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leader</title> <meta name="description" content="Search results for: leader"> <meta name="keywords" content="leader"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler ml-auto" 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class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="leader"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 354</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: leader</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">354</span> Cultural Differences in Gender Stereotyping of Leaders</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Maria%20Clapham">Maria Clapham</a>, <a href="https://publications.waset.org/abstracts/search?q=Krysta%20Thomason"> Krysta Thomason</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study examined how age and gender of a leader affect characterizations of leaders across cultures. Participants from around the world were randomly assigned to rate one of the following types of leaders: successful leader, female leader over age 50, female leader under age 40, male leader over age 50, or male leader under age 40. Ratings of these leaders on communal, agentic, task-oriented, relationship-oriented, and transformational leadership characteristics were compared across four world regions: Asia, Europe, Latin America, and USA/Canada. Results suggest some similarities and differences in characterizations of leaders across cultures. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=culture" title="culture">culture</a>, <a href="https://publications.waset.org/abstracts/search?q=gender" title=" gender"> gender</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=stereotyping" title=" stereotyping"> stereotyping</a> </p> <a href="https://publications.waset.org/abstracts/59041/cultural-differences-in-gender-stereotyping-of-leaders" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">259</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">353</span> An Experimental Study on the Positive Streamer Leader Propagation under Slow Front Impulse Voltages in a 10m Rod-Plane Air Gap</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wahab%20Ali%20Shah">Wahab Ali Shah</a>, <a href="https://publications.waset.org/abstracts/search?q=Junjia%20He"> Junjia He</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this work, we performed a large-scale investigation into leader development in a 10 m rod-plane gap under a long front positive impulse. To describe the leader propagation under slow front impulse voltages, we recorded the leader propagation with a high-speed charge coupled device (CCD) camera. It is important to figure out this phenomenon to deepen our understanding of leader discharge. The observation results showed that the leader mechanism is a very complex physical phenomenon; it could be categorized into two types of leader process, namely, continuous and the discontinuous leader streamer-leader propagation. Furthermore, we studied the continuous leader development parameters, including two-dimensional (2-D) leader length, injected charge, and final jump stage, as well as leader velocity for rod–plane configuration. We observed that the discontinuous leader makes an important contribution to the appearance of channel re-illuminations of the positive leader. The comparative study shows better results in terms of standard switch impulse and long front positive impulse. Finally, the results are presented with a view toward improving our understanding of propagation mechanisms related to restrike phenomena, which are rarely reported. To clarify the above doubts under long front cases, we carried out extensive experiments in this study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=continuous%20and%20discontinuous%20leader" title="continuous and discontinuous leader">continuous and discontinuous leader</a>, <a href="https://publications.waset.org/abstracts/search?q=high-speed%20photographs" title=" high-speed photographs"> high-speed photographs</a>, <a href="https://publications.waset.org/abstracts/search?q=long%20air%20gap" title=" long air gap"> long air gap</a>, <a href="https://publications.waset.org/abstracts/search?q=positive%20long%20front%20impulse" title=" positive long front impulse"> positive long front impulse</a>, <a href="https://publications.waset.org/abstracts/search?q=restrike%20phenomena" title=" restrike phenomena"> restrike phenomena</a> </p> <a href="https://publications.waset.org/abstracts/102013/an-experimental-study-on-the-positive-streamer-leader-propagation-under-slow-front-impulse-voltages-in-a-10m-rod-plane-air-gap" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/102013.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">169</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">352</span> First Time Voters Representation of Leadership as Exemplified by 2016 Presidentiables</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fevy%20Kae%20Mateo">Fevy Kae Mateo</a>, <a href="https://publications.waset.org/abstracts/search?q=Kimberly%20Javier"> Kimberly Javier</a>, <a href="https://publications.waset.org/abstracts/search?q=Alyzza%20Marie%20Palles"> Alyzza Marie Palles</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is a process of relationship involving interaction with other people. Leaders emphasise authority, which executes and implements regulations, maintains the rules and leads to a better future. The First Time voters are very significant because there are the stakeholders of the type of leader to be deployed. They also have the capacity of engaging the government and can be the agents of change. The objective of the study is to identify the strengths and weaknesses of leader. Moreover, the study identifies the qualities of a leader. Finally, the study determines first-time voter’s representation of a leader. Focus Group Discussion was carried out into two groups of first time voter’s ages 18 to 21 years old. Verbatim transcripts of the discussion were analyzed using Thematic Analysis. Overall results showed super ordinate themes for weaknesses of leader: Lace of transparency in the government, poor communication strategy, and valuing experience over potential and other contributory factor; for strength of a leader: analytical skill, emotional intelligence in political work, analytical ability and economic status on political participation; finally, in the representation of a leader: positive representation of a leader and negative representation of a leader. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=first%20time%20voters" title="first time voters">first time voters</a>, <a href="https://publications.waset.org/abstracts/search?q=focus%20group%20discussion" title=" focus group discussion"> focus group discussion</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=qualitative%20research%20design" title=" qualitative research design"> qualitative research design</a> </p> <a href="https://publications.waset.org/abstracts/64076/first-time-voters-representation-of-leadership-as-exemplified-by-2016-presidentiables" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64076.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">251</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">351</span> Leader Personality Traits and Constructive Voice Behavior: Mediating Roles of Empowering Leadership and Leader-Member Exchange</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Umamaheswara%20Rao%20Jada">Umamaheswara Rao Jada</a>, <a href="https://publications.waset.org/abstracts/search?q=Susmita%20Mukhopadhyay"> Susmita Mukhopadhyay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employee voice behavior has emerged as an important topic in relation to understanding the paybacks within the organizations. Organizations are expecting employees to contribute in the form of suggestions and ideas that not only help an organization to grow but also survive the turbulent times. Leadership in the organization enables and arouses an individual to offer constructive ideas. The significant impact of leadership is undeniable in a context of creating an environment that promotes a free flow of thoughts and ideas in the organization which in turn is significantly influenced by the personality of the leader. Therefore our study aims at examining the underlying factors which influence employee constructive voice behavior in connection with leader’s personality, empowering form of leadership and leader-member exchange in the organization sequentially. A standardized survey questionnaire was used to collect sample of 272 service executives in India. Smart PLS 2.0 was used to test hypothesis and explore the mediation effect. The result shows that the leader personality traits of agreeableness and conscientiousness were positively related to empowering leadership, whereas neuroticism was unrelated to empowering leadership. Empowering leadership influenced followers’ constructive voice behavior significantly. Furthermore, the relationship was partially mediated by leader member exchange relationship. Theoretical and practical implications of the findings, as well as directions for the future line of research, have been presented in the study. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=constructive%20voice" title="constructive voice">constructive voice</a>, <a href="https://publications.waset.org/abstracts/search?q=empowering%20leadership" title=" empowering leadership"> empowering leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20member%20exchange%20%28LMX%29" title=" leader member exchange (LMX)"> leader member exchange (LMX)</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20personality%20traits" title=" leader personality traits"> leader personality traits</a> </p> <a href="https://publications.waset.org/abstracts/71219/leader-personality-traits-and-constructive-voice-behavior-mediating-roles-of-empowering-leadership-and-leader-member-exchange" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71219.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">300</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">350</span> Ethical Leadership Mediates Subordinates’ Likeness for Leader and Affective Commitment to Squads among Police Cadets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Odunayo%20O.