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overflow: hidden; text-overflow: ellipsis; -webkit-line-clamp: 3; -webkit-box-orient: vertical; }</style><div class="col-xs-12 clearfix"><div class="u-floatLeft"><h1 class="PageHeader-title u-m0x u-fs30">Transformational Leadership</h1><div class="u-tcGrayDark">54,430 Followers</div><div class="u-tcGrayDark u-mt2x">Recent papers in <b>Transformational Leadership</b></div></div></div></div></div></div><div class="TabbedNavigation"><div class="container"><div class="row"><div class="col-xs-12 clearfix"><ul class="nav u-m0x u-p0x list-inline u-displayFlex"><li class="active"><a href="https://www.academia.edu/Documents/in/Transformational_Leadership">Top Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Transformational_Leadership/MostCited">Most Cited Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Transformational_Leadership/MostDownloaded">Most Downloaded Papers</a></li><li><a href="https://www.academia.edu/Documents/in/Transformational_Leadership/MostRecent">Newest Papers</a></li><li><a class="" href="https://www.academia.edu/People/Transformational_Leadership">People</a></li></ul></div><style type="text/css">ul.nav{flex-direction:row}@media(max-width: 567px){ul.nav{flex-direction:column}.TabbedNavigation li{max-width:100%}.TabbedNavigation li.active{background-color:var(--background-grey, #dddde2)}.TabbedNavigation li.active:before,.TabbedNavigation li.active:after{display:none}}</style></div></div></div><div class="container"><div class="row"><div class="col-xs-12"><div class="u-displayFlex"><div class="u-flexGrow1"><div class="works"><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34991938" data-work_id="34991938" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34991938/The_Untapped_Power_of_Imagination_in_the_Workplace">The Untapped Power of Imagination in the Workplace</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Every life – and every organization – is mythic territory. I believe that breakthrough thinking cannot be taught; it can only be learned through experience. In order to create that learning experience we delve into myth, and archetypal... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34991938" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Every life – and every organization – is mythic territory. I believe that breakthrough thinking cannot be taught; it can only be learned through experience. In order to create that learning experience we delve into myth, and archetypal psychology, the branch of psychology whose field of attention is image, images that spark the imagination and ignite the soul to find out what really works. Every corporate story begins with an idea that becomes an expanded and shared vision. Before that vision is well shared, much less completely implemented, the organization must pass through a developmental process that is similar to all human development. Along the road to success, many organizations lose awareness of foundational stories that contain fundamental operating principles, flounder in direction, lose market share, and disempower their brain trust. A mission statement that remains on a wall has no substance. It informs the reader of what is claimed. For a mission statement to be meaningful, it must come from a working belief, a mythos. In these pages I will use an archetype of transformation: the Hero's Journey, initially described by mythologist Joseph Campbell (1968), as a working map, a tool for transformation in the corporate environment. Myths are not just told; they are felt as they resonate throughout the body as well as the heart and mind. This is for the social architects, the collaborative chemists, and the inspira-tional dreamers who believe that they can indeed, change the world.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34991938" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="3407a672ff7a2b2574301e5bb1bf1b97" rel="nofollow" data-download="{"attachment_id":54856768,"asset_id":34991938,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54856768/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1265878" href="https://humbercollege.academia.edu/GingerGrant">Ginger Grant</a><script data-card-contents-for-user="1265878" type="text/json">{"id":1265878,"first_name":"Ginger","last_name":"Grant","domain_name":"humbercollege","page_name":"GingerGrant","display_name":"Ginger Grant","profile_url":"https://humbercollege.academia.edu/GingerGrant?f_ri=9401","photo":"https://0.academia-photos.com/1265878/464242/33932368/s65_ginger.grant.jpg"}</script></span></span></li><li class="js-paper-rank-work_34991938 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34991938"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34991938, container: ".js-paper-rank-work_34991938", }); });</script></li><li class="js-percentile-work_34991938 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 34991938; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_34991938"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_34991938 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="34991938"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 34991938; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=34991938]").text(description); $(".js-view-count-work_34991938").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34991938").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34991938"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1324" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2919" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Culture">Organizational Culture</a>, <script data-card-contents-for-ri="2919" type="text/json">{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9127" rel="nofollow" href="https://www.academia.edu/Documents/in/Change_Management">Change Management</a>, <script data-card-contents-for-ri="9127" type="text/json">{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34991938]'), work: {"id":34991938,"title":"The Untapped Power of Imagination in the Workplace","created_at":"2017-10-29T14:15:44.544-07:00","url":"https://www.academia.edu/34991938/The_Untapped_Power_of_Imagination_in_the_Workplace?f_ri=9401","dom_id":"work_34991938","summary":"Every life – and every organization – is mythic territory. I believe that breakthrough thinking cannot be taught; it can only be learned through experience. In order to create that learning experience we delve into myth, and archetypal psychology, the branch of psychology whose field of attention is image, images that spark the imagination and ignite the soul to find out what really works. Every corporate story begins with an idea that becomes an expanded and shared vision. Before that vision is well shared, much less completely implemented, the organization must pass through a developmental process that is similar to all human development. Along the road to success, many organizations lose awareness of foundational stories that contain fundamental operating principles, flounder in direction, lose market share, and disempower their brain trust. A mission statement that remains on a wall has no substance. It informs the reader of what is claimed. For a mission statement to be meaningful, it must come from a working belief, a mythos. In these pages I will use an archetype of transformation: the Hero's Journey, initially described by mythologist Joseph Campbell (1968), as a working map, a tool for transformation in the corporate environment. Myths are not just told; they are felt as they resonate throughout the body as well as the heart and mind. This is for the social architects, the collaborative chemists, and the inspira-tional dreamers who believe that they can indeed, change the world.","downloadable_attachments":[{"id":54856768,"asset_id":34991938,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1265878,"first_name":"Ginger","last_name":"Grant","domain_name":"humbercollege","page_name":"GingerGrant","display_name":"Ginger Grant","profile_url":"https://humbercollege.academia.edu/GingerGrant?f_ri=9401","photo":"https://0.academia-photos.com/1265878/464242/33932368/s65_ginger.grant.jpg"}],"research_interests":[{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=9401","nofollow":true},{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=9401","nofollow":true},{"id":9127,"name":"Change Management","url":"https://www.academia.edu/Documents/in/Change_Management?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":42465,"name":"Organizational Development","url":"https://www.academia.edu/Documents/in/Organizational_Development?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_54638167" data-work_id="54638167" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/54638167/How_and_when_do_leaders_influence_employees_well_being_Moderated_mediation_models_for_job_demands_and_resources">How and when do leaders influence employees’ well-being? Moderated mediation models for job demands and resources</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_54638167" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R&D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/54638167" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="eda21f2ac1add1bbb60d5282397542c0" rel="nofollow" data-download="{"attachment_id":70907059,"asset_id":54638167,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/70907059/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="4795445" href="https://ub.academia.edu/RitaBerger">Rita Berger</a><script data-card-contents-for-user="4795445" type="text/json">{"id":4795445,"first_name":"Rita","last_name":"Berger","domain_name":"ub","page_name":"RitaBerger","display_name":"Rita Berger","profile_url":"https://ub.academia.edu/RitaBerger?f_ri=9401","photo":"https://0.academia-photos.com/4795445/21588948/20937906/s65_rita.berger.png"}</script></span></span></li><li class="js-paper-rank-work_54638167 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="54638167"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 54638167, container: ".js-paper-rank-work_54638167", }); 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$(".js-view-count[data-work-id=54638167]").text(description); $(".js-view-count-work_54638167").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_54638167").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="54638167"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">9</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="102693" rel="nofollow" href="https://www.academia.edu/Documents/in/Employee_Well-Being">Employee Well-Being</a>, <script data-card-contents-for-ri="102693" type="text/json">{"id":102693,"name":"Employee Well-Being","url":"https://www.academia.edu/Documents/in/Employee_Well-Being?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="842348" rel="nofollow" href="https://www.academia.edu/Documents/in/Role_Ambiguity">Role Ambiguity</a><script data-card-contents-for-ri="842348" type="text/json">{"id":842348,"name":"Role Ambiguity","url":"https://www.academia.edu/Documents/in/Role_Ambiguity?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=54638167]'), work: {"id":54638167,"title":"How and when do leaders influence employees’ well-being? Moderated mediation models for job demands and resources","created_at":"2021-10-01T08:41:43.348-07:00","url":"https://www.academia.edu/54638167/How_and_when_do_leaders_influence_employees_well_being_Moderated_mediation_models_for_job_demands_and_resources?f_ri=9401","dom_id":"work_54638167","summary":"Following the call of recent reviews on leadership and well-being, the purpose of this study is to examine how and when two contrasting leadership styles, transformational leadership (TFL) and passive-avoidant leadership (PAL), are related to employees' anxiety and thereby either promote or inhibit employees' well-being. Using the prominent job demands-resources (JD-R) model as a theoretical framework, we propose that the relationship between leadership behavior and anxiety is mediated by organizational job demands, namely, role ambiguity (RA), and job resources, namely, team climate for learning (TCL), as well as moderated by autonomy as important job characteristic. A sample of 501 knowledge workers, working in teams in a German research and development (R\u0026D) organization, answered an online survey. We tested moderated multiple mediation models using structural equation modeling (SEM). Results demonstrated that the relationships between TFL as well as PAL on the one hand and anxiety on the other hand were fully mediated by RA and TCL. Job autonomy moderated the quality of the leadership-job demand relationship for TFL and PAL. This paper contributes to understanding the complex relationship between leadership and followers' well-being taking into account a combination of mediating and moderating job demands and resources. This is the first study that examines the effects of TFL and PAL on well-being taking into account the job demand RA and team processes and autonomy as resources.","downloadable_attachments":[{"id":70907059,"asset_id":54638167,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":4795445,"first_name":"Rita","last_name":"Berger","domain_name":"ub","page_name":"RitaBerger","display_name":"Rita Berger","profile_url":"https://ub.academia.edu/RitaBerger?f_ri=9401","photo":"https://0.academia-photos.com/4795445/21588948/20937906/s65_rita.berger.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":102693,"name":"Employee Well-Being","url":"https://www.academia.edu/Documents/in/Employee_Well-Being?f_ri=9401","nofollow":true},{"id":842348,"name":"Role Ambiguity","url":"https://www.academia.edu/Documents/in/Role_Ambiguity?f_ri=9401","nofollow":true},{"id":991487,"name":"Employee Stress and Well Being","url":"https://www.academia.edu/Documents/in/Employee_Stress_and_Well_Being?f_ri=9401"},{"id":1301479,"name":"Job Autonomy","url":"https://www.academia.edu/Documents/in/Job_Autonomy?f_ri=9401"},{"id":2498386,"name":"Frontiers in Psychology","url":"https://www.academia.edu/Documents/in/Frontiers_in_Psychology?f_ri=9401"},{"id":3487571,"name":"Passive-avoidant leadership","url":"https://www.academia.edu/Documents/in/Passive-avoidant_leadership?f_ri=9401"},{"id":3487573,"name":"Team climate for learning","url":"https://www.academia.edu/Documents/in/Team_climate_for_learning?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24147259" data-work_id="24147259" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24147259/Effect_of_Psychological_Empowerment_and_Transformational_Leadership_on_Organizational_Commitment">Effect of Psychological Empowerment and Transformational Leadership on Organizational Commitment</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">According to recent literature that relates to organizational leadership, transformational leadership consists of three important elements: idealized influence, individual consideration, and intellectual stimulation. Extant studies in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24147259" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">According to recent literature that relates to organizational leadership, transformational leadership consists of three important elements: idealized influence, individual consideration, and intellectual stimulation. Extant studies in this area highlighted that the ability of the leaders in implementing these transformational processes (to execute organizational functions) may have a significant impact on individual outcome especially organizational commitment. Although this relationship has been studied, the mediating role of psychological empowerment has taken a less prominent part in organizational leadership model. The purpose of this paper is to examine the influence of psychological empowerment in the relationship between transformational leadership and organizational commitment. A survey method was employed to gather data from employees who worked at a foreign manufacturing company in free trade zone, Malaysia. Results of SmartPLS path model analysis confirm that psychological empowerment does act as an important mediating variable in the relationship between transformational leadership and organizational commitment in the studied organizations. In the succeeding sections, discussion, implications and conclusion are elaborated. Dampak Pemberdayaan Psikologis dan Kepemimpinan Transformasional terhadap Komitmen Organisasi Abstrak Berdasarkan kajian yang sudah ada yang berkaitan dengan kepemimpinan dalam berorganisasi, kepemimpinan transformasional terdiri dari tiga unsur yang penting: pengaruh ideal, pertimbangan individual dan stimulasi intelektual. Penelitian yang sudah ada fokus dalam kemampuan para pemimpin untuk benar-benar menerapkan proses transformasional dalam melaksanakan fungsi-fungsi organisasi yang mungkin memiliki dampak yang signifikan pada aspek psikologis individu terutama dalam komitmen berorganisasi. Meskipun hubungan ini telah dipelajari, peran mediasi pemberdayaan psikologis kurang ditekankan dalam model kepemimpinan berorganisasi. Tujuan dari makalah ini adalah untuk menguji pengaruh pemberdayaan psikologis dalam hubungan antara kepemimpinan transformational dan komitmen berorganisasi. Metode survei digunakan untuk mengumpulkan data dari karyawan yang bekerja di sebuah perusahaan manufaktur asing di zona perdagangan bebas, Malaysia. Hasil analisis model jalur SmartPLS mengkonfirmasi bahwa pemberdayaan psikologis bertindak sebagai variabel mediasi penting dalam hubungan antara kepemimpinan transformasional dan komitmen organisasi dalam organisasi yang dikaji. Selanjutnya, diskusi, implikasi dan kesimpulan akan turut dijelaskan.