A Framework for Leading the Transformation to Performance Excellence Part II: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture

Latham, John R.

doi:10.1080/10686967.2013.11918354

Cited by 18 publications

(12 citation statements)

References 33 publications

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“…"Authentic leaders are genuine and values driven." 11 The research suggested that chief executive officers and senior health leaders need to be in alignment with their organization's vision, mission, strategy, structure, and culture 16,[28][29][30] in order to be sustainable and outcome focused.…”

Section: What Is Ethical Leadership?mentioning

confidence: 99%

Authentic and ethical leadership during a crisis

Keselman¹,

Saxe-Braithwaite

2020

Healthc Manage Forum

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In today’s climate and environment, the conventional relationship between caring, economic, and leadership practices may no longer meet the needs of patients, clinicians, providers, or systems. It is asserted that in the current complicated and complex healthcare environment challenged by a multitude of issues, a shift toward human caring values and an ethic of authentic healing relationships is required, especially in light of the current COVID-19 pandemic. The costs of unethical behaviour can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the authors that the triangle of ethics and ethical behaviour, followers, and patient’s outcomes is closely interrelated and affects each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

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Section: What Is Ethical Leadership?mentioning

confidence: 99%

Authentic and ethical leadership during a crisis

Keselman¹,

Saxe-Braithwaite

2020

Healthc Manage Forum

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“…We collected all data through semi-structured interviews conducted in a place selected by the participants. The semi-structured interview provides an opportunity to express personal opinions in length; data collection stopped when saturation occurred, and it became apparent that no new data would be added (Patton, 2002;Latham, 2013). Each interview was recorded, and transcripted word by word to maintain each participant's style and tone and each transcript was supported by field notes.…”

Section: Data Collection and Analysismentioning

confidence: 99%

Views of Secondary Education Teachers in Cyprus, Regarding the Information They Receive for Pupils with Chronic Diseases in Their Classes

Stavros

Demetriou

2021

SER

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In Cyprus, many pupils with chronic diseases attend public school in regular classes, managing their disease's demands in parallel with their education. Teachers are responsible for both education and management of these pupils at school. They have to see to their safety, but they must also provide equal learning opportunities to pupils with chronic diseases. Therefore, teachers' information about each child's condition and needs is crucial for their better response to the challenge of coping with the unique needs these pupils may have at school and in the classroom. This study's purpose is an initial investigation of the quality of the information teachers receive in this context. Our methodology is qualitative. We conducted twelve interviews with secondary education teachers in Larnaca and Famagusta in Cyprus during 2019-2020. We analyzed our data by applying the Thematic Content Analysis method. Our findings indicated that teachers felt that the school's information regarding pupils with chronic diseases was either incomplete or, even worse, non-existent.

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“…This in return enhances the ability of an organization to invest in competitive business systems, retain a highly motivated team that supports the organization to consistently meet the needs of its end market. Latham (2013) argues that CEOs apply transformational leadership behaviours to align individual, group, and organizational goals and achieve superior performance. Despite SMEs being the drivers of the economic growth of many countries, many SMEs have been noted to struggle to meet the demands of their clients and employees and therefore either close shop or stagnate for many years.…”

Section: Introductionmentioning

confidence: 99%

CEO Transformational Leadership Style and Performance of SMEs: A Literature Review, Kenya

Nyamota¹

2020

theijhss

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Chief Executive Officer (CEO) transformational leadership style (TLS) has been promoted by many scholars as to the ultimate style that positively influences organizational performance in organizations. Despite increased publicity on its impact on organizational performance, its measurement has not been standardized making it difficult to corroborate the real impact of CEO TLS on the performance of organizations. The key parameters that define Small and Medium-Sized Enterprises (SME) performance include profitability, annual turnover, employee satisfaction, and owner satisfaction. Many studies focus on large corporates leaving out the SME sector which is a major driver of economic growth in many nations. The performance management theory, the Leader-Member Exchange Theory (LMX) and the transformational leadership theory (TLT) have been explored. The study adopted a literature review to establish the gaps. Studies confirm the presence of a considerable association between CEO TLS and the performance of SMEs. Upcoming inquiries need to explore harmonized designs that would help researchers conduct studies on SMEs using similar parameters to enhance comparison of the impact of CEO TLS on organizational performance. Studies should focus on each of the components of TLS to establish the most influential component and promote it for effective SME management for enhanced performance.

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A Framework for Leading the Transformation to Performance Excellence Part II: CEO Perspectives on Leadership Behaviors, Individual Leader Characteristics, and Organizational Culture

Cited by 18 publications

References 33 publications

Authentic and ethical leadership during a crisis

Authentic and ethical leadership during a crisis

Views of Secondary Education Teachers in Cyprus, Regarding the Information They Receive for Pupils with Chronic Diseases in Their Classes

CEO Transformational Leadership Style and Performance of SMEs: A Literature Review, Kenya

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