%20Oluwafemi">Odunayo O. Oluwafemi</a>, <a href="https://publications.waset.org/abstracts/search?q=Valentine%20A.%20Mebu"> Valentine A. Mebu</a> </p> <p class="card-text"><strong>Abstract:</strong></p> There is a blur as to whether subordinates’ sheer fondness for a leader or the ethical behaviours demonstrated by such a leader is what engenders subordinates’ affective commitment to the group. This study aimed to depict and clarify that perceived ethical leadership by subordinates outweighs their likeness for a leader in determining their level of affective commitment to the group using a sample of police cadets. Subordinate cadets were asked to rate the ethical leadership behaviours displayed by their cadet Leaders; their likeness for their leaders and also rate their own affective commitment to their squads (N = 252, Mean Age = 22.70, Age range = 17 to 29 years, SD = 2.264, 75% males). A mediation analysis was conducted to test hypotheses. Results showed that there was a significant indirect effect between likeness for leaders and affective commitment through ethical leadership behaviour (b = .734, 95% BCa CI [.413, 1.146], p = .000); and a nonsignificant direct effect between likeness for leader and subordinates’ affective commitment (b = .526, 95% BCa CI [-.106, 1.157], p = .10), this indicated a full mediation. The results strongly suggested that the positive relationship between subordinates’ likeness for their leaders and their affective commitment to the squad is produced by perceived leaders’ ethical behaviours. Therefore, leaders should exhibit and prioritize ethical behaviours over the need to be liked by their subordinates to guarantee their affective commitment to group goals and aspirations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment" title="affective commitment">affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=ethical%20leadership" title=" ethical leadership"> ethical leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%20cadets" title=" leader cadets"> leader cadets</a>, <a href="https://publications.waset.org/abstracts/search?q=likeness%20for%20leader" title=" likeness for leader"> likeness for leader</a>, <a href="https://publications.waset.org/abstracts/search?q=subordinate%20cadets" title=" subordinate cadets"> subordinate cadets</a> </p> <a href="https://publications.waset.org/abstracts/121986/ethical-leadership-mediates-subordinates-likeness-for-leader-and-affective-commitment-to-squads-among-police-cadets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/121986.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">179</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">349</span> Educational Leadership for Social Justice: Meeting UK Muslim Expectation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mochammad%20Thalut">Mochammad Thalut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This essay discusses how educational leadership response the Muslims pupils’ problems and their expectation about education in the UK. As we know, the Muslims community in the country is increasing. However, the debate about educational leadership is still limited to the separation between religion and academic by westerns approach. It is found that there are four major problems of Muslims pupils that need to solve by the educational leader to provide social justice in education. Leader-teacher as an Islamic concept of the educational leader is an alternative approach that can be used by the educational leader to overcome the problems. In the end, it is strongly recommended to bring this issue to the leadership development program in the UK to give all aspiring heads understanding about Muslims expectation about education. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muslim" title="Muslim">Muslim</a>, <a href="https://publications.waset.org/abstracts/search?q=education" title=" education"> education</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=identity" title=" identity"> identity</a> </p> <a href="https://publications.waset.org/abstracts/73324/educational-leadership-for-social-justice-meeting-uk-muslim-expectation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/73324.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">255</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">348</span> The Effect of LEADER and Community-Led Local Development in Spanish Municipal Unemployment: A Difference-in-Difference Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Miguel%20A.%20Borrella">Miguel A. Borrella</a>, <a href="https://publications.waset.org/abstracts/search?q=Ana%20P.%20Fanjul"> Ana P. Fanjul</a>, <a href="https://publications.waset.org/abstracts/search?q=Suca%20Munoz"> Suca Munoz</a>, <a href="https://publications.waset.org/abstracts/search?q=Liliana%20Herrera"> Liliana Herrera</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper evaluates the impact of LEADER, a remarkable Community-Led Local Development (CLLD) approach of the European Program for Rural Development applied to rural municipalities of Spain in 2018 and 2019. Using a difference-in-difference estimation strategy and a newly-constructed database, results show that aided municipalities have significantly lower unemployment levels than non-aided municipalities. Results are significant for the decrease in unemployment for both women and people younger than 25 years old, two of the target groups of the policy. Nevertheless, they are larger for male and older workers. Therefore, findings suggest that LEADER 2017-2018 was successful in reducing unemployment in rural areas. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=community-led%20local%20development" title="community-led local development">community-led local development</a>, <a href="https://publications.waset.org/abstracts/search?q=ex-post%20evaluation" title=" ex-post evaluation"> ex-post evaluation</a>, <a href="https://publications.waset.org/abstracts/search?q=LEADER" title=" LEADER"> LEADER</a>, <a href="https://publications.waset.org/abstracts/search?q=rural%20development" title=" rural development"> rural development</a> </p> <a href="https://publications.waset.org/abstracts/136947/the-effect-of-leader-and-community-led-local-development-in-spanish-municipal-unemployment-a-difference-in-difference-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/136947.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">341</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">347</span> The Effect of Perceived Organizational Support and Leader Member Exchange on Turnover Intention: A Field Study in the Healthcare Industry</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mehtap%20%C3%96zt%C3%BCrk">Mehtap Öztürk</a>, <a href="https://publications.waset.org/abstracts/search?q=Adem%20%C3%96%C4%9F%C3%BCt"> Adem Öğüt</a>, <a href="https://publications.waset.org/abstracts/search?q=Emine%20%C3%96%C4%9F%C3%BCt"> Emine Öğüt</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leader member exchange is considered as relationship-based approach to leadership. The focal point of this theory is that effective leadership processes occur when leaders and followers are able to develop mature leadership relationships and thus gain access to a variety of benefits these relationships bring. In this context, it can be claimed that the quality of leader member exchange appears to have a strong affect on perceived organizational support and reduce turnover intention. The purpose of this study is to determine the relationship between the levels of leader member exchange, perceived organizational support and turnover intention on the employees of a health institution operating in the province of Konya. A field study based on survey method on 134 physicians who are employees of a health institution operating in the mentioned sample. In accordance with this purpose, it has been observed that there is a negative and statistically significant relationship between leader member exchange and turnover intention. Furthermore, it has been also realized that there is a negative and statistically significant relationship between perceived organizational support and turnover intention. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leader%20member%20exchange" title="leader member exchange">leader member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=perceived%20organizational%20support" title=" perceived organizational support"> perceived organizational support</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20exchange%20theory" title=" social exchange theory"> social exchange theory</a>, <a href="https://publications.waset.org/abstracts/search?q=turnover%20intention" title=" turnover intention"> turnover intention</a> </p> <a href="https://publications.waset.org/abstracts/29331/the-effect-of-perceived-organizational-support-and-leader-member-exchange-on-turnover-intention-a-field-study-in-the-healthcare-industry" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/29331.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">357</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">346</span> New Tools and New Ways; Changing the Nature of Leadership and Future Challenges</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Harun%20Ozdemirci">Harun Ozdemirci</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Complexity and chaos are the characteristics of our new world today. Either business or governmental sector, inner and outer environment changes in all aspects. To ensure leaders to guide organizations accurately and effectively, leaders also must change their attitudes towards this changing world . We need new tools, new mindsets and new views for new century. Every leader have to operate within an cerative and innovative way of thinking. But how it will occur and at which direction it will be managed or directed? What kind of abilities and attitudes make leader compatible with this ever-changing and ambigous environment? Leader who will lead in the future must have some special skillls. But how can we develop these skills and behaviours? What must be the mindset of a future leader? This paper searchs for answers of some of these questions. But asking questions is more important than giving answers to them. Innovation and creativity have been at the centerpiece of our lives for some years. But we don’t know how to manage and how to tackle with the challenges come up with this new situation. This new world order compel us to take some new positions against new employees who have different types of lives and habits, new productivity processes, new adversaries… Future environment will not be the same as we experience before. So, our responses to this new environment can not be the same as our predecessors gave. We have to innovate new ways of thinking, and new tools for solving new type of problems. