Integrating Structural and Behavioral Leadership Strategies.

Abstract

The nature of organizations and the environments in which they operate have grown increasingly complex. Certain obvious limitations of traditional bureaucratic models of leadership are being widely challenged in the literature. In general, scholars have begun to call for radical changes in the way the authors conceptualize and implement the leadership function in organizations of all sizes and types. One feature of proposed leadership models is the diversification of leadership throughout the organization in ways that empower individuals to recognize and act upon opportunities to contribute to the organization in leadership roles. This article offers some thoughts about conceptualizing this diversification in the context of systems theory.

Initial validation of a new measure of leadership.

“…The current study also took the first step toward providing evidence to support previous theory (e.g., Fuqua & Newman, 2005;Kotter, 1990) that leaders must first create a vision and mission, shared values among the group members, and a strategy to proceed before they can inspire and empower their employees to succeed. Vision and Mission, Shared Values, and strategy predicted Inspiration, Motivation, and Influence, while empowerment partially mediated the relationship between vision and mission, shared values, and strategy, and employee attitudes and behaviors.…”

“…employees (e.g., Fuqua & Newman, 2005;Kotter, 1990). However, this hypothesis lacks the support of empirical data.…”

Mental Health Care for Latino Immigrants in the U.S.A. and the Quest for Global Health Equities*

“…Such relationship interactions are central to System Theory used to study human relationships including families (e.g., Cleek, Wotsy, Boyd, Mundy, & Howell, 2012;Boyd-Franklin, 2003;Sza-pocznik & Kurtines, 1989), organizations (e.g., Fuqua & Newman, 2005), and social settings broadly speaking (e.g., Tseng & Seidman, 2007).…”

Identity construction in coaching: Schemas, information processing, and goal commitment.

“…As the coachee progresses toward the end of the coaching contract, a more coachee-centric CSS should be increasingly important—if the goal of coaching is sustainable long-term behavioral change, then overreliance on the coach’s help is contrary to this end. The notion of shifting leadership in teams is prevalent in the literature on shared leadership (Fuqua & Newman, 2005; Li, Wang, & Chen, 2008; Shamir, 1999), and it would not be surprising to find it to be an important factor in coaching. Future research could explore the rate of this CSS shift as well; should the shift to a more coachee-centric CSS happen almost immediately, or is it more effective to gradually ease the coachee into this responsibility?…”