders in groups has typically examined relationships between individual trait variables and emergence. The current study extends work of the past by pioneering a multi-variable pattern approach, along with the traditional examination of individual trait measures, in the domain of emergent leadership. The personality pattern examined in this study includes the variables dominance, intelligence and general self-efficacy. All three trait variables were significantly positively associated with leader emergence. Individuals high in all three traits (HHH) emerged significantly more frequently than all other individuals while those low in all three traits (LLL) emerged significantly less frequently than all other individuals. The study also examined non-leader group members and their perceptions of the emergent leaders; resulting in descriptions of leaders that were highly consistent with the traits of interest. Implications for the future research of emergent leadership are discussed. / Master of Science

Master of Science / Department of Psychological Sciences / Clive J. A. Fullagar / This mixed-methods study consisted of two phases. First, interviews were conducted with ROTC instructors responsible for organizational socialization of newcomers to the U.S. Army and U.S. Air Force. This data shaped surveys given to organizational newcomers in phase II, which measured organizational culture and cognitive leadership schemas. It was hypothesized that implicit leadership theories (ILTs) would reflect respective organizational cultures. Although this was supported in the qualitative results from Phase I, it was not supported in the quantitative results from Phase II. However, analyses showed that leadership is still perceived as a masculine role in both the U.S. Army and U.S. Air Force, as was hypothesized. It was also hypothesized that leaders in line occupations would be seen as better leaders than leaders in staff occupations. This was supported for the Air Force sample, but not the Army sample. During the interviews, ROTC instructors asserted that male and female leaders were equally capable, and that line and staff leaders were equally capable. However, questioning revealed that organizational stereotypes still defined the quintessential leader as a male in a line occupation, although females had more opportunities to fill those key occupations in the Air Force than in the Army, at the time of this study. This discrepancy, along with the discrepancies in results between the qualitative and quantitative data, indicate that organizational culture has perhaps changed at the levels of visible artifacts and espoused values with respect to diversity, but has not yet changed at the fundamental level of basic assumptions.

Den här studien undersöker implicita (underförstådda) bilder av ledare och syftar till att, utifrån ett svenskt följarperspektiv, ta reda på vilka egenskaper som kännetecknar ”en effektiv ledare i en tänkt arbetssituation”, samt undersöka huruvida bilden av denna varierar utifrån ett antal sociala skiljelinjer. Utgångspunkten är att de egenskaper som anses vara kännetecknande för en effektiv ledare också är egenskaper som studiedeltagarna prefererar (föredrar) och därför helst ser hos en sådan ledare. Studien omfattar 198 deltagare och använder sig av ett särskilt ILT-verktyg (implicit leadership theory) för att fånga de underförstådda bilderna. Skiljelinjerna består i kön, ålder, social bakgrund, socioekonomisk position samt ett antal attityder kopplat till bland annat arbete och ideologi. Resultaten visar att huvuddelen av skiljelinjerna kan förutsäga preferenser för vissa ledaregenskaper, men att de flesta i grund och botten är överens om vilka egenskaper som kännetecknar, respektive inte kännetecknar, en effektiv ledare. Störst enighet råder kring de egenskaper som ses som mest kännetecknande, medan uppfattningarna kring de minst kännetecknande egenskaperna skiljer sig desto mer. Män, lågutbildade och de som har arbetaryrken anser i högre utsträckning att ”negativa” egenskaper är kännetecknande för en effektiv ledare medan högutbildade och de som arbetar med professionella yrken i genomsnitt skattar flera av de ”positiva” egenskaperna högre. Ytterligare ett antal noterbara resultat framträder också. Studien bekräftar därigenom flera tidigare fynd inom ILT- och preferensforskningen, men tillför också nya tänkbara förklaringsvariabler. Inte minst bidrar studien till att ge en dagsaktuell bild av det svenska följarperspektivet och de skillnader som det rymmer. Kopplat till det läggs också stor vikt vid att diskutera det mätverktyg samt den ledardefinition som används.

No description available.