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24147259" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="a61db5d49874410b98ca8b670d002847" rel="nofollow" data-download="{"attachment_id":44499521,"asset_id":24147259,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/44499521/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="46571066" href="https://independent.academia.edu/NurshahiraIbrahim1">Nurshahira Ibrahim</a><script data-card-contents-for-user="46571066" type="text/json">{"id":46571066,"first_name":"Nurshahira","last_name":"Ibrahim","domain_name":"independent","page_name":"NurshahiraIbrahim1","display_name":"Nurshahira Ibrahim","profile_url":"https://independent.academia.edu/NurshahiraIbrahim1?f_ri=9401","photo":"https://0.academia-photos.com/46571066/12314423/13710101/s65_nurshahira.ibrahim.jpg_oh_4a7c63d0a5114f435c94c1f98858737c_oe_577481e6"}</script></span></span></li><li class="js-paper-rank-work_24147259 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24147259"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24147259, container: ".js-paper-rank-work_24147259", }); });</script></li><li class="js-percentile-work_24147259 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 24147259; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_24147259"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_24147259 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="24147259"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 24147259; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=24147259]").text(description); $(".js-view-count-work_24147259").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_24147259").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24147259"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i></div><span class="InlineList-item-text u-textTruncate u-pl6x"><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (false) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24147259]'), work: {"id":24147259,"title":"Effect of Psychological Empowerment and Transformational Leadership on Organizational Commitment","created_at":"2016-04-07T00:39:31.492-07:00","url":"https://www.academia.edu/24147259/Effect_of_Psychological_Empowerment_and_Transformational_Leadership_on_Organizational_Commitment?f_ri=9401","dom_id":"work_24147259","summary":"According to recent literature that relates to organizational leadership, transformational leadership consists of three important elements: idealized influence, individual consideration, and intellectual stimulation. Extant studies in this area highlighted that the ability of the leaders in implementing these transformational processes (to execute organizational functions) may have a significant impact on individual outcome especially organizational commitment. Although this relationship has been studied, the mediating role of psychological empowerment has taken a less prominent part in organizational leadership model. The purpose of this paper is to examine the influence of psychological empowerment in the relationship between transformational leadership and organizational commitment. A survey method was employed to gather data from employees who worked at a foreign manufacturing company in free trade zone, Malaysia. Results of SmartPLS path model analysis confirm that psychological empowerment does act as an important mediating variable in the relationship between transformational leadership and organizational commitment in the studied organizations. In the succeeding sections, discussion, implications and conclusion are elaborated. Dampak Pemberdayaan Psikologis dan Kepemimpinan Transformasional terhadap Komitmen Organisasi Abstrak Berdasarkan kajian yang sudah ada yang berkaitan dengan kepemimpinan dalam berorganisasi, kepemimpinan transformasional terdiri dari tiga unsur yang penting: pengaruh ideal, pertimbangan individual dan stimulasi intelektual. Penelitian yang sudah ada fokus dalam kemampuan para pemimpin untuk benar-benar menerapkan proses transformasional dalam melaksanakan fungsi-fungsi organisasi yang mungkin memiliki dampak yang signifikan pada aspek psikologis individu terutama dalam komitmen berorganisasi. Meskipun hubungan ini telah dipelajari, peran mediasi pemberdayaan psikologis kurang ditekankan dalam model kepemimpinan berorganisasi. Tujuan dari makalah ini adalah untuk menguji pengaruh pemberdayaan psikologis dalam hubungan antara kepemimpinan transformational dan komitmen berorganisasi. Metode survei digunakan untuk mengumpulkan data dari karyawan yang bekerja di sebuah perusahaan manufaktur asing di zona perdagangan bebas, Malaysia. Hasil analisis model jalur SmartPLS mengkonfirmasi bahwa pemberdayaan psikologis bertindak sebagai variabel mediasi penting dalam hubungan antara kepemimpinan transformasional dan komitmen organisasi dalam organisasi yang dikaji. Selanjutnya, diskusi, implikasi dan kesimpulan akan turut dijelaskan.","downloadable_attachments":[{"id":44499521,"asset_id":24147259,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":46571066,"first_name":"Nurshahira","last_name":"Ibrahim","domain_name":"independent","page_name":"NurshahiraIbrahim1","display_name":"Nurshahira Ibrahim","profile_url":"https://independent.academia.edu/NurshahiraIbrahim1?f_ri=9401","photo":"https://0.academia-photos.com/46571066/12314423/13710101/s65_nurshahira.ibrahim.jpg_oh_4a7c63d0a5114f435c94c1f98858737c_oe_577481e6"}],"research_interests":[{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30172189" data-work_id="30172189" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/30172189/Religion_and_Contemporary_Management_Moses_as_a_Model_for_Effective_Leadership">Religion and Contemporary Management: Moses as a Model for Effective Leadership</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Although few might think of Moses as a ‘leader’ in the contemporary business and political sense, Moses is not only among the most significant leaders in Western civilization but is also arguably the quintessential example of a powerful... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30172189" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Although few might think of Moses as a ‘leader’ in the contemporary business and political sense, Moses is not only among the most significant leaders in Western civilization but is also arguably the quintessential example of a powerful leader from whom much can be learned by anyone entering and occupying leadership positions. Various types of leadership approaches are considered that have been advocated by scholars over the past century. Moses’ example as described in the Bible is analyzed to assert why Moses’ approach makes for an appropriate and compelling form of leadership today.<br /><br />While present leadership and management vocabulary might differ from the Hebrew Bible, many of the notions advocated by modern leadership theorists appear to parallel major behaviors, traits, functions, experiences and actions ascribed to Moses, especially in the first five books of the Hebrew Bible. Anyone can view Moses through the lens of a particular religion, whether shared or not, and still learn considerably from the experience. One will find Moses depicted as heroic, charismatic, and certainly empathic. Yet, Moses also shows transactional, transformational and visionary leadership qualities. Hence, ‘Religion and Contemporary Management’ discerns why Moses represents such an important model of effective leadership for contemporary times.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30172189" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="7552890" href="https://gratz.academia.edu/ArthurWolak">Arthur J . Wolak</a><script data-card-contents-for-user="7552890" type="text/json">{"id":7552890,"first_name":"Arthur","last_name":"Wolak","domain_name":"gratz","page_name":"ArthurWolak","display_name":"Arthur J . Wolak","profile_url":"https://gratz.academia.edu/ArthurWolak?f_ri=9401","photo":"https://0.academia-photos.com/7552890/2738386/3190085/s65_arthur.wolak.jpg"}</script></span></span></li><li class="js-paper-rank-work_30172189 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30172189"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30172189, container: ".js-paper-rank-work_30172189", }); });</script></li><li class="js-percentile-work_30172189 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 30172189; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_30172189"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_30172189 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="30172189"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 30172189; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=30172189]").text(description); $(".js-view-count-work_30172189").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_30172189").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="30172189"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4173" rel="nofollow" href="https://www.academia.edu/Documents/in/Hebrew_Bible">Hebrew Bible</a>, <script data-card-contents-for-ri="4173" type="text/json">{"id":4173,"name":"Hebrew Bible","url":"https://www.academia.edu/Documents/in/Hebrew_Bible?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=30172189]'), work: {"id":30172189,"title":"Religion and Contemporary Management: Moses as a Model for Effective Leadership","created_at":"2016-11-30T00:55:23.845-08:00","url":"https://www.academia.edu/30172189/Religion_and_Contemporary_Management_Moses_as_a_Model_for_Effective_Leadership?f_ri=9401","dom_id":"work_30172189","summary":"Although few might think of Moses as a ‘leader’ in the contemporary business and political sense, Moses is not only among the most significant leaders in Western civilization but is also arguably the quintessential example of a powerful leader from whom much can be learned by anyone entering and occupying leadership positions. Various types of leadership approaches are considered that have been advocated by scholars over the past century. Moses’ example as described in the Bible is analyzed to assert why Moses’ approach makes for an appropriate and compelling form of leadership today.\n\nWhile present leadership and management vocabulary might differ from the Hebrew Bible, many of the notions advocated by modern leadership theorists appear to parallel major behaviors, traits, functions, experiences and actions ascribed to Moses, especially in the first five books of the Hebrew Bible. Anyone can view Moses through the lens of a particular religion, whether shared or not, and still learn considerably from the experience. One will find Moses depicted as heroic, charismatic, and certainly empathic. Yet, Moses also shows transactional, transformational and visionary leadership qualities. Hence, ‘Religion and Contemporary Management’ discerns why Moses represents such an important model of effective leadership for contemporary times.","downloadable_attachments":[],"ordered_authors":[{"id":7552890,"first_name":"Arthur","last_name":"Wolak","domain_name":"gratz","page_name":"ArthurWolak","display_name":"Arthur J . Wolak","profile_url":"https://gratz.academia.edu/ArthurWolak?f_ri=9401","photo":"https://0.academia-photos.com/7552890/2738386/3190085/s65_arthur.wolak.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":4173,"name":"Hebrew Bible","url":"https://www.academia.edu/Documents/in/Hebrew_Bible?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=9401"},{"id":164587,"name":"Moses","url":"https://www.academia.edu/Documents/in/Moses?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_28374298" data-work_id="28374298" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/28374298/Lean_Six_Sigma_Executive_Overview_Case_Study_Templates">Lean Six Sigma Executive Overview (Case Study) Templates</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_28374298" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">ABSTRACT Lean Six Sigma Executive Overview (Case Study) Templates are a guide to Lean Six Sigma Green Belt, Lean Six Sigma Black Belt, and Lean Six Sigma Master Black Belt Projects. Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. Steven Bonacorsi, Lean Six Sigma Master Black Belt.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/28374298" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="23299733" href="https://independent.academia.edu/StevenBonacorsi">Steven Bonacorsi</a><script data-card-contents-for-user="23299733" type="text/json">{"id":23299733,"first_name":"Steven","last_name":"Bonacorsi","domain_name":"independent","page_name":"StevenBonacorsi","display_name":"Steven Bonacorsi","profile_url":"https://independent.academia.edu/StevenBonacorsi?f_ri=9401","photo":"https://0.academia-photos.com/23299733/6329649/7163307/s65_steven.bonacorsi.jpg"}</script></span></span></li><li class="js-paper-rank-work_28374298 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="28374298"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 28374298, container: ".js-paper-rank-work_28374298", }); 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Lean Six Sigma Practitioners use the DMAIC (Define, Measure, Analyze, Improve, and Control) Phases. The Lean Six Sigma Executive Overview (Case Study) include the most common tools used in the DMAIC Phases. There are Backup Slides that include the tools and templates of Optional or less often tools. There are guidelines in the notes section. These templates are used to document Lean Six Sigma Projects as they are executed. I wish you well on your projects. 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Bass is Distinguished Profes-sor of Management and director of the Center for Leadership Studies at the State University of New York at Binghamton. He has held faculty positions at the Univer-sity of Rochester, the University... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_66279465" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Bernard M. Bass is Distinguished Profes-sor of Management and director of the Center for Leadership Studies at the State University of New York at Binghamton. He has held faculty positions at the Univer-sity of Rochester, the University of Pitts-burgh, the University of California at ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/66279465" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="f21d1a1b5a4b10b1b9415bcfab0d9813" rel="nofollow" data-download="{"attachment_id":77533872,"asset_id":66279465,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/77533872/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="131927380" href="https://independent.academia.edu/NayyarAbbas22">Nayyar Abbas</a><script data-card-contents-for-user="131927380" type="text/json">{"id":131927380,"first_name":"Nayyar","last_name":"Abbas","domain_name":"independent","page_name":"NayyarAbbas22","display_name":"Nayyar Abbas","profile_url":"https://independent.academia.edu/NayyarAbbas22?