Employee perceptions of managers’ leadership over time

Palm, Kristina; Ullström, Susanne; Sandahl, Christer; Bergman, David

doi:10.1108/lhs-11-2014-0076

Cited by 8 publications

(10 citation statements)

References 22 publications

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“…Notably the increase in confidence precedes the change of overt behaviours; this can be in line with findings by Chan and Drasgow (2001), where an increase in confidence gives rise to further willingness and openness to training, as well as openness to continual development of leadership. The result is also in line with the research of Palm et al (2015) showing the positive outcomes for the employees when the self-confidence of the leader increased.…”

Section: Discussionsupporting

confidence: 90%

The importance of confidence in leadership role

Söderhjelm

Larsson

Sandahl

et al. 2017

LODJ

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Purpose The purpose of this paper is to understand the influence of leadership programmes on leaders and co-workers, as well as which mechanisms are involved in the process. Design/methodology/approach An analysis was done into 431 free-text answers to questionnaires given to 120 participants in two different leadership programmes and their co-workers six months after their participation, using a grounded theory inspired approach. Findings The result is a model, linking internal psychological and external behavioural aspects, with the central outcome that leaders gained more confidence in their leadership role through theoretical models learned, and reflection. Research limitations/implications The course participants as well as the co-workers seemed to experience a positive leadership development indicating a value of participating in the courses. Practical implications Confidence in leadership role seems important for having positive outcomes of leadership. Although this needs further research, it is something organisations should consider when working with leadership questions. Social implications The co-workers perceived their leaders to be calmer, more open for discussions, and willing both to give and receive feedback post training. There appears to be an increase in trust both in the leader and reciprocally from the leader in the co-workers. Originality/value Until now there has not been any systematic research into the effects on participants and co-workers following the programmes, despite the fact that over 100,000 have participated in the courses.

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Section: Discussionsupporting

confidence: 90%

The importance of confidence in leadership role

Söderhjelm

Larsson

Sandahl

et al. 2017

LODJ

Self Cite

View full text Add to dashboard Cite

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“…The ability of a leader to provide followers with tools for reducing their level of anxiety (related to change) and provide them with psychological safety is an additional factor that can have an effect upon followers’ assessments of leadership (Shamir, 2007). A study of employees whose managers had participated in a two-year employer leadership development programme reported that informants viewed their managers’ leadership as having changed in this period and that these changes were described as being positive (Avolio and Bass, 1998; Day, 2001; Dvir et al , 2002; Palm et al , 2015).…”

Section: Managerial Implicationsmentioning

confidence: 99%

The influence of change-oriented leadership on work performance and job satisfaction in hospitals – the mediating roles of learning demands and job involvement

Mikkelsen

Olsen

2019

LHS

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Purpose The purpose of this paper is to examine the mechanisms through which change-oriented leadership in hospitals influences job performance and employee job satisfaction. The authors examine the direct and the mediating effects of perceived learning demands and job involvement. Design/methodology/approach This cross-sectional study is based on a survey of four public hospitals in a regional health authority in Norway. Findings The findings illustrate how change-oriented leadership directly and indirectly influences work performance and job satisfaction. Learning demands and job involvement play mediating roles. Higher levels of change-oriented leadership decrease learning demands and increase job involvement, work performance and job satisfaction. Learning demands have a negative influence on work performance and job satisfaction. Job involvement has a positive influence on work performance and job satisfaction. The strongest relationship in the structural modelling is between change-oriented leadership and job involvement. Research limitations/implications This study is based on cross-sectional data. Future studies should therefore explore this further using a longitudinal design. Practical implications The practical implication of the study is to show how leaders by change-oriented behaviour can influence work performance and job satisfaction by reducing learning demands and increasing job involvement. Social implications This study illustrates different paths towards influencing job performance and job satisfaction from change-oriented leadership. It is important to use the potential of reducing learning demands and increasing job involvement, to improve job performance and job satisfaction. Originality/value The authors have developed and validated a new theoretical mediational model explaining variance in job performance and job satisfaction, and how this is related to change-oriented leadership, job involvement and learning demands. This knowledge can be used to increase the probability of successful change initiatives.

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“…Therefore, the years of employment of leaders in an organization does not automatically bring about an instantaneous transformation in the organizational context. On the other hand, Palm et al refute the latter in concluding that transformation of the leaders can happen over time [21]. Kotur and Anbazhagan mentioned that there is a transition from one leadership style to another style with experience [22].…”

Section: Discussionmentioning

confidence: 99%

POJ Nursing Practice & Research | Volume 2- Issue 1 – 2018

2018

POJ Nurs Prac Res

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Background: The need to define the leadership styles of the nursing directors is imperative as it gives the organization an insight of what to achieve. This study determines the leadership styles of the nursing directors in the Ministry of Health, Kingdom of Saudi Arabia. This research aims to assess the association of the age, gender and year of employment of the nursing directors to their identified leadership styles. Methods:This research employed the correlational approach in probing the leadership styles of the nursing directors in the Ministry of Health, Kingdom of Saudi Arabia. There were 22 nursing directors (100 % response rate) participated in the study. The researcher used the Multifactor Leadership Questionnaire, Form 6-S (MLQ-6S) by Bass and Avolio. Results: The data suggests that nursing directors employed transactional leadership style in leading their subordinates. It is found out that age has a significant difference in the transactional leadership styles (.037>.05). However, gender and year of employment revealed no significant difference to transformational leadership (.792), transactional leadership (.857), and the laissez-faire (.346). Conclusion: Demystifying the leadership styles of the nursing directors and its variables can contribute to the understanding of the leadership needs to carry out towards organizational outcomes. The study implies a clear demarcation between an expectation of the leaders and the employees of how leadership and work shall be carried out in the organization.

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Employee perceptions of managers’ leadership over time

Abstract: The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.

Cited by 8 publications

References 22 publications

The importance of confidence in leadership role

The importance of confidence in leadership role

The influence of change-oriented leadership on work performance and job satisfaction in hospitals – the mediating roles of learning demands and job involvement

POJ Nursing Practice & Research | Volume 2- Issue 1 – 2018

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