Global and local identities on the balance scale: Predicting transformational leadership and effectiveness in multicultural teams.
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ABSTRACT:
SUBMITTER: Lisak A
PROVIDER: S-EPMC8279353 | biostudies-literature |
REPOSITORIES: biostudies-literature
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Project description:Leadership is a key feature in implementation efforts, which is highlighted in most implementation frameworks. However, in studying leadership and implementation, only few studies rely on established leadership theory, which makes it difficult to draw conclusions regarding what kinds of leadership managers should perform and under what circumstances. In industrial and organizational psychology, transformational leadership and contingent reward have been identified as effective leadership styles for facilitating change processes, and these styles map well onto the behaviors identified in implementation research. However, it has been questioned whether these general leadership styles are sufficient to foster specific results; it has therefore been suggested that the leadership should be specific to the domain of interest, e.g., implementation. To this end, an intervention specifically involving leadership, which we call implementation leadership, is developed and tested in this project. The aim of the intervention is to increase healthcare managers' generic implementation leadership skills, which they can use for any implementation efforts in the future.The intervention is conducted in healthcare in Stockholm County, Sweden, where first- and second-line managers were invited to participate. Two intervention groups are included, including 52 managers. Intervention group 1 consists of individual managers, and group 2 of managers from one division. A control group of 39 managers is additionally included. The intervention consists of five half-day workshops aiming at increasing the managers' implementation leadership, which is the primary outcome of this intervention. The intervention will be evaluated through a mixed-methods approach. A pre- and post-design applying questionnaires at three time points (pre-, directly after the intervention, and 6 months post-intervention) will be used, in addition to process evaluation questionnaires related to each workshop. In addition, interviews will be conducted over time to evaluate the intervention.The proposed intervention represents a novel contribution to the implementation literature, being the first to focus on strengthening healthcare managers' generic skills in implementation leadership.
| S-EPMC4966756 | biostudies-other
Project description:Drawing on social information processing theory and a career development perspective, we examined the effect of transformational leadership on the perceived overqualification via career growth opportunities, and how the supervisor-subordinate guanxi moderates the relationship between transformational leadership and perceived overqualification. We tested this proposal using three waves of lagged data collected from 351 company employees in the Yangtze River Delta region in China. The results revealed that transformational leadership had an indirect effect on perceived overqualification through career growth opportunities, and supervisor-subordinate guanxi moderated the positive association between transformational leadership and career growth opportunities. In addition, the mediating effect of transformational leadership on perceived overqualification through career growth opportunities was stronger when the level of supervisor-subordinate guanxi was high and weaker when it was low. The findings have theoretical and practical implications for reducing employees' perceptions of overqualification in the organizational context.
| S-EPMC7904678 | biostudies-literature
Project description:Previous research attests to the benefits of transformational leadership (as a unitary construct) for various employee outcomes. Less is known about how specific dimensions of transformational leadership relate to outcomes during crisis. In the present paper, we investigate how each dimension of transformational leadership, namely, intellectual stimulation, individualized consideration, inspirational motivation, and idealized influence relate to employees' psychological capital in a crisis, specifically the COVID-19 pandemic. A cross-sectional study was conducted where employees from 301 small and medium sized enterprises in Kenya completed a survey containing the variables of interest. Quantitative data analysis using partial least squares structural equation modelling was utilized to test the study hypotheses using Smart PLS 4 software. Results showed that only two of the four transformational leadership dimensions had a positive and significant impact on employees' psychological capital: Intellectual stimulation and individualized consideration. In terms of the theorized hypotheses, fear of COVID-19 moderated the relationship between (a) idealized influence, (b) intellectual, and (c) individualized consideration, and employees' psychological capital. However, only intellectual stimulation reached a significant effect size. The present study reveals the varied relevance of transformation leadership dimensions to psychological capital in a crisis. A new condition (emotional assessment of a crisis) for assessing this relationship was proposed. We discuss theoretical and practical implications, strengths, limitations, and suggestions for future studies.
