Relationships among applications of tacit knowledge and transformational/transactional leader styles

Taylor, Teresa Z.; Psotka, Joseph; Legree, Peter J.

doi:10.1108/lodj-01-2013-0008

Cited by 15 publications

(11 citation statements)

References 45 publications

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“…The mainstream theories considered included trait theory, behavioral theory, situational/context leadership, contingency, transactional and transformational theory. To begin the exploration of the leadership theories, each of these contemporary theories is unpacked and defined based on what is readily apparent and addressed in the extant literature (King, 1990; Taylor et al , 2015; Hunt and Fedynich, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Responsible leadership and COVID-19: small Island making big waves in cruise tourism

Pounder

2021

IJPL

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PurposeThe purpose of this paper is to explore responsible leadership and crisis management. Many sectors and economies have faced the stark effect of coronavirus; however, the damage done was felt more in some areas than others. Cruise tourism is one such sector dramatically affected, as it ground to a screeching halt in March 2020. This has led to crisis management, as passengers, cruise-line crew, large cruise companies and governments were now faced with a new reality as countries around the world closed their borders. This article aims at discussing in detail how responsible leadership, in the small island of Barbados, championed a response to support the cruise tourism sector and assist in managing the crisis.Design/methodology/approachThe author conducted a literature review on the current knowledge relating leadership and crisis management. Thus building a better understanding in the field and identifying gaps for making new arguments for best practices of leadership development in crisis management established in the cruise tourism sector. The author gave viewpoints based on the leadership style of the Prime Minister of Barbados.FindingsResponsible leadership is a style that has been best observed as one that emphasizes a commitment to the common good and provides a constructive societal impact. With this approach, the leaders navigated the uncertainty surrounding the crisis and provided fresh hope to future plans. Thus, the coronavirus was perceived in a positive way, producing opportunities for progress and change.Research limitations/implicationsBy developing an understanding of traditional leadership theories, it provides a framework for the adaptation of responsible leadership approach in crisis management. Moreover, the practice of responsible leadership in this COVID-19 era is shown to be crucial to crisis management and enhancing performance. Limitations on viewpoint are based on the author's philosophies.Practical implicationsThis paper provides a better understanding of the principles surrounding leadership and fashions a framework for discussing responsible leadership from a crisis management standpoint. The viewpoint provides an optimistic difference in managing a crisis.Social implicationsThe paper provides a better understanding of responsible leadership as an integrated approach to governance, ethics and social responsibility. The paper provides a basis to assess the intersection of the literature on leadership and crisis management.Originality/valueThis article contributes to the literature on responsible leadership within the context of crisis management.

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Section: Literature Reviewmentioning

confidence: 99%

Responsible leadership and COVID-19: small Island making big waves in cruise tourism

Pounder

2021

IJPL

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“…Questionnaire Bass and Riggio (2006, p19) indicated that "the most widely accepted instrument to measure transformational leadership is the Multifactor Leadership Questionnaire (MLQ)". The reason why Bass' and Avolio's (1997) MLQ is applied to this study is their theory is the dominant assessment tool to distinguish leadership styles, measuring the constructs of transactional, transformational and laissez-faire leadership (Sudha, et al, 2016;Taylor, et al, 2015). Bessai (1995) suggested "one of the major strengths of the questionnaire seems to be the empirical support it provides for the new paradigm of leadership that distinguishes between transactional and transformational leadership.…”

Section: The Multifactor Leadershipmentioning

confidence: 99%

Exploring the relationship between leadership and followership of Chinese project managers

Zhao

Müller

et al. 2020

IJMPB

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Purpose Followership is the free will recognition of leadership in the commitment toward realization of the collectively adopted organization vision and culture. The purpose of this paper is to identify the relationship between project managers’ leadership and their followership. Most project managers are both leaders and followers at the same time, but research typically investigates only their leadership. This ignores followership as an important aspect in understanding and predicting behavior, and further in the selection of project managers. Design/methodology/approach The method used for this paper is the explanatory in nature and a deductive approach, within which the above research hypothesis is tested through quantitative techniques. Data are collected through a nation-wide survey in China. Data analysis was done through factor analysis, canonical correlation analysis and multiple regression analysis. Findings The results show that transformational leadership is positively correlated with transformational followership and transactional followership, and that transactional leadership is negatively correlated with transactional followership. Research limitations/implications The paper supports a deeper investigation into leadership and followership theories. A model for both leadership and followership is developed. The findings from this paper will guide organizations to choose the project managers. Originality/value The originality lies in the new way to examine the relationship between leadership and followership. It is the first study on the relationship of project managers. Its value is new insights, which introduced a new perspective to understand leadership and followership.

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“…A total of 24 of the reviewed articles examined outcomes of passive and/or active forms of destructive leadership (Table 1). Eight of the studies (30%) examined performance (Bass, Avolio, Jung, & Berson, 2003;Bass & Yammarino, 1991;Chou, Sibley, Liu, Lin, & Cheng, 2015;Eid et al, 2008;Taylor, Psotka, & Legree, 2015) and effectiveness (Schiena, Letens, Van Aken, & Farris, 2013;Yammarino & Bass, 1990;Yammarino et al, 1993). Both active and passive forms of leadership were negatively related to scores on performance and effectiveness.…”

Section: Descriptive Findingsmentioning

confidence: 99%

Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis

Fosse

Skogstad

Einarsen

et al. 2019

European Journal of Work and Organizational Psychology

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Since the turn of the millennium, a growing academic interest has emerged regarding the dark side of leadership, both in general and specific contexts. Characteristics of military organisations may either reduce or exaggerate the prevalence and impact of destructive leadership. It is therefore pertinent to explore antecedents and outcomes of destructive leadership in the military context as compared to other settings. Here, we systematically reviewed the current literature and performed a meta-analysis of destructive forms of leadership in a military context. The reviewed studies (K = 27) primarily employed context-free instruments, applied cross-sectional designs, and examined outcomes of destructive leadership. Both active (e.g., abusive supervision) and passive (e.g., laissez-faire) forms of destructive leadership were examined in the meta-analysis (K = 22, N = 10,716). The mean correlation to performance, attitude, health, and well-being was −.29 for active destructive leadership, −.29 for passive forms of destructive leadership and, in comparison, .32 for constructive and effective forms of leadership. Our findings demonstrate that passive and active forms of destructive leadership in a military context may contribute equally to detrimental outcomes, and that successful strategies to prevent and handle consequences of destructive leadership must address both forms of unwanted leadership behaviour. ARTICLE HISTORY

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Relationships among applications of tacit knowledge and transformational/transactional leader styles

Abstract: Relationships among applications of tacit knowledge and transformational/transactional leader styles: an exploratory comparison of the MLQ and TKML:

Cited by 15 publications

References 45 publications

Responsible leadership and COVID-19: small Island making big waves in cruise tourism

Responsible leadership and COVID-19: small Island making big waves in cruise tourism

Exploring the relationship between leadership and followership of Chinese project managers

Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis

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