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_66279465 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="66279465"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 66279465, container: ".js-paper-rank-work_66279465", }); 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Bass is Distinguished Profes-sor of Management and director of the Center for Leadership Studies at the State University of New York at Binghamton. He has held faculty positions at the Univer-sity of Rochester, the University of Pitts-burgh, the University of California at ...","downloadable_attachments":[{"id":77533872,"asset_id":66279465,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":131927380,"first_name":"Nayyar","last_name":"Abbas","domain_name":"independent","page_name":"NayyarAbbas22","display_name":"Nayyar Abbas","profile_url":"https://independent.academia.edu/NayyarAbbas22?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=9401","nofollow":true},{"id":285280,"name":"Organizational Dynamics","url":"https://www.academia.edu/Documents/in/Organizational_Dynamics?f_ri=9401","nofollow":true},{"id":1987340,"name":"Aas","url":"https://www.academia.edu/Documents/in/Aas?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_30623582" data-work_id="30623582" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/30623582/Authentic_Leadership_Development_and_Validation_of_a_Theory_Based_Measure_">Authentic Leadership: Development and Validation of a Theory-Based Measure </a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_30623582" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study developed and tested a theory-based measure of authentic leadership using five separate samples obtained from China, Kenya, and the United States. Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important workrelated attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/30623582" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="76bb6e28cbd692f9147c28a917672fcb" rel="nofollow" data-download="{"attachment_id":51071982,"asset_id":30623582,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51071982/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6296578" href="https://independent.academia.edu/TaraWernsing">Tara Wernsing</a><script data-card-contents-for-user="6296578" type="text/json">{"id":6296578,"first_name":"Tara","last_name":"Wernsing","domain_name":"independent","page_name":"TaraWernsing","display_name":"Tara Wernsing","profile_url":"https://independent.academia.edu/TaraWernsing?f_ri=9401","photo":"https://0.academia-photos.com/6296578/2660143/3096773/s65_tara.wernsing.jpg"}</script></span></span></li><li class="js-paper-rank-work_30623582 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="30623582"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 30623582, container: ".js-paper-rank-work_30623582", }); 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Confirmatory factor analyses supported a higher order, multidimensional model of the authentic leadership construct (the Authentic Leadership Questionnaire [ALQ]) comprising leader self-awareness, relational transparency, internalized moral perspective, and balanced processing. Structural equation modeling (SEM) demonstrated the predictive validity for the ALQ measure for important workrelated attitudes and behaviors, beyond what ethical and transformational leadership offered. Finally, results revealed a positive relationship between authentic leadership and supervisor-rated performance. Implications for research and practice are discussed.","downloadable_attachments":[{"id":51071982,"asset_id":30623582,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6296578,"first_name":"Tara","last_name":"Wernsing","domain_name":"independent","page_name":"TaraWernsing","display_name":"Tara Wernsing","profile_url":"https://independent.academia.edu/TaraWernsing?f_ri=9401","photo":"https://0.academia-photos.com/6296578/2660143/3096773/s65_tara.wernsing.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true},{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=9401","nofollow":true},{"id":49247,"name":"Higher Order Thinking","url":"https://www.academia.edu/Documents/in/Higher_Order_Thinking?f_ri=9401"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=9401"},{"id":98134,"name":"United States","url":"https://www.academia.edu/Documents/in/United_States?f_ri=9401"},{"id":104433,"name":"Predictive Validity","url":"https://www.academia.edu/Documents/in/Predictive_Validity?f_ri=9401"},{"id":104434,"name":"Construct Validity","url":"https://www.academia.edu/Documents/in/Construct_Validity?f_ri=9401"},{"id":214510,"name":"Structural Equation Model","url":"https://www.academia.edu/Documents/in/Structural_Equation_Model?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_68538855" data-work_id="68538855" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/68538855/The_Mediating_Effect_of_Perceived_Stress_on_Transformational_and_Passive_Avoidant_Leadership_Commitment_Linkages">The Mediating Effect of Perceived Stress on Transformational and Passive-Avoidant, Leadership-Commitment Linkages</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees' affective, normative, and continuance commitment to the organization. While... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_68538855" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The current study tests an integrative model that considers the plausible effects of transformational and passive-avoidant leadership styles on employees' affective, normative, and continuance commitment to the organization. While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey's electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/68538855" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0b59f0133d12827a88beac0a3956dfa0" rel="nofollow" data-download="{"attachment_id":78978465,"asset_id":68538855,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/78978465/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="47198254" href="https://independent.academia.edu/OTayfur">O. 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While leadership styles are treated as predictors of commitment, perceived stress is treated as a mediating factor in understanding the underlying mechanism of commitment. Data were collected from 232 white and blue-collar employees working at regional divisions of a privatized organization, monitoring Turkey's electricity distribution services. The hypothesized mediation model was tested using structural equation modeling. Using the bootstrapping method, the indirect effects of both transformational leadership and passive-avoidant leadership on affective and normative commitment via perceived stress were found to be significant. However, contrary to the expectations, the mediating effects of perceived stress were found to be insignificant for relations between transformational leadership and continuance commitment and between passive-avoidant leadership and continuance commitment. The overall results suggest that employees tend to feel less tension and stress and thus ultimately become more affectively and normatively committed to the organizations when the supervisors exhibit transformational leadership behaviors. Passive-avoidant leadership behaviors, on the other hand, act as distal predictors of affective and normative commitment via perceived stress. By enacting passively and showing ignorance to subordinates' needs, passive leaders seem to intensify workplace stressors for followers.","downloadable_attachments":[{"id":78978465,"asset_id":68538855,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":47198254,"first_name":"O.","last_name":"Tayfur","domain_name":"independent","page_name":"OTayfur","display_name":"O. Tayfur","profile_url":"https://independent.academia.edu/OTayfur?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":9729,"name":"Stress","url":"https://www.academia.edu/Documents/in/Stress?f_ri=9401","nofollow":true},{"id":10431,"name":"Organizational Leadership","url":"https://www.academia.edu/Documents/in/Organizational_Leadership?f_ri=9401","nofollow":true},{"id":85466,"name":"Commitment","url":"https://www.academia.edu/Documents/in/Commitment?f_ri=9401","nofollow":true},{"id":3487571,"name":"Passive-avoidant leadership","url":"https://www.academia.edu/Documents/in/Passive-avoidant_leadership?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_3609247" data-work_id="3609247" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/3609247/Managing_Complexity_in_Project_Teams_Thesis_Abstract_and_Chapters">Managing Complexity in Project Teams - Thesis Abstract and Chapters</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects.... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_3609247" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects. These challenges require a non-linear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/3609247" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="fd51698619a23449d31f8479e3ebfd43" rel="nofollow" data-download="{"attachment_id":31302695,"asset_id":3609247,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/31302695/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1007930" href="https://independent.academia.edu/DimitrisAntoniadis3">Dimitris Antoniadis</a><script data-card-contents-for-user="1007930" type="text/json">{"id":1007930,"first_name":"Dimitris","last_name":"Antoniadis","domain_name":"independent","page_name":"DimitrisAntoniadis3","display_name":"Dimitris Antoniadis","profile_url":"https://independent.academia.edu/DimitrisAntoniadis3?f_ri=9401","photo":"https://0.academia-photos.com/1007930/356689/429533/s65_dimitris.antoniadis.jpg"}</script></span></span></li><li class="js-paper-rank-work_3609247 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="3609247"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 3609247, container: ".js-paper-rank-work_3609247", }); });</script></li><li class="js-percentile-work_3609247 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 3609247; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_3609247"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_3609247 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="3609247"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 3609247; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=3609247]").text(description); $(".js-view-count-work_3609247").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_3609247").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="3609247"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">27</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="851" rel="nofollow" href="https://www.academia.edu/Documents/in/Complex_Systems_Science">Complex Systems Science</a>, <script data-card-contents-for-ri="851" type="text/json">{"id":851,"name":"Complex Systems Science","url":"https://www.academia.edu/Documents/in/Complex_Systems_Science?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1324" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2074" rel="nofollow" href="https://www.academia.edu/Documents/in/International_Business">International Business</a>, <script data-card-contents-for-ri="2074" type="text/json">{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2277" rel="nofollow" href="https://www.academia.edu/Documents/in/Project_Management">Project Management</a><script data-card-contents-for-ri="2277" type="text/json">{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=3609247]'), work: {"id":3609247,"title":"Managing Complexity in Project Teams - Thesis Abstract and Chapters","created_at":"2013-05-26T00:40:03.098-07:00","url":"https://www.academia.edu/3609247/Managing_Complexity_in_Project_Teams_Thesis_Abstract_and_Chapters?f_ri=9401","dom_id":"work_3609247","summary":"The traditional approach to the management of projects in the construction industry is constantly challenged, in particular the implementation of processes and the application of the project management knowledge base in complex projects. These challenges require a non-linear approach, a transformation from the control to the behavioural paradigm and a better understanding of how complexity in projects can be managed.","downloadable_attachments":[{"id":31302695,"asset_id":3609247,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1007930,"first_name":"Dimitris","last_name":"Antoniadis","domain_name":"independent","page_name":"DimitrisAntoniadis3","display_name":"Dimitris Antoniadis","profile_url":"https://independent.academia.edu/DimitrisAntoniadis3?f_ri=9401","photo":"https://0.academia-photos.com/1007930/356689/429533/s65_dimitris.antoniadis.jpg"}],"research_interests":[{"id":851,"name":"Complex Systems Science","url":"https://www.academia.edu/Documents/in/Complex_Systems_Science?f_ri=9401","nofollow":true},{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=9401","nofollow":true},{"id":2074,"name":"International Business","url":"https://www.academia.edu/Documents/in/International_Business?f_ri=9401","nofollow":true},{"id":2277,"name":"Project Management","url":"https://www.academia.edu/Documents/in/Project_Management?f_ri=9401","nofollow":true},{"id":2642,"name":"Levels of Selection--organization turning entities into entity at higher level selected","url":"https://www.academia.edu/Documents/in/Levels_of_Selection--organization_turning_entities_into_entity_at_higher_level_selected?f_ri=9401"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401"},{"id":3155,"name":"Complexity Theory","url":"https://www.academia.edu/Documents/in/Complexity_Theory?f_ri=9401"},{"id":3180,"name":"International Trade","url":"https://www.academia.edu/Documents/in/International_Trade?f_ri=9401"},{"id":4524,"name":"Sustainable Development","url":"https://www.academia.edu/Documents/in/Sustainable_Development?f_ri=9401"},{"id":4527,"name":"Africa","url":"https://www.academia.edu/Documents/in/Africa?f_ri=9401"},{"id":5009,"name":"Strategic Management","url":"https://www.academia.edu/Documents/in/Strategic_Management?f_ri=9401"},{"id":6842,"name":"Construction Project Management","url":"https://www.academia.edu/Documents/in/Construction_Project_Management?f_ri=9401"},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401"},{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=9401"},{"id":25027,"name":"Complexity Leadership Theory","url":"https://www.academia.edu/Documents/in/Complexity_Leadership_Theory?f_ri=9401"},{"id":31091,"name":"Complex Adaptive Systems","url":"https://www.academia.edu/Documents/in/Complex_Adaptive_Systems?f_ri=9401"},{"id":42465,"name":"Organizational Development","url":"https://www.academia.edu/Documents/in/Organizational_Development?f_ri=9401"},{"id":47760,"name":"International Management","url":"https://www.academia.edu/Documents/in/International_Management?f_ri=9401"},{"id":55620,"name":"Systems thinking, complexity science, emergence and organisational development, the application of knowledge from Quakerism to public policy to achieve social enterprise and sustainable development","url":"https://www.academia.edu/Documents/in/Systems_thinking_complexity_science_emergence_and_organisational_development_the_application_of_k?f_ri=9401"},{"id":88983,"name":"Project manager","url":"https://www.academia.edu/Documents/in/Project_manager?f_ri=9401"},{"id":120098,"name":"Construction Project Management, Property Development, Project Management and Procurement","url":"https://www.academia.edu/Documents/in/Construction_Project_Management_Property_Development_Project_Management_and_Procurement?f_ri=9401"},{"id":257755,"name":"Organisational Structure","url":"https://www.academia.edu/Documents/in/Organisational_Structure?f_ri=9401"},{"id":294033,"name":"Project teams a major factor to project sucess","url":"https://www.academia.edu/Documents/in/Project_teams_a_major_factor_to_project_sucess?f_ri=9401"},{"id":324347,"name":"Structuring of Project teams","url":"https://www.academia.edu/Documents/in/Structuring_of_Project_teams?f_ri=9401"},{"id":773829,"name":"Team Building \u0026 Participation","url":"https://www.academia.edu/Documents/in/Team_Building_and_Participation?f_ri=9401"},{"id":1007974,"name":"Project Team Effectiveness","url":"https://www.academia.edu/Documents/in/Project_Team_Effectiveness?f_ri=9401"},{"id":1007979,"name":"Leadership Roles","url":"https://www.academia.edu/Documents/in/Leadership_Roles?