| S-EPMC11366892 | biostudies-literature
Project description:Background:Organizational climate refers to an individual's perception and experience of the climate of the work environment, and it is the most important environmental variable that affects individuals' work performance. This study aims to classify characteristics of transformational leadership among kindergarten principals and examine their relationship to organizational climate. Methods:Convenience sampling yielded 498 kindergarten principals who completed the "Questionnaire on the Principal's Transformational Leadership Behavior" and "Questionnaire on Organizational Climate." Ethics approval was obtained from the Academic Ethics Committee of the College of Psychology of Northeast Normal University prior to starting the study. Results:Three latent classes were identified, including the high-level (68.8%), care-virtues (35.7%), and virtues groups (5.3%). There were significant differences in support, directive, restrictive, colleague, intimate, and disengaged behavior scores between groups. In terms of support, colleague, and intimate behavior, the high-level group had the highest scores, followed by the care-virtues group and virtues group, respectively. Regarding restrictive and disengaged behaviors, the highest scores were received by the virtues group, followed by the care-virtues and high-level group, respectively. Conclusion:The study suggested that principals' transformational leadership could be classified into three latent classes that are related to organizational climate.
| S-EPMC6746938 | biostudies-literature
Project description:This research is proposed to determine factors affecting organizational citizenship behavior (OCB), tested on counselors, totaling 156 respondents. This study applied three waves in data collection with an interval of 30 days and a multigroup analysis to validate OCB. The analysis technique used is the Structural Equation Modeling (SEM) method using the IBM SPSS AMOS v26. The results showed that transformational leadership and psychological capital could, directly and indirectly, influence OCB and substantially affect work engagement as the mediator. Furthermore, male counselors with OCB were more dominantly influenced by work engagement, whereas female counselors were by transformational leadership. The results of this study can be used as a basis for policy recommendations by organizational management, especially organizations in the public service. This research has strengthened the empirical foundation on voluntary extra-role behavior and initiatives that can improve organizational effectiveness. This behavior can be manifested by strengthening psychological capital, transformational leadership, and work engagement.
| S-EPMC10723732 | biostudies-literature
Project description:This research investigates the impact of transformational leadership (TL) style on project success (PS) in the indirect effect of serial mediation of team-building and teamwork quality (TWQ). A quantitative research approach was used for this study. Data were gathered from 374 professional information system development (ISD) project managers in Pakistan. The hypotheses were tested using regression analysis with bootstrapping. Both team-building and teamwork independently and serially mediate the relationship between the TL and PS of the project managers, respectively. The TL style of the project manager intensifies PS with team-building practices (TBP) and TWQ. The TL boosts TWQ in terms of communication, coordination, and cohesion to achieve a successful project. The findings suggest that TL is associated with PS through serial mediation of team-building and teamwork. No research to date has used this nascent methodology to explore the association between TL and PS.
| S-EPMC8453157 | biostudies-literature
Project description:This paper presents an overview of the activities and outcomes of the Leadership Institute (LI), a short-term leadership development professional development course offered to physiotherapists in a low-resource country. Previous studies have provided examples of the benefits of such programs in medicine and nursing, but this has yet to be documented in the rehabilitation literature. The prototype of leadership development presented may provide guidance for similar trainings in other low-resource countries and offer the rehabilitation community an opportunity to build on the model to construct a research agenda around rehabilitation leadership development.The course used a constructivist approach to integrate participants' experiences, background, beliefs, and prior knowledge into the content. Transformational leadership development theory was emphasized with the generation of active learning projects, a key component of the training.Positive changes after the course included an increase in the number of community outreach activities completed by participants and increased involvement with their professional organization. Thirteen leadership projects were proposed and presented.The LI provided present and future leaders throughout Rwanda with exposure to transformative leadership concepts and offered them the opportunity to work together on projects that enhanced their profession and met the needs of underserved communities.Challenges included limited funding for physiotherapy positions allocated to hospitals in Rwanda, particularly in the rural areas. Participants experienced difficulties in carrying out leadership projects without additional funding to support them.While the emphasis on group projects to foster local advocacy and community education is highly recommended, the projects would benefit from a strong long-term mentorship program and further budgeting considerations.The LI can serve as a model to develop leadership skills and spur professional growth in low-resource settings. Leadership development is necessary to address worldwide inequities in health care. The LI model presents a method to cultivate transformational leadership and work toward improvements in health care and delivery of service.