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovation" title="innovation">innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=creativity" title=" creativity"> creativity</a>, <a href="https://publications.waset.org/abstracts/search?q=leader" title=" leader"> leader</a>, <a href="https://publications.waset.org/abstracts/search?q=future" title=" future"> future</a>, <a href="https://publications.waset.org/abstracts/search?q=liberal%20arts" title=" liberal arts"> liberal arts</a> </p> <a href="https://publications.waset.org/abstracts/40269/new-tools-and-new-ways-changing-the-nature-of-leadership-and-future-challenges" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40269.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">272</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">345</span> The Effect of Tour Leaders’ Cultural Competence on Tourists’ Authenticity Perception</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jin-Hua%20Tu">Jin-Hua Tu</a>, <a href="https://publications.waset.org/abstracts/search?q=Kuan-Ting%20Pan"> Kuan-Ting Pan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Tour leader cultural competence (TLCC) refers to a tour leader’s ability to interact appropriately and effectively with people from different cultural backgrounds. This leads tourists to have positive tourism experiences. However, few studies have discussed the effects of TLCC on tour member experiences. In this study, tour leaders and tour members of Taiwan group package tours were used as research participants. A total of 55 tour leaders and 524 tour members were recruited, and hierarchical linear modeling was employed to investigate the association between research variables at two levels (tour leader and tour member), the results revealed that TLCC improves perceived authenticity. The findings of this study have managerial implications for travel agencies and tour leaders and offer directions for future studies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=tour%20leader" title="tour leader">tour leader</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20competence" title=" cultural competence"> cultural competence</a>, <a href="https://publications.waset.org/abstracts/search?q=authenticity%20perception" title=" authenticity perception"> authenticity perception</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20package%20tour" title=" group package tour"> group package tour</a> </p> <a href="https://publications.waset.org/abstracts/181550/the-effect-of-tour-leaders-cultural-competence-on-tourists-authenticity-perception" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/181550.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">69</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">344</span> The Influence of Leader’s Sources of Power on Organizational Citizenship Behaviour </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Noor%20Azlina%20Mohamed%20Yunus">Noor Azlina Mohamed Yunus</a>, <a href="https://publications.waset.org/abstracts/search?q=Noorlaila%20Yunus"> Noorlaila Yunus</a>, <a href="https://publications.waset.org/abstracts/search?q=Kadulliah%20Ghazali"> Kadulliah Ghazali</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this an era of intense competition, Malaysia aspires to be a fully developed country by 2020 and desires its citizens to perform and execute excellent work behaviors. For that reason, organizations are focusing on employees’ positive and constructive behaviors such as organizational citizenship behavior (OCB). They expect employees to not only complete their required duties by providing excellent performance but also keenly go beyond their roles that are not specifying in their formal job descriptions to ensure organizational success. The role and duty to acquire employees to engage and connect in OCB is the responsibility of a leader. Thus, leaders can utilize their sources of power to enable subordinates to accomplish organizational objective including OCB. Therefore, this paper formulates a framework postulating leader’s sources of power as an antecedent of organizational citizenship behavior (OCB). The discussion on implications for future theory development is discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organizational%20citizenship%20behaviour%20%28OCB%29" title="organizational citizenship behaviour (OCB)">organizational citizenship behaviour (OCB)</a>, <a href="https://publications.waset.org/abstracts/search?q=leader%E2%80%99s%20sources%20of%20power" title=" leader’s sources of power"> leader’s sources of power</a>, <a href="https://publications.waset.org/abstracts/search?q=call%20centre%20industry" title=" call centre industry"> call centre industry</a>, <a href="https://publications.waset.org/abstracts/search?q=conceptual%20paper" title=" conceptual paper"> conceptual paper</a> </p> <a href="https://publications.waset.org/abstracts/12041/the-influence-of-leaders-sources-of-power-on-organizational-citizenship-behaviour" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/12041.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">321</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">343</span> What Is the Matter of Identity to Leadership Behavior: Leader-Subordinate Relational Identity and Paternalistic Leadership</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sung-Chun%20Tsai">Sung-Chun Tsai</a>, <a href="https://publications.waset.org/abstracts/search?q=Li-Fang%20Chou"> Li-Fang Chou</a>, <a href="https://publications.waset.org/abstracts/search?q=Chun-Jung%20Tseng"> Chun-Jung Tseng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> How relational identity of leader-subordinate relationship affects behavior of both parties is getting more and more attentions in recent years. Different from past studies on leader-subordinate relationship taking viewpoint of self-concept or interaction between categories, we took perspective of social cognitive schema with special focus on the cognition structure and category content of the vertical leader-subordinate relationship. This study firstly clarified the dimensions and contents of cognitive structure of vertical leader-subordinate relationship. By using two dimensions of “equal/unequal” and “close/distant”, the contents of the leader-subordinate relational identity (LSRI) are classified into four categories: communal affection RI (equal and close), instrumental exchange RI (equal but distant), care-repay RI (unequal but close), and authority-obedience RI (unequal and distant). Furthermore, according to the four dimensions of leader-subordinate relational identity, we explored: (1) how a leader’s LSRI leads to paternalistic leadership; and (2) how paternalistic leadership affects subordinate’s LSRI. Using 59 work group as sample (59 leaders and 251 subordinates), the results of HLM and regression analysis showed: (1) leader’s LSRI significantly affects leadership behavior: instrumental exchange RI is positively relates to authoritarian leadership behavior, but significantly has negative relationship with benevolent leadership; care-repay RI has significantly positive relationship with authoritative leadership; authority-obedience RI has significantly positive relationship with authoritarian leadership; (2) paternalistic leadership is significantly related to subordinates’ LSRI: benevolent leadership is positively related to subordinate’s communal affection and care-repay RI; authoritative leadership has significantly positive relationship with care-repay and authority-obedience RI; authoritarian leadership has significantly positive relationship with subordinate’s instrumental exchange RI. Finally, the main findings, contributions and limits, future research directions, and implications were also discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=relational%20identity" title="relational identity">relational identity</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-subordinate%20relational%20identity%20%28LSRI%29" title=" leader-subordinate relational identity (LSRI)"> leader-subordinate relational identity (LSRI)</a>, <a href="https://publications.waset.org/abstracts/search?q=relational%20schema" title=" relational schema"> relational schema</a>, <a href="https://publications.waset.org/abstracts/search?q=paternalistic%20leadership" title=" paternalistic leadership"> paternalistic leadership</a> </p> <a href="https://publications.waset.org/abstracts/21432/what-is-the-matter-of-identity-to-leadership-behavior-leader-subordinate-relational-identity-and-paternalistic-leadership" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/21432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">552</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">342</span> Leadership and Whether It Stems from Innate Abilities or from Situation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Salwa%20Abdelbaki">Salwa Abdelbaki</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This research investigated how leaders develop, asking whether they have been leaders due to their innate abilities or they gain leadership characteristics through interactions based on requirements of a situation. If the first is true, then a leader should be successful in any situation. Otherwise, a leader may succeed only in a specific situation. A series of experiments were carried out on three groups including of males and females. First; a group of 148 students with different specializations had to select a leader. Another group of 51 students had to recall their previous experiences and their knowledge of each other to identify who were leaders in different situations. Then a series of analytic tools were applied to the identified leaders and to the whole groups to find out how leaders were developed. A group of 40 young children was also experimented with to find young leaders among them and to analyze their characteristics. