Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations

Silverthorne, Colin; Wang, Ting-Hsin

doi:10.1080/00223980109603707

Cited by 55 publications

(46 citation statements)

References 8 publications

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“…Research has traditionally failed to adequately examine the impact of the context in which leaders and their followers are embedded (Avolio, 2007;Osborn et al, 2002;Silverthorne & Wang, 2001). Some studies (Hersey, Blanchard, & Johnson, 1996;Osborn, Hunt & Jauch, 2002) (Shafer & Wang, 2010).…”

Section: Moderating Influences Of Ethical Organizational Culture and mentioning

confidence: 99%

The Importance of Ethics and Ethical Leadership in the Accounting Profession

Copeland¹

2015

Research on Professional Responsibility and Ethics in Accounting

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The emergence of the twenty-first century was plagued with extensive, evasive and disheartening leadership failures. Despite the accounting profession's standards of professional ethics, it was also tainted with ethical leadership indiscretions during this era. In response to these ethical leadership failings, renewed interest in developing accounting professionals with strong ethical principles and ethical leadership behaviors has emerged. In many firms training and development of ethical behavior is now at the forefront of the firm's communications and professional development efforts. The question remains however, can the profession instill in its members the importance of ethical conduct? Can ethical leaders be developed that model and monitor ethical behavior? In response to the call for leaders who are ethical and moral, this research examined a model that examines ethical leadership and its impact on leader effectiveness for leaders within the accounting industry. The analysis shows that ethical and transformational leadership make incremental independent contributions in explaining leader effectiveness. The study comments on how the findings that ethically and morally focused leaders may impact the accounting profession and restore an industry tarnished with accusations of unethical behavior to one that regains its original prominence based on consistent, moral, ethical, and effective leaders. AbstractThe beginning of the twenty-first century was plagued with extensive, evasive, and disheartening

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Section: Moderating Influences Of Ethical Organizational Culture and mentioning

confidence: 99%

The Importance of Ethics and Ethical Leadership in the Accounting Profession

Copeland¹

2015

Research on Professional Responsibility and Ethics in Accounting

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“…Hardini (2001), and Silverthorne & Wang (2001) declare that leadership style may influence performance or productivity. The relationship between leadership style and employee performance can be indirect.…”

Section: The Effect Of Woman Leadership Style On Work Achievementmentioning

confidence: 99%

The Effect of Woman Leadership Style and Organizational Culture on Locus of Control, Work Achievement, and Work Satisfaction of Employee

Lantara¹,

Haming²,

Mus³

et al. 2012

jpag

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Research begins from May to August of 2011 at The Governor Office of South Sulawesi Province. The objective of research is to understand and to analyze the direct and indirect effect of woman leadership style and organizational culture on locus of control, work achievement, and work satisfaction of employee. Research type is explanatory with survey method. The respondent is the work unit under the leadership of woman. Sampling technique is minimized sample method which results in 135 respondents. Data analysis method is Structure Equation Modeling (SEM). Result of analysis indicates that women leadership style is having positive and significant effect on locus of control, work achievement, and work satisfaction of employee.

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“…This 'ability and willingness to respond in significantly different ways to correspondingly different situational requirements' (Zaccaro et al, 1991: 321) is commonly referred to as leader flexibility and is found to be important for leader emergence (Kenny and Zaccaro, 1983;Kenny and Hallmark, 1992) and leadership effectiveness (Mumford and Connelly, 1991;Silverthorne and Wang, 2001).…”

Section: Introductionmentioning

confidence: 97%

A Little More Rigidity: Firming the Construct of Leader Flexibility

Good

Sharma

2010

Journal of Change Management

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Scholars and practitioners have identified leader flexibility as a determinant of leader emergence and effectiveness. Yet the existing literature on leader flexibility describes it as a general capacity to respond well to situational requirements. Described as a general capacity, it is difficult for leaders to consider specific strategies to develop flexibility. By looking at flexibilities (e.g. cognitive, emotional, and interpersonal) available in other literatures, we can deepen our understanding of the multi-dimensionality of leader flexibility. The purpose of this article is to: (a) introduce various specific flexibilities found within the broader psychological literature, (b) integrate these with leader flexibility, (c) identify thematic patterns across the specific flexibilities, in order to (d) construct a general framework to better understand leader flexibility. The article contributes to the literature by offering a detailed and nuanced version of the flexibility construct as it applies to leadership. It provides specific types of flexibility for leaders to consider in their development.

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Situational Leadership Style as a Predictor of Success and Productivity Among Taiwanese Business Organizations

Cited by 55 publications

References 8 publications

The Importance of Ethics and Ethical Leadership in the Accounting Profession

The Importance of Ethics and Ethical Leadership in the Accounting Profession

The Effect of Woman Leadership Style and Organizational Culture on Locus of Control, Work Achievement, and Work Satisfaction of Employee

A Little More Rigidity: Firming the Construct of Leader Flexibility

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