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9324951" data-work_id="9324951" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9324951/Employee_value_proposition">Employee value proposition</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">As the region continues to grow with local organizations expanding beyond borders and multinationals beginning to enter and expand their businesses, the battle for talent is intensifying. Some industries are already facing high attrition... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9324951" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">As the region continues to grow with local organizations expanding beyond borders and multinationals<br />beginning to enter and expand their businesses, the battle for talent is intensifying. Some industries are<br />already facing high attrition rates, while others are struggling to increase the proportion of discretionary<br />effort from their workforce. Innovation and global mega‐trends like demographic shifts, rapid<br />technological advancement, power of social media and environmental changes all point towards the<br />need for ‘agility’ in business models to accommodate the dynamism in the business ecosystem. This<br />agility can only be achieved if we have highly motivated and committed ‘agile’ workforce which is willing<br />to do more than just survival at work place – the discretionary effort.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9324951" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6172cd05f96a71a96f408beb0b7bad21" rel="nofollow" data-download="{"attachment_id":35583791,"asset_id":9324951,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/35583791/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="21530162" href="https://waldenu.academia.edu/DavidGacheru">David Gacheru</a><script data-card-contents-for-user="21530162" type="text/json">{"id":21530162,"first_name":"David","last_name":"Gacheru","domain_name":"waldenu","page_name":"DavidGacheru","display_name":"David Gacheru","profile_url":"https://waldenu.academia.edu/DavidGacheru?f_ri=9401","photo":"https://0.academia-photos.com/21530162/5918981/6720701/s65_david.gacheru.jpg"}</script></span></span></li><li class="js-paper-rank-work_9324951 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9324951"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9324951, container: ".js-paper-rank-work_9324951", }); });</script></li><li class="js-percentile-work_9324951 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 9324951; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_9324951"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_9324951 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="9324951"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 9324951; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=9324951]").text(description); $(".js-view-count-work_9324951").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9324951").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9324951"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1077" rel="nofollow" href="https://www.academia.edu/Documents/in/Educational_Leadership">Educational Leadership</a>, <script data-card-contents-for-ri="1077" type="text/json">{"id":1077,"name":"Educational Leadership","url":"https://www.academia.edu/Documents/in/Educational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="13952" rel="nofollow" href="https://www.academia.edu/Documents/in/Global_Leadership">Global Leadership</a><script data-card-contents-for-ri="13952" type="text/json">{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9324951]'), work: {"id":9324951,"title":"Employee value proposition","created_at":"2014-11-15T12:43:08.783-08:00","url":"https://www.academia.edu/9324951/Employee_value_proposition?f_ri=9401","dom_id":"work_9324951","summary":"As the region continues to grow with local organizations expanding beyond borders and multinationals\nbeginning to enter and expand their businesses, the battle for talent is intensifying. Some industries are\nalready facing high attrition rates, while others are struggling to increase the proportion of discretionary\neffort from their workforce. Innovation and global mega‐trends like demographic shifts, rapid\ntechnological advancement, power of social media and environmental changes all point towards the\nneed for ‘agility’ in business models to accommodate the dynamism in the business ecosystem. This\nagility can only be achieved if we have highly motivated and committed ‘agile’ workforce which is willing\nto do more than just survival at work place – the discretionary effort.","downloadable_attachments":[{"id":35583791,"asset_id":9324951,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":21530162,"first_name":"David","last_name":"Gacheru","domain_name":"waldenu","page_name":"DavidGacheru","display_name":"David Gacheru","profile_url":"https://waldenu.academia.edu/DavidGacheru?f_ri=9401","photo":"https://0.academia-photos.com/21530162/5918981/6720701/s65_david.gacheru.jpg"}],"research_interests":[{"id":1077,"name":"Educational Leadership","url":"https://www.academia.edu/Documents/in/Educational_Leadership?f_ri=9401","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_40512028" data-work_id="40512028" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/40512028/The_Practice_of_Transformational_Leadership_Style_in_the_Ministry_of_Labour_and_Social_Development_in_the_Kingdom_of_Bahrain">The Practice of Transformational Leadership Style in the Ministry of Labour and Social Development in the Kingdom of Bahrain</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Are managers at the Ministry of Labour and Social Development in the Kingdom of Bahrain practicing the Transformational Leadership style? Do managers with longer years of experience practice the four dimensions of transformational... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_40512028" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Are managers at the Ministry of Labour and Social Development in the Kingdom of Bahrain practicing the Transformational Leadership style? Do managers with longer years of experience practice the four dimensions of transformational leadership more frequently than those with lesser years of experience? These are some of the questions that this study have sought answers to. Specifically, the research tried to determine the frequency at which transformational leadership dimensions such as idealized influence; inspirational motivation; intellectual stimulation; and individualized considerations are being practiced by managers in the said ministry, based on the perceptions of 96 rank and file employees, and 38 managers. It also determined if the frequency of practicing transformational leadership style is significantly related with the years of managerial experience. The study further investigated if managers' perceptions would significantly differ with that of the rank & file employees. The findings revealed that years' of managerial experience is not significantly related to the frequency of practice of transformational leadership dimensions. It was also found that idealized influence was the most frequently practiced transformational leadership dimension, while inspirational motivation was the least frequently practiced one in the Ministry of Labour and Social Development in the Kingdom of Bahrain.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/40512028" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1a3daf29a4df6821a700ae131bd55b4e" rel="nofollow" data-download="{"attachment_id":60784597,"asset_id":40512028,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60784597/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="105100392" href="https://utb-bh.academia.edu/CarlMarkMiniano">Carl Mark Miniano</a><script data-card-contents-for-user="105100392" type="text/json">{"id":105100392,"first_name":"Carl Mark","last_name":"Miniano","domain_name":"utb-bh","page_name":"CarlMarkMiniano","display_name":"Carl Mark Miniano","profile_url":"https://utb-bh.academia.edu/CarlMarkMiniano?f_ri=9401","photo":"https://0.academia-photos.com/105100392/32513635/29366378/s65_carl_mark.miniano.png"}</script></span></span></li><li class="js-paper-rank-work_40512028 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="40512028"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 40512028, container: ".js-paper-rank-work_40512028", }); 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Do managers with longer years of experience practice the four dimensions of transformational leadership more frequently than those with lesser years of experience? These are some of the questions that this study have sought answers to. Specifically, the research tried to determine the frequency at which transformational leadership dimensions such as idealized influence; inspirational motivation; intellectual stimulation; and individualized considerations are being practiced by managers in the said ministry, based on the perceptions of 96 rank and file employees, and 38 managers. It also determined if the frequency of practicing transformational leadership style is significantly related with the years of managerial experience. The study further investigated if managers' perceptions would significantly differ with that of the rank \u0026 file employees. The findings revealed that years' of managerial experience is not significantly related to the frequency of practice of transformational leadership dimensions. It was also found that idealized influence was the most frequently practiced transformational leadership dimension, while inspirational motivation was the least frequently practiced one in the Ministry of Labour and Social Development in the Kingdom of Bahrain.","downloadable_attachments":[{"id":60784597,"asset_id":40512028,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":105100392,"first_name":"Carl Mark","last_name":"Miniano","domain_name":"utb-bh","page_name":"CarlMarkMiniano","display_name":"Carl Mark Miniano","profile_url":"https://utb-bh.academia.edu/CarlMarkMiniano?f_ri=9401","photo":"https://0.academia-photos.com/105100392/32513635/29366378/s65_carl_mark.miniano.png"}],"research_interests":[{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15760337" data-work_id="15760337" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15760337/Predicting_Transformational_Leadership_in_Naval_Cadets_Effects_of_Personality_Hardiness_and_Training">Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets (n = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15760337" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets (n = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardycommitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.j asp_522 2213..2235</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15760337" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="93287d0093d9b71f413359f07716c257" rel="nofollow" data-download="{"attachment_id":42902694,"asset_id":15760337,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/42902694/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34951814" href="https://ndu.academia.edu/PaulBartone">Paul Bartone</a><script data-card-contents-for-user="34951814" type="text/json">{"id":34951814,"first_name":"Paul","last_name":"Bartone","domain_name":"ndu","page_name":"PaulBartone","display_name":"Paul Bartone","profile_url":"https://ndu.academia.edu/PaulBartone?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_15760337 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15760337"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15760337, container: ".js-paper-rank-work_15760337", }); 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$(".js-view-count[data-work-id=15760337]").text(description); $(".js-view-count-work_15760337").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15760337").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15760337"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="39" rel="nofollow" href="https://www.academia.edu/Documents/in/Marketing">Marketing</a>, <script data-card-contents-for-ri="39" type="text/json">{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="237" rel="nofollow" href="https://www.academia.edu/Documents/in/Cognitive_Science">Cognitive Science</a>, <script data-card-contents-for-ri="237" type="text/json">{"id":237,"name":"Cognitive Science","url":"https://www.academia.edu/Documents/in/Cognitive_Science?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15760337]'), work: {"id":15760337,"title":"Predicting Transformational Leadership in Naval Cadets: Effects of Personality Hardiness and Training","created_at":"2015-09-16T05:29:25.129-07:00","url":"https://www.academia.edu/15760337/Predicting_Transformational_Leadership_in_Naval_Cadets_Effects_of_Personality_Hardiness_and_Training?f_ri=9401","dom_id":"work_15760337","summary":"The present study investigated whether personality hardiness predicts peer ratings of leadership style in Navy officer cadets. Cadets (n = 71) completed the Dispositional Resiliency (hardiness) Scale, and later rated their peers using the Multifactor Leadership Questionnaire (full range of leadership model). Results show the hardycommitment facet predicted peer ratings of all leadership styles covered in the model, both before and after and intensive military exercise. The challenge facet was a positive predictor of transformational and transactional leadership and was negatively related to passive-avoidant leadership. Transformational leadership predicted leader performance, as indexed by military development grades; and a partial mediation effect was found for hardiness on the relation between transformational leadership and leader performance.j asp_522 2213..2235","downloadable_attachments":[{"id":42902694,"asset_id":15760337,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34951814,"first_name":"Paul","last_name":"Bartone","domain_name":"ndu","page_name":"PaulBartone","display_name":"Paul Bartone","profile_url":"https://ndu.academia.edu/PaulBartone?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=9401","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":237,"name":"Cognitive Science","url":"https://www.academia.edu/Documents/in/Cognitive_Science?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":72175,"name":"Applied Social Psychology","url":"https://www.academia.edu/Documents/in/Applied_Social_Psychology?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_1906525" data-work_id="1906525" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/1906525/Navigating_Human_Service_Organizations_3rd_edition_">Navigating Human Service Organizations (3rd. edition)</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_1906525" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations. <br /> <br />This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them. <br /> <br />Features <br /> <br />• <br />Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills <br />• <br />Updated examples, case studies, and references throughout the book <br />• <br />Key points and discussion questions following each chapter <br />• <br />Updated instructor’s manual available online as a PDF or Word document"</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/1906525" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e6af58f97647df0a928e0aba6237a5c7" rel="nofollow" data-download="{"attachment_id":32624927,"asset_id":1906525,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/32624927/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1808674" href="https://tacoma-washington.academia.edu/RichFurman">Rich Furman</a><script data-card-contents-for-user="1808674" type="text/json">{"id":1808674,"first_name":"Rich","last_name":"Furman","domain_name":"tacoma-washington","page_name":"RichFurman","display_name":"Rich Furman","profile_url":"https://tacoma-washington.academia.edu/RichFurman?f_ri=9401","photo":"https://0.academia-photos.com/1808674/760335/7279738/s65_rich.furman.jpg"}</script></span></span></li><li class="js-paper-rank-work_1906525 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="1906525"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 1906525, container: ".js-paper-rank-work_1906525", }); 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u-tcGrayDarkest"><div class="summarized">In this review essay 1 , I try to explore the following question: How can we evaluate the process and the outcomes of perspectives transformation? Where is the research on the assessment of transformative learning outcomes today and where... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_37488722" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this review essay 1 , I try to explore the following question: How can we evaluate the process and the outcomes of perspectives transformation? Where is the research on the assessment of transformative learning outcomes today and where it is going in the future? I will describe the most popular tools (see Stuckey, Taylor, Cranton, 2013) for the evaluation of the outcomes of learning activities that may be conceptualized as transformative experiences. The four instruments compared are: 1. Kember's Critical Reflection Questionnaire, a 16-question, four-scale questionnaire (Kember et al., 2000, p. 392); 2. Learning Activity Survey (Learning Activities Survey, King, 2009) questionnaire, based on the theory of the ten steps precursors to transformative learning (King, 2009); 3. Transformative Learning Survey (Stuckey, Taylor, Cranton, 2014); 4. VALUE rubric (Valid Assessment of Learning in Undergraduate Education) (AACU, 2013), whose variation Student Transformative Learning Record (Barthell et al., 2010) was created for the assessment of students' own authentic work. Those instruments represent the effort of (a) going beyond the qualitative retrospective approach and (b) finding indicators for the critical reflection engaged by people (students or professionals) in their learning experiences. The purpose is to appeal to faculty members, adult educators, professional coaches, mentoring experts, healthcare professionals in Counselling and Psychotherapy, offering them a review of both qualitative and quantative approaches that they could adopt in their professional practices.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/37488722" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6cec61607eac9beb7e880451537c2aa3" rel="nofollow" data-download="{"attachment_id":57458908,"asset_id":37488722,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/57458908/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5717097" href="https://unisi.academia.edu/ALESSANDRAROMANO">ALESSANDRA ROMANO</a><script data-card-contents-for-user="5717097" type="text/json">{"id":5717097,"first_name":"ALESSANDRA","last_name":"ROMANO","domain_name":"unisi","page_name":"ALESSANDRAROMANO","display_name":"ALESSANDRA ROMANO","profile_url":"https://unisi.academia.edu/ALESSANDRAROMANO?f_ri=9401","photo":"https://0.academia-photos.com/5717097/2476996/14632789/s65_alessandra.romano.jpg"}</script></span></span></li><li class="js-paper-rank-work_37488722 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="37488722"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 37488722, container: ".js-paper-rank-work_37488722", }); 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$(".js-view-count[data-work-id=37488722]").text(description); $(".js-view-count-work_37488722").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_37488722").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="37488722"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1590" rel="nofollow" href="https://www.academia.edu/Documents/in/Adult_Education">Adult Education</a>, <script data-card-contents-for-ri="1590" type="text/json">{"id":1590,"name":"Adult Education","url":"https://www.academia.edu/Documents/in/Adult_Education?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1591" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformative_Learning">Transformative Learning</a>, <script data-card-contents-for-ri="1591" type="text/json">{"id":1591,"name":"Transformative Learning","url":"https://www.academia.edu/Documents/in/Transformative_Learning?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=37488722]'), work: {"id":37488722,"title":"Transformative Learning: A Review of the Assessment Tools","created_at":"2018-09-27T08:31:04.854-07:00","url":"https://www.academia.edu/37488722/Transformative_Learning_A_Review_of_the_Assessment_Tools?f_ri=9401","dom_id":"work_37488722","summary":"In this review essay 1 , I try to explore the following question: How can we evaluate the process and the outcomes of perspectives transformation? Where is the research on the assessment of transformative learning outcomes today and where it is going in the future? I will describe the most popular tools (see Stuckey, Taylor, Cranton, 2013) for the evaluation of the outcomes of learning activities that may be conceptualized as transformative experiences. The four instruments compared are: 1. Kember's Critical Reflection Questionnaire, a 16-question, four-scale questionnaire (Kember et al., 2000, p. 392); 2. Learning Activity Survey (Learning Activities Survey, King, 2009) questionnaire, based on the theory of the ten steps precursors to transformative learning (King, 2009); 3. Transformative Learning Survey (Stuckey, Taylor, Cranton, 2014); 4. VALUE rubric (Valid Assessment of Learning in Undergraduate Education) (AACU, 2013), whose variation Student Transformative Learning Record (Barthell et al., 2010) was created for the assessment of students' own authentic work. Those instruments represent the effort of (a) going beyond the qualitative retrospective approach and (b) finding indicators for the critical reflection engaged by people (students or professionals) in their learning experiences. The purpose is to appeal to faculty members, adult educators, professional coaches, mentoring experts, healthcare professionals in Counselling and Psychotherapy, offering them a review of both qualitative and quantative approaches that they could adopt in their professional practices.","downloadable_attachments":[{"id":57458908,"asset_id":37488722,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5717097,"first_name":"ALESSANDRA","last_name":"ROMANO","domain_name":"unisi","page_name":"ALESSANDRAROMANO","display_name":"ALESSANDRA ROMANO","profile_url":"https://unisi.academia.edu/ALESSANDRAROMANO?f_ri=9401","photo":"https://0.academia-photos.com/5717097/2476996/14632789/s65_alessandra.romano.jpg"}],"research_interests":[{"id":1590,"name":"Adult Education","url":"https://www.academia.edu/Documents/in/Adult_Education?f_ri=9401","nofollow":true},{"id":1591,"name":"Transformative Learning","url":"https://www.academia.edu/Documents/in/Transformative_Learning?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_45612392" data-work_id="45612392" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/45612392/RELATIONSHIP_OF_TRANSFORMATIONAL_LEADERSHIP_STYLE_AND_JOB_SATISFACTION_OF_SECONDARY_SCHOOL_TEACHERS">RELATIONSHIP OF TRANSFORMATIONAL LEADERSHIP STYLE AND JOB SATISFACTION OF SECONDARY SCHOOL TEACHERS</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The main purpose of the study was to investigate the relationship of transformational leadership style and job satisfaction of secondary school teachers of district Haripur. The major objective of this study was to examine the styles of... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_45612392" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The main purpose of the study was to investigate the relationship of transformational leadership style and job satisfaction of secondary school teachers of district Haripur. The major objective of this study was to examine the styles of leadership adopted by the heads of secondary schools which effect the job satisfaction of secondary school teachers. The design of the study was quantitative correlational research. Population includes the secondary school teachers both from public and private sector. Through Stratified random sampling technique, four hundred (400) teachers were selected as sample. The data was collected with the help of two questionnaires one developed by researcher for leadership style while other was adopted for job satisfaction. Data was analyzed by using correlation coefficient, mean and standard deviation. The results showed that Transformational Leadership was mostly practiced by the principals of secondary school teachers and the study further revealed that Transformational leadership style have the positive and significant relation with the job satisfaction of secondary school teachers of district Haripur. The study revealed that the teachers were mostly satisfied with the job satisfaction facets of Fringe benefits, Operating procedures and nature of work. While in Coworker and Communication dissatisfied, rest of the facets remained ambivalent. Research study recommended efforts on the part of principals and provision of teacher’s friendly policies from competent authorities in order to have satisfied and productive teachers</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/45612392" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="6216e6efa5b57e5d8948dec6aaeacaac" rel="nofollow" data-download="{"attachment_id":66099494,"asset_id":45612392,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/66099494/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="39122404" href="https://iaeme.academia.edu/publication">IAEME Publication</a><script data-card-contents-for-user="39122404" type="text/json">{"id":39122404,"first_name":"IAEME","last_name":"Publication","domain_name":"iaeme","page_name":"publication","display_name":"IAEME Publication","profile_url":"https://iaeme.academia.edu/publication?f_ri=9401","photo":"https://0.academia-photos.com/39122404/12178523/13563629/s65_iaeme.publication.jpg"}</script></span></span></li><li class="js-paper-rank-work_45612392 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="45612392"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 45612392, container: ".js-paper-rank-work_45612392", }); });</script></li><li class="js-percentile-work_45612392 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 45612392; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_45612392"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_45612392 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="45612392"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 45612392; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=45612392]").text(description); $(".js-view-count-work_45612392").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_45612392").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="45612392"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="8688" rel="nofollow" href="https://www.academia.edu/Documents/in/Job_Satisfaction">Job Satisfaction</a>, <script data-card-contents-for-ri="8688" type="text/json">{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="123896" rel="nofollow" href="https://www.academia.edu/Documents/in/Teachers">Teachers</a>, <script data-card-contents-for-ri="123896" type="text/json">{"id":123896,"name":"Teachers","url":"https://www.academia.edu/Documents/in/Teachers?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="344767" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership_styles">Leadership styles</a><script data-card-contents-for-ri="344767" type="text/json">{"id":344767,"name":"Leadership styles","url":"https://www.academia.edu/Documents/in/Leadership_styles?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=45612392]'), work: {"id":45612392,"title":"RELATIONSHIP OF TRANSFORMATIONAL LEADERSHIP STYLE AND JOB SATISFACTION OF SECONDARY SCHOOL TEACHERS","created_at":"2021-03-25T05:39:29.955-07:00","url":"https://www.academia.edu/45612392/RELATIONSHIP_OF_TRANSFORMATIONAL_LEADERSHIP_STYLE_AND_JOB_SATISFACTION_OF_SECONDARY_SCHOOL_TEACHERS?f_ri=9401","dom_id":"work_45612392","summary":"The main purpose of the study was to investigate the relationship of transformational leadership style and job satisfaction of secondary school teachers of district Haripur. The major objective of this study was to examine the styles of leadership adopted by the heads of secondary schools which effect the job satisfaction of secondary school teachers. The design of the study was quantitative correlational research. Population includes the secondary school teachers both from public and private sector. Through Stratified random sampling technique, four hundred (400) teachers were selected as sample. The data was collected with the help of two questionnaires one developed by researcher for leadership style while other was adopted for job satisfaction. Data was analyzed by using correlation coefficient, mean and standard deviation. The results showed that Transformational Leadership was mostly practiced by the principals of secondary school teachers and the study further revealed that Transformational leadership style have the positive and significant relation with the job satisfaction of secondary school teachers of district Haripur. The study revealed that the teachers were mostly satisfied with the job satisfaction facets of Fringe benefits, Operating procedures and nature of work. While in Coworker and Communication dissatisfied, rest of the facets remained ambivalent. Research study recommended efforts on the part of principals and provision of teacher’s friendly policies from competent authorities in order to have satisfied and productive teachers","downloadable_attachments":[{"id":66099494,"asset_id":45612392,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":39122404,"first_name":"IAEME","last_name":"Publication","domain_name":"iaeme","page_name":"publication","display_name":"IAEME Publication","profile_url":"https://iaeme.academia.edu/publication?f_ri=9401","photo":"https://0.academia-photos.com/39122404/12178523/13563629/s65_iaeme.publication.jpg"}],"research_interests":[{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":123896,"name":"Teachers","url":"https://www.academia.edu/Documents/in/Teachers?f_ri=9401","nofollow":true},{"id":344767,"name":"Leadership styles","url":"https://www.academia.edu/Documents/in/Leadership_styles?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_24735938" data-work_id="24735938" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/24735938/Transformational_Leadership_Theory_Why_Military_Leaders_are_More_Charismatic_and_Transformational">Transformational Leadership Theory: Why Military Leaders are More Charismatic and Transformational?</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Military is an arm of government authorized to use lethal force and weapons, to support the interests of the state and some or all of its citizens. Navy, Air force and Army are the branches of military which altogether form a huge group... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_24735938" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Military is an arm of government authorized to use lethal force and weapons, to support the interests of the state and some or all of its citizens. Navy, Air force and Army are the branches of military which altogether form a huge group of people with diversified professionals and spending a good portion of the countrys GDP. Military leaders, therefore, are very important assets of the military. In order for military commanders to be good leaders, they are supposed to follow a strict path of training and practical experiments for quite long time while in services. The need for the military leaders to be more transformational has been publicly discoursed in recent years, the aim is to allow more transparency in balancing the public spending without affecting the military efficiency and readiness. Are charismatic and transformation traits contradicting? Why military always produces good leaders and which leadership style is best fit into military situation were the main exploration in this paper. The results showed that, charismatic and transformational are not contradicting but rather overlapping and in fact, charismatic is one of the important traits of the transformational leadership style. Progressive, sophisticated and expensive trainings together with indispensable powers given to the military commanders are the main factors which make them good leaders compared to other leaders at the same level. Finally, the paper concluded that, the choice of the leadership style in the military is the discretion of the leaders taking into account nature of tasks, people, resources available and time needed to accomplish the task. <br />Keywords: Military,Transformational Leadership Theory,Charismatic Leadership Style,Transactional Leadership Style,Inspiration Motivation,Intellectual Simulation,Individual Consideration&Idealised Influence</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/24735938" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="077cd104fd6889fc4fab24ce979e185c" rel="nofollow" data-download="{"attachment_id":53063895,"asset_id":24735938,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/53063895/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="539951" href="https://gre.academia.edu/HamadBakarHamad">Hamad Bakar Hamad</a><script data-card-contents-for-user="539951" type="text/json">{"id":539951,"first_name":"Hamad Bakar","last_name":"Hamad","domain_name":"gre","page_name":"HamadBakarHamad","display_name":"Hamad Bakar Hamad","profile_url":"https://gre.academia.edu/HamadBakarHamad?f_ri=9401","photo":"https://0.academia-photos.com/539951/193737/15376017/s65_hamad_bakar.hamad.png"}</script></span></span></li><li class="js-paper-rank-work_24735938 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="24735938"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 24735938, container: ".js-paper-rank-work_24735938", }); 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$(".js-view-count[data-work-id=24735938]").text(description); $(".js-view-count-work_24735938").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_24735938").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="24735938"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="39946" rel="nofollow" href="https://www.academia.edu/Documents/in/Military">Military</a>, <script data-card-contents-for-ri="39946" type="text/json">{"id":39946,"name":"Military","url":"https://www.academia.edu/Documents/in/Military?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="326946" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership_Theory">Transformational Leadership Theory</a><script data-card-contents-for-ri="326946" type="text/json">{"id":326946,"name":"Transformational Leadership Theory","url":"https://www.academia.edu/Documents/in/Transformational_Leadership_Theory?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=24735938]'), work: {"id":24735938,"title":"Transformational Leadership Theory: Why Military Leaders are More Charismatic and Transformational?","created_at":"2016-04-25T04:16:07.049-07:00","url":"https://www.academia.edu/24735938/Transformational_Leadership_Theory_Why_Military_Leaders_are_More_Charismatic_and_Transformational?f_ri=9401","dom_id":"work_24735938","summary":"Military is an arm of government authorized to use lethal force and weapons, to support the interests of the state and some or all of its citizens. Navy, Air force and Army are the branches of military which altogether form a huge group of people with diversified professionals and spending a good portion of the countrys GDP. Military leaders, therefore, are very important assets of the military. In order for military commanders to be good leaders, they are supposed to follow a strict path of training and practical experiments for quite long time while in services. The need for the military leaders to be more transformational has been publicly discoursed in recent years, the aim is to allow more transparency in balancing the public spending without affecting the military efficiency and readiness. Are charismatic and transformation traits contradicting? Why military always produces good leaders and which leadership style is best fit into military situation were the main exploration in this paper. The results showed that, charismatic and transformational are not contradicting but rather overlapping and in fact, charismatic is one of the important traits of the transformational leadership style. Progressive, sophisticated and expensive trainings together with indispensable powers given to the military commanders are the main factors which make them good leaders compared to other leaders at the same level. Finally, the paper concluded that, the choice of the leadership style in the military is the discretion of the leaders taking into account nature of tasks, people, resources available and time needed to accomplish the task. \nKeywords: Military,Transformational Leadership Theory,Charismatic Leadership Style,Transactional Leadership Style,Inspiration Motivation,Intellectual Simulation,Individual Consideration\u0026Idealised Influence","downloadable_attachments":[{"id":53063895,"asset_id":24735938,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":539951,"first_name":"Hamad Bakar","last_name":"Hamad","domain_name":"gre","page_name":"HamadBakarHamad","display_name":"Hamad Bakar Hamad","profile_url":"https://gre.academia.edu/HamadBakarHamad?f_ri=9401","photo":"https://0.academia-photos.com/539951/193737/15376017/s65_hamad_bakar.hamad.png"}],"research_interests":[{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":39946,"name":"Military","url":"https://www.academia.edu/Documents/in/Military?f_ri=9401","nofollow":true},{"id":326946,"name":"Transformational Leadership Theory","url":"https://www.academia.edu/Documents/in/Transformational_Leadership_Theory?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_71769071" data-work_id="71769071" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/71769071/Investigating_the_impact_of_Ethical_Transformational_and_Authentic_Leadership_Styles_on_Employee_Voice_A_Systematic_Review">Investigating the impact of Ethical, Transformational and Authentic Leadership Styles on Employee Voice: A Systematic Review</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Nowadays, listening to the employee voice is of significant importance for organizations. On the one hand, the employees' ideas and opinions can solve many organizational issues and problems, and on the other hand, reflect their interests... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_71769071" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Nowadays, listening to the employee voice is of significant importance for organizations. On the one hand, the employees' ideas and opinions can solve many organizational issues and problems, and on the other hand, reflect their interests and desires to the organization's management. Employees who withhold what they know and refuse to share their ideas, opinions, and information for any reason will often experience stress, dissatisfaction, job frustration, and isolation in their organization. This will result in a decrease in trust between people, reduced commitment to the organization, and a decline in employee performance. Accordingly, organizational voice encompasses various individual, organizational, and social factors, and the identification of the factors leading to activate the employee voice to voluntary express views to influence organizational actions results in innovation, creativity, and development, as well as solving organizational problems. There is a dearth of research regarding the effects of new leadership styles (ethical, transformational, and authentic) on the emergence of voice behavior and employee voice. Therefore, this systematic review aimed to focus on this issue. Considering the previous studies, all articles in five databases, including Magiran, Noormags, Civilica, the Comprehensive Portal of Human Sciences, and Scientific Information Database of Jihad Daneshgahi, were searched using such keywords as "ethical leadership", "transformational leadership", "authentic leadership", "employee voice", "organizational voice", and "voice behavior". Finally, by eliminating duplicate and low-quality articles, 13 studies were completely included in the research process. After introducing and reviewing the thematic literature of the variables in the present study, the data of the aforementioned articles were reviewed. After evaluating the results of previous studies, recommendations were proposed to improve the employee voice in organizations using the mentioned leadership styles.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/71769071" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c2eb5e5746603a1a1176e68d227206c5" rel="nofollow" data-download="{"attachment_id":80975791,"asset_id":71769071,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/80975791/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="78106870" href="https://mashhad.academia.edu/AmirHoseinRaoof">Amir hossein Raoof</a><script data-card-contents-for-user="78106870" type="text/json">{"id":78106870,"first_name":"Amir hossein","last_name":"Raoof","domain_name":"mashhad","page_name":"AmirHoseinRaoof","display_name":"Amir hossein Raoof","profile_url":"https://mashhad.academia.edu/AmirHoseinRaoof?f_ri=9401","photo":"https://0.academia-photos.com/78106870/21948402/21209967/s65_amir.raoof.jpg"}</script></span></span></li><li class="js-paper-rank-work_71769071 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="71769071"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 71769071, container: ".js-paper-rank-work_71769071", }); });</script></li><li class="js-percentile-work_71769071 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 71769071; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_71769071"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_71769071 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="71769071"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 71769071; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=71769071]").text(description); $(".js-view-count-work_71769071").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_71769071").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="71769071"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="108213" rel="nofollow" href="https://www.academia.edu/Documents/in/Employee_Voice">Employee Voice</a>, <script data-card-contents-for-ri="108213" type="text/json">{"id":108213,"name":"Employee Voice","url":"https://www.academia.edu/Documents/in/Employee_Voice?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="120504" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Silence">Organizational Silence</a>, <script data-card-contents-for-ri="120504" type="text/json">{"id":120504,"name":"Organizational Silence","url":"https://www.academia.edu/Documents/in/Organizational_Silence?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="145785" rel="nofollow" href="https://www.academia.edu/Documents/in/Authentic_Leadership">Authentic Leadership</a><script data-card-contents-for-ri="145785" type="text/json">{"id":145785,"name":"Authentic Leadership","url":"https://www.academia.edu/Documents/in/Authentic_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=71769071]'), work: {"id":71769071,"title":"Investigating the impact of Ethical, Transformational and Authentic Leadership Styles on Employee Voice: A Systematic Review","created_at":"2022-02-17T09:09:30.588-08:00","url":"https://www.academia.edu/71769071/Investigating_the_impact_of_Ethical_Transformational_and_Authentic_Leadership_Styles_on_Employee_Voice_A_Systematic_Review?f_ri=9401","dom_id":"work_71769071","summary":"Nowadays, listening to the employee voice is of significant importance for organizations. On the one hand, the employees' ideas and opinions can solve many organizational issues and problems, and on the other hand, reflect their interests and desires to the organization's management. Employees who withhold what they know and refuse to share their ideas, opinions, and information for any reason will often experience stress, dissatisfaction, job frustration, and isolation in their organization. This will result in a decrease in trust between people, reduced commitment to the organization, and a decline in employee performance. Accordingly, organizational voice encompasses various individual, organizational, and social factors, and the identification of the factors leading to activate the employee voice to voluntary express views to influence organizational actions results in innovation, creativity, and development, as well as solving organizational problems. There is a dearth of research regarding the effects of new leadership styles (ethical, transformational, and authentic) on the emergence of voice behavior and employee voice. Therefore, this systematic review aimed to focus on this issue. Considering the previous studies, all articles in five databases, including Magiran, Noormags, Civilica, the Comprehensive Portal of Human Sciences, and Scientific Information Database of Jihad Daneshgahi, were searched using such keywords as \"ethical leadership\", \"transformational leadership\", \"authentic leadership\", \"employee voice\", \"organizational voice\", and \"voice behavior\". Finally, by eliminating duplicate and low-quality articles, 13 studies were completely included in the research process. After introducing and reviewing the thematic literature of the variables in the present study, the data of the aforementioned articles were reviewed. After evaluating the results of previous studies, recommendations were proposed to improve the employee voice in organizations using the mentioned leadership styles.","downloadable_attachments":[{"id":80975791,"asset_id":71769071,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":78106870,"first_name":"Amir hossein","last_name":"Raoof","domain_name":"mashhad","page_name":"AmirHoseinRaoof","display_name":"Amir hossein Raoof","profile_url":"https://mashhad.academia.edu/AmirHoseinRaoof?f_ri=9401","photo":"https://0.academia-photos.com/78106870/21948402/21209967/s65_amir.raoof.jpg"}],"research_interests":[{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":108213,"name":"Employee Voice","url":"https://www.academia.edu/Documents/in/Employee_Voice?f_ri=9401","nofollow":true},{"id":120504,"name":"Organizational Silence","url":"https://www.academia.edu/Documents/in/Organizational_Silence?f_ri=9401","nofollow":true},{"id":145785,"name":"Authentic Leadership","url":"https://www.academia.edu/Documents/in/Authentic_Leadership?f_ri=9401","nofollow":true},{"id":329310,"name":"Ethical Leadership","url":"https://www.academia.edu/Documents/in/Ethical_Leadership?f_ri=9401"},{"id":849430,"name":"Voice Behavior","url":"https://www.academia.edu/Documents/in/Voice_Behavior?f_ri=9401"},{"id":2592142,"name":"Positive Voice Behavior","url":"https://www.academia.edu/Documents/in/Positive_Voice_Behavior?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_39983320 coauthored" data-work_id="39983320" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/39983320/Influence_of_Individualized_Consideration_and_Intellectual_Stimulation_on_Employee_Performance_Lessons_from_Moi_Teaching_and_Referral_Hospital_Eldoret_Kenya">Influence of Individualized Consideration and Intellectual Stimulation on Employee Performance: Lessons from Moi Teaching and Referral Hospital, Eldoret, Kenya</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The study sought to determine the influence of transformational leadership on employee performance drawing evidence from the Moi Teaching and Referral Hospital (MTRH) in Kenya. Based on the study, this paper presents and discusses the... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_39983320" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The study sought to determine the influence of transformational leadership on employee performance drawing evidence from the Moi Teaching and Referral Hospital (MTRH) in Kenya. Based on the study, this paper presents and discusses the research findings on the influence of individualized consideration and intellectual stimulation on employee performance.The research adopted a descriptive research design to gain insight and enable the researcher to measure the independent variableand the dependent variable. The target population of the study comprised 3,739 employees (18 staff from top management; 110 employees from middle level management and 3611 employees from the operational level). The sampling frame used in the study was the staff establishment dashboard for MTRH. Stratified random sampling method was employed and simple random sampling used in each of the stratum to recruit respondents to participate in the study. The sample size totaled463 respondents (17 from top management; 86 from middle management and 360 operational staff). On the influence of individualized consideration on employee performance, the study found out that there is recognition of employees to better productivity, teaching and coaching of staff. Furthermore, supervisors respects and celebrates individual contribution and provides opportunities for identification of needs and capabilities of others. Regarding the influence of intellectual stimulation on employee performance, the study revealed that supervisors encourages high productivity through creativity and innovation and encourages staff to rethink ideas that had never been questioned. Furthermore, supervisors encourages new ways of how to do a job. The study concludes that leaders in the organization influence employee performance by applying the transformational leadership style. Specifically, the study concludes that leaders encourage high productivity through creativity and innovation as well as encourages staff to rethink ideas that had never been questioned. In addition, employees are motivated to high productivity and clear conveyance of messages facilitated to employees. The study recommends that leaders should manage conflicts by being sensitive individuals" different needs, abilities and aspirations. Training to employees should be provided continually and duties assigned based on knowledge and capabilities. Moreover, employees should be given the opportunity openly express their views and more involvement in decision-making process.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/39983320" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e261805e568f3b19c597a9b97ca5a55c" rel="nofollow" data-download="{"attachment_id":60175248,"asset_id":39983320,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/60175248/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6472875" href="https://researchdata.academia.edu/LinusChirchir">Linus Chirchir</a><script data-card-contents-for-user="6472875" type="text/json">{"id":6472875,"first_name":"Linus","last_name":"Chirchir","domain_name":"researchdata","page_name":"LinusChirchir","display_name":"Linus Chirchir","profile_url":"https://researchdata.academia.edu/LinusChirchir?f_ri=9401","photo":"https://0.academia-photos.com/6472875/7857835/157014299/s65_linus.chirchir.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-39983320">+2</span><div class="hidden js-additional-users-39983320"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://moitrh.academia.edu/StanleyKulei">Stanley Kulei</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://moitrh.academia.edu/WilsonAruasa">Wilson Aruasa</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-39983320'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-39983320').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_39983320 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="39983320"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 39983320, container: ".js-paper-rank-work_39983320", }); });</script></li><li class="js-percentile-work_39983320 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 39983320; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_39983320"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_39983320 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="39983320"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 39983320; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=39983320]").text(description); $(".js-view-count-work_39983320").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_39983320").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="39983320"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="416422" rel="nofollow" href="https://www.academia.edu/Documents/in/Employee_Performance">Employee Performance</a><script data-card-contents-for-ri="416422" type="text/json">{"id":416422,"name":"Employee Performance","url":"https://www.academia.edu/Documents/in/Employee_Performance?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=39983320]'), work: {"id":39983320,"title":"Influence of Individualized Consideration and Intellectual Stimulation on Employee Performance: Lessons from Moi Teaching and Referral Hospital, Eldoret, Kenya","created_at":"2019-07-31T22:54:49.633-07:00","url":"https://www.academia.edu/39983320/Influence_of_Individualized_Consideration_and_Intellectual_Stimulation_on_Employee_Performance_Lessons_from_Moi_Teaching_and_Referral_Hospital_Eldoret_Kenya?f_ri=9401","dom_id":"work_39983320","summary":"The study sought to determine the influence of transformational leadership on employee performance drawing evidence from the Moi Teaching and Referral Hospital (MTRH) in Kenya. Based on the study, this paper presents and discusses the research findings on the influence of individualized consideration and intellectual stimulation on employee performance.The research adopted a descriptive research design to gain insight and enable the researcher to measure the independent variableand the dependent variable. The target population of the study comprised 3,739 employees (18 staff from top management; 110 employees from middle level management and 3611 employees from the operational level). The sampling frame used in the study was the staff establishment dashboard for MTRH. Stratified random sampling method was employed and simple random sampling used in each of the stratum to recruit respondents to participate in the study. The sample size totaled463 respondents (17 from top management; 86 from middle management and 360 operational staff). On the influence of individualized consideration on employee performance, the study found out that there is recognition of employees to better productivity, teaching and coaching of staff. Furthermore, supervisors respects and celebrates individual contribution and provides opportunities for identification of needs and capabilities of others. Regarding the influence of intellectual stimulation on employee performance, the study revealed that supervisors encourages high productivity through creativity and innovation and encourages staff to rethink ideas that had never been questioned. Furthermore, supervisors encourages new ways of how to do a job. The study concludes that leaders in the organization influence employee performance by applying the transformational leadership style. Specifically, the study concludes that leaders encourage high productivity through creativity and innovation as well as encourages staff to rethink ideas that had never been questioned. In addition, employees are motivated to high productivity and clear conveyance of messages facilitated to employees. The study recommends that leaders should manage conflicts by being sensitive individuals\" different needs, abilities and aspirations. Training to employees should be provided continually and duties assigned based on knowledge and capabilities. Moreover, employees should be given the opportunity openly express their views and more involvement in decision-making process.","downloadable_attachments":[{"id":60175248,"asset_id":39983320,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":6472875,"first_name":"Linus","last_name":"Chirchir","domain_name":"researchdata","page_name":"LinusChirchir","display_name":"Linus Chirchir","profile_url":"https://researchdata.academia.edu/LinusChirchir?f_ri=9401","photo":"https://0.academia-photos.com/6472875/7857835/157014299/s65_linus.chirchir.jpg"},{"id":49749030,"first_name":"Stanley","last_name":"Kulei","domain_name":"moitrh","page_name":"StanleyKulei","display_name":"Stanley Kulei","profile_url":"https://moitrh.academia.edu/StanleyKulei?f_ri=9401","photo":"https://0.academia-photos.com/49749030/19939123/19738866/s65_stanley.kulei.jpg"},{"id":51717706,"first_name":"Wilson","last_name":"Aruasa","domain_name":"moitrh","page_name":"WilsonAruasa","display_name":"Wilson Aruasa","profile_url":"https://moitrh.academia.edu/WilsonAruasa?f_ri=9401","photo":"https://0.academia-photos.com/51717706/30842581/28536880/s65_wilson.aruasa.jpeg"}],"research_interests":[{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":416422,"name":"Employee Performance","url":"https://www.academia.edu/Documents/in/Employee_Performance?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_28919210" data-work_id="28919210" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/28919210/Toxic_Leadership_The_Organizational_Culture_and_Toxic_Leadership">Toxic Leadership The Organizational Culture and Toxic Leadership</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this document is to provide a clear picture of what has recently been ladled as toxic leadership. Extensive documentation found in the enterprise, military and scholars sectors as well as direct observation are the basis... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_28919210" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this document is to provide a clear picture of what has recently been ladled as toxic leadership. Extensive documentation found in the enterprise, military and scholars sectors as well as direct observation are the basis for a full definition of the term and will also serve as the evidence to the devastating consequences this practice have in any given organization. Toxic leadership, while at times seems to be effective, in fact is destructive in nature and disrupts the establishment of a common-centered organizational culture (Gilbert, Carr-Ruffino, Ivancevich & Konopaske, 2012).</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/28919210" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="75cb5d3a7ac2b21288d80348b61384c6" rel="nofollow" data-download="{"attachment_id":49353703,"asset_id":28919210,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/49353703/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1102382" href="https://aiuonline.academia.edu/HectorRivera">Hector Rivera</a><script data-card-contents-for-user="1102382" type="text/json">{"id":1102382,"first_name":"Hector","last_name":"Rivera","domain_name":"aiuonline","page_name":"HectorRivera","display_name":"Hector Rivera","profile_url":"https://aiuonline.academia.edu/HectorRivera?f_ri=9401","photo":"https://0.academia-photos.com/1102382/7894169/71018794/s65_hector.rivera.jpg"}</script></span></span></li><li class="js-paper-rank-work_28919210 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="28919210"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 28919210, container: ".js-paper-rank-work_28919210", }); });</script></li><li class="js-percentile-work_28919210 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 28919210; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_28919210"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_28919210 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="28919210"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 28919210; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=28919210]").text(description); $(".js-view-count-work_28919210").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_28919210").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="28919210"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a>, <script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=28919210]'), work: {"id":28919210,"title":"Toxic Leadership The Organizational Culture and Toxic Leadership","created_at":"2016-10-04T13:02:21.482-07:00","url":"https://www.academia.edu/28919210/Toxic_Leadership_The_Organizational_Culture_and_Toxic_Leadership?f_ri=9401","dom_id":"work_28919210","summary":"The purpose of this document is to provide a clear picture of what has recently been ladled as toxic leadership. Extensive documentation found in the enterprise, military and scholars sectors as well as direct observation are the basis for a full definition of the term and will also serve as the evidence to the devastating consequences this practice have in any given organization. Toxic leadership, while at times seems to be effective, in fact is destructive in nature and disrupts the establishment of a common-centered organizational culture (Gilbert, Carr-Ruffino, Ivancevich \u0026 Konopaske, 2012). ","downloadable_attachments":[{"id":49353703,"asset_id":28919210,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1102382,"first_name":"Hector","last_name":"Rivera","domain_name":"aiuonline","page_name":"HectorRivera","display_name":"Hector Rivera","profile_url":"https://aiuonline.academia.edu/HectorRivera?f_ri=9401","photo":"https://0.academia-photos.com/1102382/7894169/71018794/s65_hector.rivera.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=9401"},{"id":55840,"name":"Business Management","url":"https://www.academia.edu/Documents/in/Business_Management?f_ri=9401"},{"id":765464,"name":"Master of Business Administration","url":"https://www.academia.edu/Documents/in/Master_of_Business_Administration?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_38458738" data-work_id="38458738" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/38458738/Ces_mentors_qu_on_oublie_la_le%C3%A7on_de_leadership_des_chr%C3%A9tiens_pers%C3%A9cut%C3%A9s">Ces mentors qu’on oublie: la leçon de leadership des chrétiens persécutés</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Pour un cinquième de l’Église mondiale, le leadership s’exerce dans un contexte de persécution. Si la persécution et le leadership suscitent l’un et l’autre un intérêt croissant tant parmi les érudits que chez un public plus profane, il a... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_38458738" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Pour un cinquième de l’Église mondiale, le leadership s’exerce dans un contexte de persécution. Si la persécution et le leadership suscitent l’un et l’autre un intérêt croissant tant parmi les érudits que chez un public plus profane, il a été jusqu’ici mené peu de recherches au carrefour de ces deux domaines d’études, qui portent sur l’expérience du leadership face à la persécution. Cet article en appelle à une étude consciente et approfondie du leadership chrétien dans ce dernier contexte, qui prenne en compte les défis du témoignage à Jésus-Christ en pareilles circonstances, des perspectives bibliques, de la pertinence des théories du leadership et des profits à en retirer pour l’Église mondiale, notamment pour les communautés persécutées, pour les missionnaires et pour ceux jouissant d’un degré plus important de liberté religieuse. La théorie du leadership de Robert E. Quinn est un exemple de modèle de recherche prometteur, testé dans le cadre de l’étude du leadership de l’église Meserete Kristos, en Éthiopie, entre 1974 et 1991.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/38458738" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e9a882bf86cd354768195a53657f49db" rel="nofollow" data-download="{"attachment_id":58522567,"asset_id":38458738,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/58522567/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="6486602" href="https://gcts.academia.edu/BrentKipfer">Brent L Kipfer</a><script data-card-contents-for-user="6486602" type="text/json">{"id":6486602,"first_name":"Brent","last_name":"Kipfer","domain_name":"gcts","page_name":"BrentKipfer","display_name":"Brent L Kipfer","profile_url":"https://gcts.academia.edu/BrentKipfer?f_ri=9401","photo":"https://0.academia-photos.com/6486602/4906563/153516728/s65_brent.kipfer.jpg"}</script></span></span></li><li class="js-paper-rank-work_38458738 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="38458738"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 38458738, container: ".js-paper-rank-work_38458738", }); 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Si la persécution et le leadership suscitent l’un et l’autre un intérêt croissant tant parmi les érudits que chez un public plus profane, il a été jusqu’ici mené peu de recherches au carrefour de ces deux domaines d’études, qui portent sur l’expérience du leadership face à la persécution. Cet article en appelle à une étude consciente et approfondie du leadership chrétien dans ce dernier contexte, qui prenne en compte les défis du témoignage à Jésus-Christ en pareilles circonstances, des perspectives bibliques, de la pertinence des théories du leadership et des profits à en retirer pour l’Église mondiale, notamment pour les communautés persécutées, pour les missionnaires et pour ceux jouissant d’un degré plus important de liberté religieuse. La théorie du leadership de Robert E. 