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=innate%20characteristics" title=" innate characteristics"> innate characteristics</a>, <a href="https://publications.waset.org/abstracts/search?q=situation" title=" situation"> situation</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20theories" title=" leadership theories"> leadership theories</a> </p> <a href="https://publications.waset.org/abstracts/68897/leadership-and-whether-it-stems-from-innate-abilities-or-from-situation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68897.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">288</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">341</span> Leader-Member Exchange and Affective Commitment: The Moderating Role of Exchange Ideology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Seung%20Yeon%20Son">Seung Yeon Son</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In today’s rapidly changing and increasingly complex environment, organizations have relied on their members’ positive attitude toward their employers. In particular, employees’ organizational commitment (primarily, the effective component) has been recognized as an essential component of organizational functioning and success. Hence, identifying the determinants of effective commitment is one of the most important research issues. This study tested the influence of leader-member exchange (LMX) and exchange ideology on employee’s effective commitment. In addition, the interactive effect of LMX and exchange ideology was examined. Data from 198 members of the Korean military supports each of the hypotheses. Lastly, implications for research and directions for future research are discussed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=affective%20commitment" title="affective commitment">affective commitment</a>, <a href="https://publications.waset.org/abstracts/search?q=exchange%20ideology" title=" exchange ideology"> exchange ideology</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-member%20exchange" title=" leader-member exchange"> leader-member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=commitment" title=" commitment"> commitment</a> </p> <a href="https://publications.waset.org/abstracts/13919/leader-member-exchange-and-affective-commitment-the-moderating-role-of-exchange-ideology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/13919.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">440</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">340</span> Intellectual Capital, Knowledge Management, and the Leader Role in the Construction of Sustainability</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Leandro%20da%20S.%20Nascimento">Leandro da S. Nascimento</a>, <a href="https://publications.waset.org/abstracts/search?q=Maristela%20J.%20Melo"> Maristela J. Melo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The increased competition in the globalization drives organizations to innovate in their products and services to remain competitive. Innovation and creativity are incorporated as key aspects to creating value for consumers and for the creation of competitive advantage in organizations. However, there are factors that contribute strong with development of innovation and creation in organizations. These factors are the intellectual capital and knowledge management, which together with sustainability, ensure the development of competitive strategies. However, it is understood that the role of the leader is essential to stimulate the development of human capital, because the human capital is essential for organizations of knowledge. It is the leader who drives the dissemination and sharing of knowledge, an essential aspect for the formation of intellectual capital and therefore should be managed. And it turns out that the management of knowledge through intellectual capital allows the development of environmental initiatives efficiently and effectively. Thus, the research demonstrates the importance of the role of leader / manager in organizations and seeks to analyze how managers can contribute to the adoption of sustainability through intellectual capital and knowledge management. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=intellectual%20capital" title="intellectual capital">intellectual capital</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20role" title=" leadership role"> leadership role</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainability" title=" sustainability"> sustainability</a> </p> <a href="https://publications.waset.org/abstracts/14133/intellectual-capital-knowledge-management-and-the-leader-role-in-the-construction-of-sustainability" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14133.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">496</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">339</span> Elucidation of Leaders' Intrapersonal Competencies in the Workplace</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Prakash%20Singh">Prakash Singh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Employees who are satisfied at their place of work rate their leaders’ intrapersonal competencies as being high. They also believe that a leader’s intrapersonal competencies influence their sense of job satisfaction. Employees who indicate that they are unhappy at their place of work rate their leaders’ intrapersonal competencies as being low. They also believe that a leader’s intrapersonal intelligence influence their feeling of job satisfaction. The leader’s appropriate intrapersonal competencies are crucial to the creation of a motivated and satisfied employee team. In this study, the quantitative research method was used to determine the employees’ perceptions of their leaders’ intrapersonal competencies and their influence on their job satisfaction; the six competencies being self-awareness, self-confidence, self-expression, self-control, adaptability, and optimism. All the competencies of leaders identified in this quantitative study can therefore be described as intervening variables that influence an employee’s sense of job satisfaction. The number of responses that indicate that each of the intrapersonal competencies of a leader that will have an influence on an employee’s sense of job satisfaction, ranges from 93% (a leader’s sense of self-awareness) to 99% (a leader’s ability to be adaptable). As the responses are significantly similar, it can be stated that the respondents indicate that all the intrapersonal competencies of a leader can influence an employee’s sense of job satisfaction. The findings of this study strongly suggest that in order to be satisfied at work, employees prefer to be led by leaders who are confident in their leadership roles; who send out clear, unambiguous messages; who maintain self-control; who are adaptable and flexible;, who face the future with optimism and who support the establishment of a collegial working environment. Evidently, the findings corroborate the hypothesis that employees believe that the intrapersonal competencies of leaders have a positive influence on the employees’ sense of job satisfaction. This study’s findings, therefore, confirm that the key to the leaders’ self-knowledge is access to their own feelings and the ability to discriminate among them and draw upon them to guide behaviour in their organisations. This exploratory study makes a contribution to the emerging research being accomplished on leaders’ intrapersonal intelligence with more research still needing to be attempted to determine to what extent these competencies of leaders can reshape the organizational climate and culture. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=emotional%20intelligence" title="emotional intelligence">emotional intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=employees%E2%80%99%20job%20satisfaction" title=" employees’ job satisfaction"> employees’ job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders%E2%80%99%20intrapersonal%20competencies" title=" leaders’ intrapersonal competencies"> leaders’ intrapersonal competencies</a>, <a href="https://publications.waset.org/abstracts/search?q=leaders%E2%80%99%20self-knowledge" title=" leaders’ self-knowledge"> leaders’ self-knowledge</a> </p> <a href="https://publications.waset.org/abstracts/37302/elucidation-of-leaders-intrapersonal-competencies-in-the-workplace" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/37302.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">265</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">338</span> Leadership Competences: The Case of Slovenian Healthcare</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Helena%20Kova%C4%8Di%C4%8D">Helena Kovačič</a>, <a href="https://publications.waset.org/abstracts/search?q=Andrej%20Rus"> Andrej Rus</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study compared ratings for leadership competence of managers in the healthcare sector and professional managers in Slovenia. Managers’ competence scores were analyzed for Slovenia and compared with some other EU countries. Comparisons of correlations yielded significant differences in leader/non-leader healthcare professionals in their relational competence. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=management" title="management">management</a>, <a href="https://publications.waset.org/abstracts/search?q=competence" title=" competence"> competence</a>, <a href="https://publications.waset.org/abstracts/search?q=healthcare" title=" healthcare"> healthcare</a>, <a href="https://publications.waset.org/abstracts/search?q=Slovenia" title=" Slovenia"> Slovenia</a> </p> <a href="https://publications.waset.org/abstracts/2147/leadership-competences-the-case-of-slovenian-healthcare" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/2147.