| S-EPMC5481310 | biostudies-other
Project description:Economic theory predicts that organisations achieve higher levels of productivity when tasks are divided among different subsets of workers. This prediction is based upon the expectation that individuals should perform best when they specialise upon a few tasks. However, in colonies of social insects evidence for a causal link between division of labour and performance is equivocal. To address this issue, we performed a targeted worker removal experiment to disrupt the normal allocation of workers to a cooperative team task - tandem running. During a tandem run a knowledgeable leader communicates the location of a new nest to a follower by physically guiding her there. The targeted removal of prominent leaders significantly reduced tandem performance, whereas removal of prominent followers had no effect. Furthermore, analyses of the experience of both participants in each tandem run revealed that tandem performance was influenced primarily by how consistently the leader acted as a leader when the need arose, but not by the consistency of the follower. Our study shows that performance in ant teams depends largely on whether or not a key role is filled by an experienced individual, and suggests that in animal teams, not all roles are equally important.
| S-EPMC8102589 | biostudies-literature
Project description:For the purpose of providing excellent patient care, residents need to be strong, effective leaders. The lack of clinical leadership is alarming given the detrimental effects on patient safety. The objective of the study was to assess whether a leadership training addressing transactional and transformational leadership enhances leadership skills in residents.A volunteer sample of 57 residents from postgraduate year one to four was recruited across a range of medical specialties. The residents took part in an interventional controlled trial. The four-week IMPACT leadership training provided specific strategies for leadership in the clinical environment, addressing transactional (e.g. active control, contingent reward) and transformational leadership skills (e.g. appreciation, inspirational motivation). Transactional and transformational leadership skill performance was rated (1) on the Performance Scale by an external evaluator blinded to the study design and (2) self-assessed transformational and transactional leadership skills. Both measures contained items of the Multifactor Leadership Questionnaire, with higher scores indicating greater leadership skills.Both scores were significantly different between the IMPACT group and the control group. In the IMPACT group, the Performance Scale increased 15% in transactional leadership skill performance (2.10 to 2.86) (intervention effect, 0.76; 95% CI, 0.40 to 1.13; p < .001, eta2 = 0.31) and 14% in transformational leadership skill performance (2.26 to 2.94) (intervention effect, 0.68; 95% CI, 0.27 to 1.09; p < .001, eta2 = 0.22). The self-assessed transactional skills revealed a 4% increase (3.83 to 4.03) (intervention effect, 0.20; 95% CI, 0.08 to 0.33; p < .001, eta2 = 0.18) and a 6% increase in transformational leadership skills (3.54 to 3.86) (intervention effect, 0.31; 95% CI, 0.02 to 0.40; p< .001, eta2 = 0.53).These findings support the use of the transactional and transformational leadership framework for graduate leadership training. Future studies should incorporate time-latent post-tests, evaluating the stability of the behavioral performance increase.
| S-EPMC5571931 | biostudies-other
Project description:PurposeTo explore the transformational leadership competency of graduates from one medical university in China and its influencing variables.MethodFrom 2020 to 2021, 851 medical graduates from seven hospitals affiliated with the Capital Medical University participated in this survey. The authors conducted a cross-sectional study to assess transformational leadership competency, particularly from three aspects, including values, Emotional Intelligence (EI) abilities, and behaviors using the socially responsible leadership scale (SRLS), emotionally intelligent leadership, and student leadership practices inventory (EILI and SLPI).ResultsThe SRLS scores were medium except for 'controversy with civility'. The EILI scores were medium. The SLPI scores were high except for 'enable others to act' and 'encourage the heart'. The influencing variables of SRLS, EILI, and SLPI were serving as student cadres, serving longer than two semesters (p = 0.01, 0.02 in EILI and SLPI), joining student organizations, participating in social practice, voluntary service (p = 0.001 in SLPI), in training classes for student cadres (p = 0.02, 0.01, 0.02 in SRLS, EILI, and SLPI), and attending lectures on leadership (except for indicated, p < 0.001). Regression analysis showed that attending lectures on leadership was associated with high SRLS, EILI, and SLPI scores (p = 0.04, SRLS; p < 0.001, others), and SRLS and EILI scores could affect SLPI score (F = 2674.44, p < 0.001, R2 = 0.86).ConclusionsMedical graduates' transformational leadership competency at the Capital Medical University was medium measured from values, EI abilities, and behaviors. Group analysis indicated that knowledge learning, organizational involvement, and social/community involvement were associated with leadership capacity building, meanwhile, leaders' values and EI abilities would affect their behaviors, suggesting medical graduates should undertake leadership training from both knowledge learning and practicing.
| S-EPMC10836284 | biostudies-literature