Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.

Eagly, Alice H.; Johannesen-Schmidt, Mary C.; Engen, M.L. van

doi:10.1037/0033-2909.129.4.569

Cited by 1,825 publications

(1,691 citation statements)

References 122 publications

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“…Male supervisors often use transactional leadership behaviors, and in particular punishing errors [21]. In these instances, the supervisor is actively monitoring the performance of the employee and takes action when an error occurs [22].…”

Section: Factors Affecting Motivation To Collect High Quality Datamentioning

confidence: 99%

“…This theory suggests that transactional leadership behaviors (including punishing errors and rewarding performance) operates as a foundation on which transformational leadership behaviors (including inspirational communication, consideration of each individual employee's needs, charisma, and intellectual stimulation) build. Considerable research has shown that each of these components are significantly related to leadership effectiveness [20].Male supervisors often use transactional leadership behaviors, and in particular punishing errors [21]. In these instances, the supervisor is actively monitoring the performance of the employee and takes action when an error occurs [22].…”

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confidence: 99%

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Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Molina

Unsworth

Hodkiewicz

et al. 2013

Reliability Engineering & System Safety

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should be careful of the degree to which "push" factors, such as managerial pressure and technological input control, are relied upon. While they may be helpful for motivating those data collectors who are not intrinsically motivated, they are either not helpful or may discourage those data collectors who are intrinsically motivated. Instead, self-concordance may act as a longer-term, more stable approach to increasing the motivation of data collectors and thus increasing the quality of data that enter reliability systems. This study uses a sequential mixed-method approach involving interviews with 20 data collectors and a quantitative survey of 109 data collectors in a water utility. It examines the interactive effect of managerial pressure, technological input control and self-concordance on data collection performance.The need to improve the quality of manually-acquired data on assets is wellknown in the reliability literature [1][2][3][4]. Manually-acquired data includes data gathered as a result of inspections, as a part of repair work, and during asset operation by personnel whose main role is to operate or maintain assets. These manually collected data are used, in conjunction with sensor data, to develop a picture of asset health and performance which informs decisions about asset renewals, repairs and replacements [5]. Recent integrations and critiques of the data quality literature [6,7] showed that although many proposed solutions to poor quality data have involved cleaning the data once they have been collected [8] many are also aimed at influencing the input of the data -this occurs through either changing external factors that influence the data collector such as managerial and technology structures [e.g., 4, 5], or changing the motivation of the data collector [e.g., 6, 9, 10]. As yet though, little empirical research has rigorously examined the effects of the factors affecting the input of the data. Given the importance of high quality data in reliability systems, and the cost of cleaning the data after their collection, this neglect is surprising. This research therefore empirically tests the effect of the most common three factors (the manager, the technology used in inputting the data, and the intrinsic motivation of the data collector), as well as examining the effect of the interplay between them on the quality of manual data collection.Although there has been considerable increase in the use of sensors and the volume of data collected by them, using operators and maintenance staff (data collectors) to collect data on assets is still a common practice. Manual data 2 collection leverages the experience of the data collector. It often requires them to provide an assessment of the asset's condition, identify a failure mode, or make a prediction as to remaining asset life in addition to recording observations or actions taken. However, when data collectors record their observations consideration needs to be given to psychological factors to ensure that appropriate factors are in place to encoura...

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Section: Factors Affecting Motivation To Collect High Quality Datamentioning

confidence: 99%

mentioning

confidence: 99%

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Molina

Unsworth

Hodkiewicz

et al. 2013

Reliability Engineering & System Safety

View full text Add to dashboard Cite

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“…Compared with men, women have similar leadership aspirations 11,12 and are at least as effective as leaders. [13][14][15] Yet equity has not been attained.…”

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confidence: 99%

We specialize in change leadership: A call for hospitalists to lead the quest for workforce gender equity