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">290</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">337</span> The Virtues and Vices of Leader Empathy: A Review of a Misunderstood Construct</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=John%20G.%20Vongas">John G. Vongas</a>, <a href="https://publications.waset.org/abstracts/search?q=Raghid%20Al%20Hajj"> Raghid Al Hajj</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In recent years, there has been a surge in research on empathy across disciplines ranging from management and psychology to philosophy and neuroscience. In organizational behavior, in particular, scholars have become interested in leader empathy given the rise of workplace diversity and the growing perception of leaders as managers of group emotions. It would appear that the current zeitgeist in behavioral and philosophical science is that empathy is a cornerstone of morality and that our world would be better off if only more people – and by extension, more leaders – were empathic. In spite of these claims, however, researchers have used different terminologies to explore empathy, confusing it at times with other related constructs such as emotional intelligence and compassion. Second, extant research that specifies what empathic leaders do and how their behavior affects organizational stakeholders, including themselves, does not devolve from a unifying theoretical framework. These problems plague knowledge development in this important research domain. Therefore, to the authors' best knowledge, this paper provides the first comprehensive review and synthesis of the literature on leader empathy by drawing on disparate yet complementary fields of inquiry. It clarifies empathy from other constructs and presents a theoretical model that elucidates the mechanisms by which a leader’s empathy translates into behaviors that could be either beneficial or harmful to the leaders themselves, as well as to their followers and groups. And third, it specifies the boundary conditions under which a leader’s empathy will become manifest. Finally, it suggests ways in which training could be implemented to improve empathy in practice while also remaining skeptical of its conceptualization as a moral or even effective guide in human affairs. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=compassion" title="compassion">compassion</a>, <a href="https://publications.waset.org/abstracts/search?q=empathy" title=" empathy"> empathy</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20outcomes" title=" group outcomes"> group outcomes</a> </p> <a href="https://publications.waset.org/abstracts/127982/the-virtues-and-vices-of-leader-empathy-a-review-of-a-misunderstood-construct" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/127982.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">135</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">336</span> Emotion Expression of the Leader and Collective Efficacy: Pride and Guilt</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hsiu-Tsu%20Cho">Hsiu-Tsu Cho</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Collective efficacy refers to a group’s sense of its capacity to complete a task successfully or to reach objectives. Little effort has been expended on investigating the relationship between the emotion expression of a leader and collective efficacy. In this study, we examined the impact of the different emotions and emotion expression of a group leader on collective efficacy and explored whether the emotion–expressive effects differed under conditions of negative and positive emotions. A total of 240 undergraduate and graduate students recruited using Facebook and posters at a university participated in this research. The participants were separated randomly into 80 groups of four persons consisting of three participants and a confederate. They were randomly assigned to one of five conditions in a 2 (pride vs. guilt) × 2 (emotion expression of group leader vs. no emotion expression of group leader) factorial design and a control condition. Each four-person group was instructed to get the reward in a group competition of solving the five-disk Tower of Hanoi puzzle and making decisions on an investment case. We surveyed the participants by employing the emotional measure revised from previous researchers and collective efficacy questionnaire on a 5-point scale. To induce an emotion of pride (or guilt), the experimenter announced whether the group performance was good enough to have a chance of getting the reward (ranking the top or bottom 20% among all groups) after group task. The leader (confederate) could either express or not express a feeling of pride (or guilt) following the instruction according to the assigned condition. To check manipulation of emotion, we added a control condition under which the experimenter revealed no results regarding group performance in maintaining a neutral emotion. One-way ANOVAs and post hoc pairwise comparisons among the three emotion conditions (pride, guilt, and control condition) involved assigning pride and guilt scores (pride: F(1,75) = 32.41, p < .001; guilt: F(1,75) = 6.75, p < .05). The results indicated that manipulations of emotion were successful. A two-way between-measures ANOVA was conducted to examine the predictions of the main effects of emotion types and emotion expression as well as the interaction effect of these two variables on collective efficacy. The experimental findings suggest that pride did not affect collective efficacy (F(1,60) = 1.90, ns.) more than guilt did and that the group leader did not motivate collective efficacy regardless of whether he or she expressed emotion (F(1,60) = .89, ns.). However, the interaction effect of emotion types and emotion expression was statistically significant (F(1,60) = 4.27, p < .05, ω2 = .066); the effects accounted for 6.6% of the variance. Additional results revealed that, under the pride condition, the leader enhanced group efficacy when expressing emotion, whereas, under the guilt condition, an expression of emotion could reduce collective efficacy. Overall, these findings challenge the assumption that the effect of expression emotion are the same on all emotions and suggest that a leader should be cautious when expressing negative emotions toward a group to avoid reducing group effectiveness. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=collective%20efficacy" title="collective efficacy">collective efficacy</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20leader" title=" group leader"> group leader</a>, <a href="https://publications.waset.org/abstracts/search?q=emotion%20expression" title=" emotion expression"> emotion expression</a>, <a href="https://publications.waset.org/abstracts/search?q=pride" title=" pride"> pride</a>, <a href="https://publications.waset.org/abstracts/search?q=guilty" title=" guilty"> guilty</a> </p> <a href="https://publications.waset.org/abstracts/44290/emotion-expression-of-the-leader-and-collective-efficacy-pride-and-guilt" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/44290.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">330</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">335</span> Unbreakable Obedience of Safety Regulation: The Study of Authoritarian Leadership and Safety Performance </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hong-Yi%20Kuo">Hong-Yi Kuo</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Leadership is a key factor of improving workplace safety, and there have been abundant of studies which support the positive effects of appropriate leadership on employee safety performance in the western academic. However, little safety research focus on the Chinese leadership style like paternalistic leadership. To fill this gap, the resent study aims to examine the relationship between authoritarian leadership (one of the ternary mode in paternalistic leadership) and safety outcomes. This study makes hypothesis on different levels. First, on the group level, as an authoritarian leader regards safety value as the most important tasks, there would be positive effect on group safety outcomes through strengthening safety group norms by the emphasis on etiquette. Second, on the cross level, when a leader with authoritarian style has high priority on safety, employees may more obey the safety rules because of fear due to emphasis on absolute authority over the leader. Therefore, employees may show more safety performance and then increase individual safety outcomes. Survey data would be collected from 50 manufacturing groups (each group with more than 5 members and a leader) and a hierarchical linear modeling analysis would be conducted to analyze the hypothesis. Above the predictive result, the study expects to be a cornerstone of safety leadership research in the Chinese academic and practice. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=safety%20leadership" title="safety leadership">safety leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=authoritarian%20leadership" title=" authoritarian leadership"> authoritarian leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20norms" title=" group norms"> group norms</a>, <a href="https://publications.waset.org/abstracts/search?q=safety%20behavior" title=" safety behavior"> safety behavior</a>, <a href="https://publications.waset.org/abstracts/search?q=supervisor%20safety%20priority" title=" supervisor safety priority"> supervisor safety priority</a> </p> <a href="https://publications.waset.org/abstracts/93737/unbreakable-obedience-of-safety-regulation-the-study-of-authoritarian-leadership-and-safety-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/93737.