Poor executive leadership of organizations over the last 20 years has resulted in the destruction of stakeholder value, loss of jobs, and in some cases, risk to the entire enterprise. An executive search firm database, encompassing 16,000 leaders from 300 organizations, was analyzed to determine if the commonality and transferability of leadership competences could be used to improve executive assessment. Implicit leadership theory, where leaders are gauged by the individuals that surround them, served as the theoretical foundation. The study also relies on a leadership competency model used by the executive search firm that constructed the database and is based primarily on behavioral-event interviewing method of assessment. Inferential statistics were used to analysis the data with analysis of variance and Tukey post-hoc methods for testing mean differences, and with correlation and regression analysis to test for associations and explained variances. The executive roles were found to show a commonality of competency profiles and transferability across the disciplines studied, with the exception of the chief executive officer (CEO) role. These findings suggest that a new CEO should not be sourced directly from the other executive functions inside or outside the firm. The Outstanding leader database indicates a strong universality and interchangeability of leaders at this higher-ranking level, regardless of discipline and industry; the database is a source of new potential CEOs. Results Orientation is by far the strongest developed of the competencies for all leaders. Social change will result from better selection of top executive leaders with a positive impact for employees and all the stakeholders of the corporation or institution.

Submitted by Lucas Zarconi (lucaszarconi@fgvmail.br) on 2015-01-14T17:13:57Z No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Approved for entry into archive by ÁUREA CORRÊA DA FONSECA CORRÊA DA FONSECA (aurea.fonseca@fgv.br) on 2015-01-16T11:52:22Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2015-01-19T16:16:18Z (GMT) No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) / Made available in DSpace on 2015-01-19T16:17:03Z (GMT). No. of bitstreams: 1 Dissertação - Lucas Zarconi.pdf: 980672 bytes, checksum: 57853f381a70a6a319523ec2e4ddd3cf (MD5) Previous issue date: 2014-12-17 / Research on paternalistic leadership (PL) has been based exclusively on national cultures´ differences. However there are cues that other contextual variables can add to the explanation of this construct. Due to its capacity to influence expectations of individuals in organizations, organizational culture can contribute to fill this gap. To test if organizational culture influences the effectiveness of leadership style, we conducted two experimental studies using Amazon’s Mechanical Turk, comparing effects of paternalistic and transformational leadership on followers’ outcomes. Using video clips and vignettes, we found that PL is better related to followers´ outcomes in cultures oriented to people than outcome, and that TL has a better relationship in cultures oriented to innovation than stability. The results suggest that organizational culture helps in explaining PL endorsement, and that further analysis of the influence of this variable to PL can provide a better understanding of the expression of this leadership style in organizations.

Submitted by Juliana Mansur (juliana.kopp@fgv.br) on 2016-02-22T13:14:22Z No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2016-02-25T14:29:12Z (GMT) No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Approved for entry into archive by Marcia Bacha (marcia.bacha@fgv.br) on 2016-02-29T11:47:15Z (GMT) No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) / Made available in DSpace on 2016-02-29T11:47:31Z (GMT). No. of bitstreams: 1 TESE_JULIANA MANSUR_VERSÃO DIGITAL.pdf: 1961862 bytes, checksum: c1bd07a7bcc2dfd3f04c3b85b4581a3a (MD5) Previous issue date: 2016-02-03 / Although cross-cultural leadership research has thrived in international business literature, little attention has been devoted to understanding the effectiveness of non-western theories beyond their original contexts. The purpose of this study is to examine the cross-cultural endorsement of paternalistic leadership, an emerging non-western leadership theory, using data from GLOBE project. Using multigroup confirmatory factor analyses we found measurement equivalence of a scale derived from GLOBE’s data, which enabled us to compare the endorsement of paternalistic leadership dimensions across 10 cultural clusters and 55 societies. Our study revealed that there are significant differences in the importance societies give to each dimension, suggesting that paternalism as leadership style is not universally nor homogeneously endorsed. Furthermore, results suggest that different patterns of endorsement of each of these dimensions give rise to idiosyncratic shades of paternalistic leadership across societies. Implications for theory and future research on international business are discussed. / Paternalistic leadership is a flourishing area in leadership literature, traditionally assumed to be culture bounded. However, empirical evidences have suggested that rather than national cultures, the conditions under which paternalistic leaders are effective can be related to the fit between the style of a leader and that of his or her followers. In the present research, we focus on paternalistic leadership and contrast it with empowering leadership, as two opposite ways on how leaders influence followers, to explore the individual conditions under which both styles can be effective. Adopting a follower-centered approach, we base our arguments on person-supervisor (P-S) fit theory and regulatory focus theory to propose that leadership effectiveness may be contingent to followers’ own values and motivational needs. We expected paternalistic leadership behaviors (e.g, authority, benevolence, support) to supply motivational needs for predominantly prevention-focused followers, and empowering leadership behaviors (e.g. empowerment, encouragement and autonomy) to supply motivational needs for predominantly promotion-focused followers. Using data collected from two experimental studies and a business simulation, we found support for these ideas, showing that fit increased followers’ perception of attitudinal and behavioral outcomes, such as in-role and creative performance.