Sheehy¹,

Kolehmainen

Carnes

2015

Journal of Hospital Medicine

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From a new concept to 44,000 practitioners in just 18 years, 1 there is no doubt that the word "hospitalist" is synonymous with innovation, leadership, growth, and change. Yet 2 articles in this month's Journal of Hospital Medicine prove that even our new field faces age-old problems. Although women comprise half of all academic hospitalist and general internal medicine faculty, Burden et al. 2 showed that female hospitalists are less likely than male hospitalists to be division or section heads of hospital medicine, speakers at national meetings, and first or last authors on both research publications and editorials. This is made more concerning given that women are more likely to choose academic hospital medicine careers, 3 as they represent one-third of all hospitalists but half of the academic hospitalist workforce. 2,3 Findings in general internal medicine were similar, except that equal numbers of women and men were national meeting speakers and first authors on research publications (but not editorials). Weaver et al. 4 shed even more light on this disparity, and found that female hospitalists made $14,581 less per year than their male counterparts, even after adjusting for relevant differences. Weaver and colleagues also found other gender-specific differences: women worked more nights and had fewer billable encounters per hospitalist shift than men.Unfortunately, these trends are not new or limited to hospital medicine. For decades, almost equal numbers of women and men have entered medical school, 5 yet women are under-represented in high status specialties, 6 less likely to be first or senior authors on original research studies compared to men, 7 less likely to be promoted, 8 and women physicians are consistently paid less than men across specialties. 9,10 Simple analyses have not yet explained these disparities. Compared with men, women have similar leadership aspirations 11,12 and are at least as effective as leaders. 13-15 Yet equity has not been attained.Implicit bias research suggests that gender stereotypes influence women at all career stages. [16][17][18] For example, an elegant study conducted by Correll et al. identified a "motherhood penalty," where indicating membership in the elementary school parent-teacher organization on one's curriculum vitae hurt women's chances of employment and pay, but actually helped men. 19 Gender stereotypes exist, even among those who do not support their content. The universal reinforcement of such stereotypes over time leads to implicit but prescriptive rules about how women and men should act. 20 In particular, "communal" behaviors, including being cooperative, kind, and understanding, are typically associated with women, and "agentic" behaviors, including being ambitious and acting as a leader, are considered appropriate for men. 21 This leads to the "think leader, think male phenomena," where we automatically associate men with leadership and higher status tasks (like first authorship or speaker invitations). 22,23 Furthermore, acting against the stereo...

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“…Transactional leaders appeal to a supervisee's self-interest through exchange relationships, which involves managing, rewarding and correcting (Eagly and Johannesen-Schmidt, 2003).…”

Section: Are Administrative and Educative Functions Of Supervision Comentioning

confidence: 99%

“…Transformational leadership involves inspiring and nurturing supervisees by acting as a role model, clearly articulating future goals, mentoring and empowering (Eagly and Johannesen-Schmidt, 2003).…”

Section: Are Administrative and Educative Functions Of Supervision Comentioning

confidence: 99%

The Compatibility of Administrative and Educative Supervison

Calvert¹

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Supervision is not a simple construct. Administrative focused supervision is necessary for the development of the organization and to keep an organization running smoothly; the supervisor ensures policies and mandates of the organization are being met.Educational focused supervision is about the development of the supervisee. Many supervisors are tasked with dual role supervision in human service organizations. However, my question is: How compatible are these two functions of supervision and under what provisions should they be practiced. Some writers have argued that these two roles are not mutually beneficial when carried out by the same supervisor. While others have maintained that administrative and educative supervision should be utilized together for the best outcomes. This thesis explores compatibility of practicing administrative and educative supervision together, and will intimately look at the logistics for the practical application of these two functions as a dual role supervisor, through an autoethnographical lens.

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Transformational, transactional, and laissez-faire leadership styles: A meta-analysis comparing women and men.

Cited by 1,825 publications

References 122 publications

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

Are managerial pressure, technological control and intrinsic motivation effective in improving data quality?

We specialize in change leadership: A call for hospitalists to lead the quest for workforce gender equity

The Compatibility of Administrative and Educative Supervison

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