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">233</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">334</span> The Examination of the Mediating Role of Leader-Member Exchange on the Association between Transformational Leadership and Innovative Behavior: A Study in Turkish Technological Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Gultekin%20Gurcay">Gultekin Gurcay</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The objective of this study was to examine the relationship between transformational leadership and innovative work behavior and to evaluate the mediating role of leader-member exchange relationships (LMX) on the assumed relationship. This study has focused on the suggestion that LMX might emerge through transformational leadership behaviors and thus could mediate the relationship between transformational leadership and innovative behavior. A cross-sectional survey research has been conducted on the relationship these leadership approaches and their impact on organizational HRM-outcomes has been conducted on two organizations operating in the technical sector in Istanbul-Turkey. The results of the research have supported the hypotheses. Transformational leadership was positively related to the innovative behaviors and LMX emerged to mediate that relationship. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=innovative%20leadership" title="innovative leadership">innovative leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-member%20exchange" title=" leader-member exchange"> leader-member exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=Turkey" title=" Turkey"> Turkey</a> </p> <a href="https://publications.waset.org/abstracts/40839/the-examination-of-the-mediating-role-of-leader-member-exchange-on-the-association-between-transformational-leadership-and-innovative-behavior-a-study-in-turkish-technological-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/40839.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">278</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">333</span> Leadership Effectiveness Compared among Three Cultures Using Voice Pitches</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asena%20Biber">Asena Biber</a>, <a href="https://publications.waset.org/abstracts/search?q=Ates%20Gul%20Ergun"> Ates Gul Ergun</a>, <a href="https://publications.waset.org/abstracts/search?q=Seda%20Bulut"> Seda Bulut</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Based on the literature, there are large numbers of studies investigating the relationship between culture and leadership effectiveness. Although giving effective speeches is vital characteristic for a leader to be perceived as effective, to our knowledge, there is no research study the determinants of perceived effective leader speech. The aim of this study is to find the effects of both culture and voice pitch on perceptions of leader's speech effectiveness. Our hypothesis is that people from high power distance countries will perceive leaders' speech effective when the leader's voice pitch is high, comparing with people from relatively low power distance countries. The participants of the study were 36 undergraduate students (12 Pakistanis, 12 Nigerians, and 12 Turks) who are studying in Turkey. National power distance scores of Nigerians ranked as first, Turks ranked as second and Pakistanis ranked as third. There are two independent variables in this study; three nationality groups that representing three levels of power distance and voice pitch of the leader which is manipulated as high and low levels. Researchers prepared an audio to manipulate high and low conditions of voice pitch. A professional whose native language is English read the predetermined speech in high and low voice pitch conditions. Voice pitch was measured using Hertz (Hz) and Decibel (dB). Each nationality group (Pakistan, Nigeria, and Turkey) were divided into groups of six students who listened to either the low or high pitch conditions in the cubicles of the laboratory. It was expected from participants to listen to the audio and fill in the questionnaire which was measuring the leadership effectiveness on a response scale ranging from 1 to 5. To determine the effects of nationality and voice pitch on perceived effectiveness of leader' voice pitch, 3 (Pakistani, Nigerian, and Turk) x 2 (low voice pitch and high voice pitch) two way between subjects analysis of variances was carried out. The results indicated that there was no significant main effect of voice pitch and interaction effect on perceived effectiveness of the leader’s voice pitch. However, there was a significant main effect of nationality on perceived effectiveness of the leader's voice pitch. Based on the results of Turkey’s HSD post-hoc test, only the perceived effectiveness of the leader's speech difference between Pakistanis and Nigerians was statistically significant. The results show that the hypothesis of this study was not supported. As limitations of the study, it is of importance to mention that the sample size should be bigger. Also, the language of the questionnaire and speech should be in the participant’s native language in further studies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=culture" title="culture">culture</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20effectiveness" title=" leadership effectiveness"> leadership effectiveness</a>, <a href="https://publications.waset.org/abstracts/search?q=power%20distance" title=" power distance"> power distance</a>, <a href="https://publications.waset.org/abstracts/search?q=voice%20pitch" title=" voice pitch"> voice pitch</a> </p> <a href="https://publications.waset.org/abstracts/83488/leadership-effectiveness-compared-among-three-cultures-using-voice-pitches" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/83488.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">182</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">332</span> The Effect of Leader Motivating Language on Work Performance and Job Satisfaction as Perceived by the Employees of Soro-Soro Ibaba Development Cooperative in Batangas City</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marlon%20P.%20Perez">Marlon P. Perez</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The study entitled “The Effect of Leader Motivating Language on Work Performance and Job Satisfaction as Perceived by the Employees of SoroSoro Ibaba Development Cooperative (SIDC)” primarily aims to evaluate the effect of leader’s use of motivating language in terms of the three types of speech acts namely, direction-giving language, empathetic language and meaning-making language with regard to the work performance and job satisfaction of the employees. The study made use of the descriptive method of this research that it followed certain processes in gathering the necessary and accurate information. Furthermore, survey questionnaires were used in order to congregate the respondents’ outlooks, opinions, and insight in the study. These survey questionnaires were distributed to one hundred fifty (150) employees from the five (5) outlets of SoroSoro Ibaba Development Cooperative (SIDC) in Batangas City who were chosen as the respondents of the study. However, only hundred twenty (120) out of one hundred fifty (150) or eighty (80) percent of the questionnaires were retrieved. Moreover, to accomplish the objectives of the study, different statistical treatments were used for the interpretation and analysis of the gathered data. These were the relative frequency, weighted mean, one-way analysis of variance and Pearson r. Based on those statistical treatments, researchers came up with the following results: first, most of the respondents were below 35 years old, males, college graduates and in regular status; second, direction-giving language, empathetic language, and meaning-making language affect the work performance and job satisfaction of the employees to a great extent; third, there was a non-significant difference with regards to the effect of leader motivating language on the work performance and job satisfaction of the employee; and, last, there was a significant relationship on the assessment of the effect of leader motivating language on work performance and job satisfaction when grouped according to respondents’ profile. Based on these results, various recommendations were conceptualized such as the designing of proposed activities like communication workshop and team-building to augment the communication between the leader and an employee. These activities could help for the development and attainment of an excellent communication within the different organizations and companies that are very important to any business success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leader%20motivating%20language" title="leader motivating language">leader motivating language</a>, <a href="https://publications.waset.org/abstracts/search?q=work%20performance" title=" work performance"> work performance</a>, <a href="https://publications.waset.org/abstracts/search?q=job%20satisfaction" title=" job satisfaction"> job satisfaction</a>, <a href="https://publications.waset.org/abstracts/search?q=employees" title=" employees"> employees</a> </p> <a href="https://publications.waset.org/abstracts/19545/the-effect-of-leader-motivating-language-on-work-performance-and-job-satisfaction-as-perceived-by-the-employees-of-soro-soro-ibaba-development-cooperative-in-batangas-city" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19545.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">351</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">331</span> Observer-Based Leader-Following Consensus of Nonlinear Fractional-Order Multi-Agent Systems</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ali%20Afaghi">Ali Afaghi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sehraneh%20Ghaemi"> Sehraneh Ghaemi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The coordination of the multi-agent systems has been one of the interesting topic in recent years, because of its potential applications in many branches of science and engineering such as sensor networks, flocking, underwater vehicles and etc. In the most of the related studies, it is assumed that the dynamics of the multi-agent systems are integer-order and linear and the multi-agent systems with the fractional-order nonlinear dynamics are rarely considered. However many phenomena in nature cannot be described within integer-order and linear characteristics. This paper investigates the leader-following consensus problem for a class of nonlinear fractional-order multi-agent systems based on observer-based cooperative control. In the system, the dynamics of each follower and leader are nonlinear. For a multi-agent system with fixed directed topology firstly, an observer-based consensus protocol is proposed based on the relative observer states of neighboring agents. Secondly, based on the property of the stability theory of fractional-order system, some sufficient conditions are presented for the asymptotical stability of the observer-based fractional-order control systems. The proposed method is applied on a five-agent system with the fractional-order nonlinear dynamics and unavailable states. The simulation example shows that the proposed scenario results in the good performance and can be used in many practical applications. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=fractional-order%20multi-agent%20systems" title="fractional-order multi-agent systems">fractional-order multi-agent systems</a>, <a href="https://publications.waset.org/abstracts/search?q=leader-following%20consensus" title=" leader-following consensus"> leader-following consensus</a>, <a href="https://publications.waset.org/abstracts/search?q=nonlinear%20dynamics" title=" nonlinear dynamics"> nonlinear dynamics</a>, <a href="https://publications.waset.org/abstracts/search?q=directed%20graphs" title=" directed graphs"> directed graphs</a> </p> <a href="https://publications.waset.org/abstracts/67272/observer-based-leader-following-consensus-of-nonlinear-fractional-order-multi-agent-systems" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/67272.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">398</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">330</span> Paradigm Shift of Leadership: Leaders in Information Technology</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mustafa%20Hyder">Mustafa Hyder</a>, <a href="https://publications.waset.org/abstracts/search?q=Khalid%20Mahmood%20Iraqi"> Khalid Mahmood Iraqi</a>, <a href="https://publications.waset.org/abstracts/search?q=Sameen%20Mustafa"> Sameen Mustafa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> They say if the leader limps, all the others will start limping too. Therefore, a very dynamic leadership at all levels within the IT Community is critical to the success of an organization. This paper is an attempt to study the relationship between Information Technology (IT) with leadership and assesses its relevancy in today's fast-paced hi-tech globalized environment. The paper strives to look into the essential qualities and knowledge as needed by today's IT leader, in contrast to essential characteristics common to all the leaders-past, present, and future. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership" title="leadership">leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=autocratic%20leaders" title=" autocratic leaders"> autocratic leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=characteristics%20of%20IT%20leaders" title=" characteristics of IT leaders"> characteristics of IT leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=skills%20of%20IT%20professionals" title=" skills of IT professionals"> skills of IT professionals</a>, <a href="https://publications.waset.org/abstracts/search?q=IT%20leadership" title=" IT leadership"> IT leadership</a> </p> <a href="https://publications.waset.org/abstracts/32894/paradigm-shift-of-leadership-leaders-in-information-technology" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/32894.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">350</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">329</span> Challenges beyond the Singapore Future-Ready School ‘LEADER’ Qualities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zoe%20Boon%20Suan%20Loy">Zoe Boon Suan Loy</a> </p> <p class="card-text"><strong>Abstract:</strong></p> An exploratory research undertaken in 2000 at the beginning of the COVID-19 pandemic examined the changing roles of Singapore school leaders as they lead teachers in developing future-ready learners. While it is evident that ‘LEADER’ qualities epitomize the knowledge, competencies, and skills required, recent events in an increasing VUCA and BANI world characterized by massively disruptive Ukraine -Russian war, unabating tense US-Sino relations, issues related to sustainability, and rapid ageing will have an impact on school leadership. As an increasingly complex endeavour, this requires a relook as they lead teachers in nurturing holistically-developed future-ready students. Digitalisation, new technology, and the push for a green economy will be the key driving forces that will have an impact on job availability. Similarly, the rapid growth of artificial intelligence (AI) capabilities, including ChatGPT, will aggravate and add tremendous stress to the work of school leaders. This paper seeks to explore the key school leadership shifts required beyond the ‘LEADER’ qualities as school leaders respond to the changes, challenges, and opportunities in the 21st C new normal. The research findings for this paper are based on an exploratory qualitative study on the perceptions of 26 school leaders (vice-principals) who were attending a milestone educational leadership course at the National Institute of Education, Nanyang Technological University, Singapore. A structured questionnaire is designed to collect the data, which is then analysed using coding methodology. Broad themes on key competencies and skills of future-ready leaders in the Singapore education system are then identified. Key Findings: In undertaking their leadership roles as leaders of future-ready learners, school leaders need to demonstrate the ‘LEADER’ qualities. They need to have a long-term view, understand the educational imperatives, have a good awareness of self and the dispositions of a leader, be effective in optimizing external leverages and are clear about their role expectations. These ‘LEADER’ qualities are necessary and relevant in the post-Covid era. Beyond this, school leaders with ‘LEADER’ qualities are well supported by the Ministry of Education, which takes cognizance of emerging trends and continually review education policies to address related issues. Concluding Statement: Discussions within the education ecosystem and among other stakeholders on the implications of the use of artificial intelligence and ChatGPT on the school curriculum, including content knowledge, pedagogy, and assessment, are ongoing. This augurs well for school leaders as they undertake their responsibilities as leaders of future-ready learners. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Singapore%20education%20system" title="Singapore education system">Singapore education system</a>, <a href="https://publications.waset.org/abstracts/search?q=%E2%80%98LEADER%E2%80%99%20qualities" title=" ‘LEADER’ qualities"> ‘LEADER’ qualities</a>, <a href="https://publications.waset.org/abstracts/search?q=school%20leadership" title=" school leadership"> school leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=future-ready%20leaders" title=" future-ready leaders"> future-ready leaders</a>, <a href="https://publications.waset.org/abstracts/search?q=future-ready%20learners" title=" future-ready learners"> future-ready learners</a> </p> <a href="https://publications.waset.org/abstracts/166791/challenges-beyond-the-singapore-future-ready-school-leader-qualities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/166791.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">72</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">328</span> How Does Paradoxical Leadership Enhance Organizational Success?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Wageeh%20A.%20Nafei">Wageeh A. Nafei</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper explores the role of Paradoxical Leadership (PL) in enhancing Organizational Success (OS) at private hospitals in Egypt. Based on the collected data from employees in private hospitals (doctors, nursing staff, and administrative staff). The researcher has adopted a sampling method to collect data for the study. The appropriate statistical methods, such as Alpha Correlation Coefficient (ACC), Confirmatory Factor Analysis (CFA), and Multiple Regression Analysis (MRA), are used to analyze the data and test the hypotheses. The research has reached a number of results, the most important of which are (1) there is a statistical relationship between the independent variable represented by PL and the dependent variable represented by Organizational Success (OS). The paradoxical leader encourages employees to express their opinions and builds a work environment characterized by flexibility and independence. Also, the paradoxical leader works to support specialized work teams, which leads to the creation of new ideas, on the one hand, and contributes to the achievement of outstanding performance on the other hand. (2) the mentality of the paradoxical leader is flexible and capable of absorbing all suggestions from all employees. Also, the paradoxical leader is interested in enhancing cooperation among them and provides an opportunity to transfer experience and increase knowledge-sharing. Also, the sharing of knowledge creates the necessary diversity that helps the organization to obtain rich external information and enables the organization to deal with a rapidly changing environment. (3) The PL approach helps in facing the paradoxical demands of employees. A paradoxical leader plays an important role in reducing the feeling of instability in the work environment and lack of job security, reducing negative feelings for employees, restoring balance in the work environment, improving the well-being of employees, and increasing the degree of job satisfaction of employees in the organization. The study referred to a number of recommendations, the most important of which are (1) the leaders of the organizations must listen to the views of employees and their needs and move away from the official method of control. The leader should give sufficient freedom to employees to participate in decision-making and maintain enough space among them. The treatment between the leaders and employees must be based on friendliness, (2) the need for organizational leaders to pay attention to sharing knowledge among employees through training courses. The leader should make sure that every information provided by the employee is valuable and useful, which can be used to solve a problem that may face his/her colleagues at work, (3) the need for organizational leaders to pay attention to sharing knowledge among employees through brainstorming sessions. The leader should ensure that employees obtain knowledge from their colleagues and share ideas and information among them. This is in addition to motivating employees to complete their work in a new creative way, which leads to employees’ not feeling bored of repeating the same routine procedures in the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=paradoxical%20leadership" title="paradoxical leadership">paradoxical leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20success" title=" organizational success"> organizational success</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resourece" title=" human resourece"> human resourece</a>, <a href="https://publications.waset.org/abstracts/search?q=management" title=" management"> management</a> </p> <a href="https://publications.waset.org/abstracts/178876/how-does-paradoxical-leadership-enhance-organizational-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/178876.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">58</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">327</span> Leader Self-sacrifice in Sports Organizations</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Stefano%20Ruggieri">Stefano Ruggieri</a>, <a href="https://publications.waset.org/abstracts/search?q=Rubinia%20C.%20Bonfanti"> Rubinia C. Bonfanti</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Research on leadership in sports organizations has proved extremely fruitful in recent decades, favoring the growing and diffusion of figures such as mental coaches, trainers, etc. Recent scholarly attention on organizations has been directed towards the phenomenon of leader self-sacrifice, wherein leaders who display such behavior are perceived by their followers as more effective, charismatic, and legitimate compared to those who prioritize self-interest. This growing interest reflects the importance of leaders who prioritize the collective welfare over personal gain, as they inspire greater loyalty, trust, and dedication among their followers, ultimately fostering a more cohesive and high-performing team environment. However, there is limited literature on the mechanisms through which self-sacrifice influences both group dynamics (such as cohesion and team identification) and individual factors (such as self-competence). The aim of the study is to analyze the impact of the leader self-sacrifice on cohesion, team identification and self-competence. Team identification is a crucial determinant of individual identity, delineated by the extent to which a team member aligns with a specific organizational team rather than broader social collectives. This association motivates members to synchronize their actions with the collective interests of the group, thereby fostering cohesion among its constituents, and cultivating a shared sense of purpose and unity within the team. In the domain of team sports, particularly soccer and water polo, two studies involving 447 participants (men = 238, women = 209) between 22 and 35 years old (M = 26.36, SD = 5.51) were conducted. The first study employed a correlational methodology to investigate the predictive capacity of self-sacrifice on cohesion, team identification, self-efficacy, and self-competence. The second study utilized an experimental design to explore the relationship between team identification and self-sacrifice. Together, these studies provided comprehensive insights into the multifaceted nature of leader self-sacrifice and its profound implications for group cohesion and individual well-being within organizational settings. The findings underscored the pivotal role of leader self-sacrifice in not only fostering stronger bonds among team members but also in enhancing critical facets of group dynamics, ultimately contributing to the overall effectiveness and success of the team. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=cohesion" title="cohesion">cohesion</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership" title=" leadership"> leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=self-sacrifice" title=" self-sacrifice"> self-sacrifice</a>, <a href="https://publications.waset.org/abstracts/search?q=sports%20organizations" title=" sports organizations"> sports organizations</a>, <a href="https://publications.waset.org/abstracts/search?q=team-identification" title=" team-identification"> team-identification</a> </p> <a href="https://publications.waset.org/abstracts/185224/leader-self-sacrifice-in-sports-organizations" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/185224.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">44</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">326</span> Community Participation for Sustainable Development Tourism in Bang Noi Floating Market, Bangkonti District, Samutsongkhram Province</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Bua%20Srikos">Bua Srikos</a>, <a href="https://publications.waset.org/abstracts/search?q=Phusit%20Phukamchanoad"> Phusit Phukamchanoad</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose is to study the model and characteristic of participation of the suitable community to lead to develop permanent water marketing in Bang Noi Floating Market, Bangkonti District, Samutsongkhram Province. A total of 342 survey questionnaires were administered to potential respondents. The researchers interviewed the leader of the community. Appreciation Influence Control (AIC) was used to talk with 20 villagers on arena. The findings revealed that overall, most people had the middle level of the participation in developing the durable Bang Noi Floating Market, Bangkonti, Samutsongkhram Province and in aspects of gaining benefits from developing it with atmosphere and a beautiful view for tourism. For example, the landscape is beautiful with public utilities. The participation in preserving and developing Bang Noi Floating Market remains in the former way of life. The basic factor of person affects to the participation of people such as age, level of education, career, and income per month. Most participants are the original hosts that have houses and shops located in the marketing and neighbor. These people involve with the benefits and have the power to make a water marketing strategy, the major role to set the information database. It also found that the leader and the villagers play the important role in setting a five-physical database. Data include level of information such as position of village, territory of village, road, river, and premises. Information of culture consists of a two-level of information, interesting point, and Itinerary. The information occurs from presenting and practicing by the leader and villagers in the community.All of phases are presented for listening and investigating database together in both the leader and villagers in the process of participation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=participation" title="participation">participation</a>, <a href="https://publications.waset.org/abstracts/search?q=community" title=" community"> community</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20development" title=" sustainable development"> sustainable development</a>, <a href="https://publications.waset.org/abstracts/search?q=encouragement" title=" encouragement"> encouragement</a>, <a href="https://publications.waset.org/abstracts/search?q=tourism" title=" tourism"> tourism</a> </p> <a href="https://publications.waset.org/abstracts/11823/community-participation-for-sustainable-development-tourism-in-bang-noi-floating-market-bangkonti-district-samutsongkhram-province" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/11823.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">347</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">325</span> Becoming a Warrior: Conspiracy, Dramaturgy, and Follower Charisma on the Far Right</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anthony%20Albanese">Anthony Albanese</a> </p> <p class="card-text"><strong>Abstract:</strong></p> While much of the literature concerning Max Weber’s concept of charisma has addressed the importance of the follower’s recognition of and devotion to the charismatic leader, very little has been said about the processes that lead to the development of follower charisma. This article examines this largely overlooked aspect of the concept, as doing so (1) exacts the dynamics behind charisma’s transferability by moving beyond follower-centric models that focus on the recognition of the leader and toward one that emphasizes the follower’s generation and exhibition of charisma, (2) bridges a crucial gap between the rather wanting “losers of modernization” thesis and the social actor’s proclivity to produce stories and self-cast in said stories, (3) presents authoritarian dispositions as a reaction to the weakening effects everydayness have on charisma, and (4) complicates Weber’s formulation by reassessing the role of continually demonstrable mastery. To illustrate these dynamics, one should turn to the January 6th Capitol attack in the United States. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=max%20weber" title="max weber">max weber</a>, <a href="https://publications.waset.org/abstracts/search?q=extremism" title=" extremism"> extremism</a>, <a href="https://publications.waset.org/abstracts/search?q=right-wing%20populism" title=" right-wing populism"> right-wing populism</a>, <a href="https://publications.waset.org/abstracts/search?q=charisma" title=" charisma"> charisma</a> </p> <a href="https://publications.waset.org/abstracts/162619/becoming-a-warrior-conspiracy-dramaturgy-and-follower-charisma-on-the-far-right" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/162619.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge 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