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Leadership is part of our social narrative, predominantly as a mythological... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_31084849" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Leadership is everywhere: it has a dominant and privileged place in our society; it is constantly in our news, politics, businesses, films, books and magazines. Leadership is part of our social narrative, predominantly as a mythological force of goodness and success. <br />A key aim of this book is to deconstruct leadership, to challenge over-simplified accounts of leadership that may be desirable and offer us the comfort of ‘messiahs’ who can save us, but that actually distort leadership in unhelpful ways. Another aim is to reconstruct leadership, to offer new accounts of leadership for new times.<br />The  book identifies four dominant leadership discourses that have developed through socio-political and economic forces. The first 3 are Controller Leadership , Therapist Leadership, Messiah Leadership  reveal how leadership has developed in relation to changing contexts the past century. The final emergent discourse outlined is Eco-Leadership, and this chapter points to the need for new leadership for new times.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/31084849" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="da7a5ab7223d0eb7b219b406e6240726" rel="nofollow" data-download="{"attachment_id":51519452,"asset_id":31084849,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/51519452/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="363686" href="https://lums-uk.academia.edu/SimonWestern">Simon Western</a><script data-card-contents-for-user="363686" type="text/json">{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=9401","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}</script></span></span></li><li class="js-paper-rank-work_31084849 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="31084849"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 31084849, container: ".js-paper-rank-work_31084849", }); 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Analysis of the effectiveness of NLP applied as a leadership training methodology. - MSc. Human Resource Development University of Leicester, CLMS-Dissertation - Janel P. 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A Lacanian analysis revealing 'The Symptoms of Leadership' <br /><br />Unconventional Methodology<br />Drawing on:<br />•Diverse regional author contributions: Historical, Social and Cultural influences<br />•Discourse Analysis of 20 Chapters: «Insider Leadership Analysis»<br />•Critical Theory and Lacanian psychoanalytic influences: «Outsider Leadership Analysis»</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35354801" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="be02528d6bc6aebc4db1f06f0e20ef31" rel="nofollow" data-download="{"attachment_id":55215255,"asset_id":35354801,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55215255/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="363686" href="https://lums-uk.academia.edu/SimonWestern">Simon Western</a><script data-card-contents-for-user="363686" type="text/json">{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=9401","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-35354801">+1</span><div class="hidden js-additional-users-35354801"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://sciences-po.academia.edu/EricJeanGarcia">Eric-Jean Garcia</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-35354801'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-35354801').html(); 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A Lacanian analysis revealing 'The Symptoms of Leadership' \n\nUnconventional Methodology\nDrawing on:\n•Diverse regional author contributions: Historical, Social and Cultural influences\n•Discourse Analysis of 20 Chapters: «Insider Leadership Analysis»\n•Critical Theory and Lacanian psychoanalytic influences: «Outsider Leadership Analysis»\n","downloadable_attachments":[{"id":55215255,"asset_id":35354801,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":363686,"first_name":"Simon","last_name":"Western","domain_name":"lums-uk","page_name":"SimonWestern","display_name":"Simon Western","profile_url":"https://lums-uk.academia.edu/SimonWestern?f_ri=9401","photo":"https://0.academia-photos.com/363686/111231/18323868/s65_simon.western.jpg"},{"id":12300268,"first_name":"Eric-Jean","last_name":"Garcia","domain_name":"sciences-po","page_name":"EricJeanGarcia","display_name":"Eric-Jean Garcia","profile_url":"https://sciences-po.academia.edu/EricJeanGarcia?f_ri=9401","photo":"https://0.academia-photos.com/12300268/9984667/11135414/s65_eric-jean.garcia.jpg"}],"research_interests":[{"id":32,"name":"Organizational Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Behavior?f_ri=9401","nofollow":true},{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=9401","nofollow":true},{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":244,"name":"Psychoanalysis","url":"https://www.academia.edu/Documents/in/Psychoanalysis?f_ri=9401"},{"id":767,"name":"Anthropology","url":"https://www.academia.edu/Documents/in/Anthropology?f_ri=9401"},{"id":922,"name":"Education","url":"https://www.academia.edu/Documents/in/Education?f_ri=9401"},{"id":1077,"name":"Educational Leadership","url":"https://www.academia.edu/Documents/in/Educational_Leadership?f_ri=9401"},{"id":1237,"name":"Social Sciences","url":"https://www.academia.edu/Documents/in/Social_Sciences?f_ri=9401"},{"id":1439,"name":"Globalization","url":"https://www.academia.edu/Documents/in/Globalization?f_ri=9401"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401"},{"id":3660,"name":"Global Governance","url":"https://www.academia.edu/Documents/in/Global_Governance?f_ri=9401"},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=9401"},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=9401"},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401"},{"id":13952,"name":"Global Leadership","url":"https://www.academia.edu/Documents/in/Global_Leadership?f_ri=9401"},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=9401"},{"id":22083,"name":"Coaching and Personal Development","url":"https://www.academia.edu/Documents/in/Coaching_and_Personal_Development?f_ri=9401"},{"id":30750,"name":"Executive Coaching","url":"https://www.academia.edu/Documents/in/Executive_Coaching?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_14753406 coauthored" data-work_id="14753406" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/14753406/Leadership_style_and_organizational_learning_the_mediate_effect_of_school_vision">Leadership style and organizational learning: the mediate effect of school vision</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Purpose -Fundamentally, the success of schools depends on first-rate school leadership, on leaders reinforcing the teachers' willingness to adhere to the school's vision, creating a sense of purpose, binding them together and encouraging... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_14753406" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Purpose -Fundamentally, the success of schools depends on first-rate school leadership, on leaders reinforcing the teachers' willingness to adhere to the school's vision, creating a sense of purpose, binding them together and encouraging them to engage in continuous learning. Leadership, vision and organizational learning are considered to be the key to school improvement. However, systematic empirical evidence of a direct relationship between leadership, vision and organizational learning is limited. The present study aims to explore the influence of principals' leadership style on school organizational learning, using school vision as a mediator. Design/methodology/approach -The data were collected from 1,474 teachers at 104 elementary schools in northern Israel, and aggregated to the school level.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/14753406" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="8a9f72f7fdff6298cda248645d40c5bd" rel="nofollow" data-download="{"attachment_id":43916278,"asset_id":14753406,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43916278/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="33718079" href="https://haifa.academia.edu/RachelHertzlazarowitz">Rachel Hertz-lazarowitz</a><script data-card-contents-for-user="33718079" type="text/json">{"id":33718079,"first_name":"Rachel","last_name":"Hertz-lazarowitz","domain_name":"haifa","page_name":"RachelHertzlazarowitz","display_name":"Rachel Hertz-lazarowitz","profile_url":"https://haifa.academia.edu/RachelHertzlazarowitz?f_ri=9401","photo":"https://0.academia-photos.com/33718079/10062431/11225550/s65_rachel.hertz-lazarowitz.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-14753406">+1</span><div class="hidden js-additional-users-14753406"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://braude.academia.edu/HillaPeretz">Hilla Peretz</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-14753406'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-14753406').html(); 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Leadership, vision and organizational learning are considered to be the key to school improvement. However, systematic empirical evidence of a direct relationship between leadership, vision and organizational learning is limited. The present study aims to explore the influence of principals' leadership style on school organizational learning, using school vision as a mediator. Design/methodology/approach -The data were collected from 1,474 teachers at 104 elementary schools in northern Israel, and aggregated to the school level.","downloadable_attachments":[{"id":43916278,"asset_id":14753406,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":33718079,"first_name":"Rachel","last_name":"Hertz-lazarowitz","domain_name":"haifa","page_name":"RachelHertzlazarowitz","display_name":"Rachel Hertz-lazarowitz","profile_url":"https://haifa.academia.edu/RachelHertzlazarowitz?f_ri=9401","photo":"https://0.academia-photos.com/33718079/10062431/11225550/s65_rachel.hertz-lazarowitz.jpg"},{"id":33755063,"first_name":"Hilla","last_name":"Peretz","domain_name":"braude","page_name":"HillaPeretz","display_name":"Hilla Peretz","profile_url":"https://braude.academia.edu/HillaPeretz?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":2334,"name":"Educational Administration","url":"https://www.academia.edu/Documents/in/Educational_Administration?f_ri=9401","nofollow":true},{"id":2347,"name":"Organizational Learning","url":"https://www.academia.edu/Documents/in/Organizational_Learning?f_ri=9401","nofollow":true},{"id":2469,"name":"Lifelong Learning","url":"https://www.academia.edu/Documents/in/Lifelong_Learning?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":17769,"name":"Professional Development","url":"https://www.academia.edu/Documents/in/Professional_Development?f_ri=9401"},{"id":89488,"name":"Teaching Methods","url":"https://www.academia.edu/Documents/in/Teaching_Methods?f_ri=9401"},{"id":96220,"name":"Leadership Style","url":"https://www.academia.edu/Documents/in/Leadership_Style?f_ri=9401"},{"id":96543,"name":"Learning 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}); });</script></span><script>$(function() { $(".js-view-count-work_10660676").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="10660676"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="262" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Geography">Human Geography</a>, <script data-card-contents-for-ri="262" type="text/json">{"id":262,"name":"Human Geography","url":"https://www.academia.edu/Documents/in/Human_Geography?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2358" rel="nofollow" href="https://www.academia.edu/Documents/in/Road_safety">Road safety</a>, <script data-card-contents-for-ri="2358" type="text/json">{"id":2358,"name":"Road safety","url":"https://www.academia.edu/Documents/in/Road_safety?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="3254" rel="nofollow" href="https://www.academia.edu/Documents/in/Public_Transport">Public Transport</a>, <script data-card-contents-for-ri="3254" type="text/json">{"id":3254,"name":"Public Transport","url":"https://www.academia.edu/Documents/in/Public_Transport?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="5365" rel="nofollow" href="https://www.academia.edu/Documents/in/Transport_Geography">Transport Geography</a><script data-card-contents-for-ri="5365" type="text/json">{"id":5365,"name":"Transport Geography","url":"https://www.academia.edu/Documents/in/Transport_Geography?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=10660676]'), work: {"id":10660676,"title":"Progressing road safety through deep change and transformational leadership","created_at":"2015-02-09T20:09:51.349-08:00","url":"https://www.academia.edu/10660676/Progressing_road_safety_through_deep_change_and_transformational_leadership?f_ri=9401","dom_id":"work_10660676","summary":null,"downloadable_attachments":[{"id":47226405,"asset_id":10660676,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":26038463,"first_name":"James","last_name":"Warn","domain_name":"nswcanberra","page_name":"JamesWarn","display_name":"James Warn","profile_url":"https://nswcanberra.academia.edu/JamesWarn?f_ri=9401","photo":"https://0.academia-photos.com/26038463/7599925/8530613/s65_james.warn.jpg"}],"research_interests":[{"id":262,"name":"Human Geography","url":"https://www.academia.edu/Documents/in/Human_Geography?f_ri=9401","nofollow":true},{"id":2358,"name":"Road safety","url":"https://www.academia.edu/Documents/in/Road_safety?f_ri=9401","nofollow":true},{"id":3254,"name":"Public Transport","url":"https://www.academia.edu/Documents/in/Public_Transport?f_ri=9401","nofollow":true},{"id":5365,"name":"Transport Geography","url":"https://www.academia.edu/Documents/in/Transport_Geography?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401"},{"id":20436,"name":"Urban And Regional Planning","url":"https://www.academia.edu/Documents/in/Urban_And_Regional_Planning?f_ri=9401"},{"id":44391,"name":"Policy Change","url":"https://www.academia.edu/Documents/in/Policy_Change?f_ri=9401"},{"id":61500,"name":"Mobility Management","url":"https://www.academia.edu/Documents/in/Mobility_Management?f_ri=9401"},{"id":104996,"name":"Paradigm Shift","url":"https://www.academia.edu/Documents/in/Paradigm_Shift?f_ri=9401"},{"id":113927,"name":"Sustainable Transport","url":"https://www.academia.edu/Documents/in/Sustainable_Transport?f_ri=9401"},{"id":162298,"name":"Cultural Practice","url":"https://www.academia.edu/Documents/in/Cultural_Practice?f_ri=9401"},{"id":239647,"name":"System Development","url":"https://www.academia.edu/Documents/in/System_Development?f_ri=9401"},{"id":998798,"name":"Holistic Approach","url":"https://www.academia.edu/Documents/in/Holistic_Approach?f_ri=9401"},{"id":2112059,"name":"Collective Decision Making","url":"https://www.academia.edu/Documents/in/Collective_Decision_Making?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_13945779" data-work_id="13945779" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/13945779/PhD_Thesis_The_application_of_the_EFQM_Excellence_Model_within_the_UK_Further_Education_VET_sector">PhD Thesis - The application of the EFQM Excellence Model within the UK Further Education (VET) sector</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The European Foundation for Quality Management (EFQM) Excellence Model® self-assessment tool has been used extensively in the UK private sector and increasingly in the state sector to raise standards. Furthermore, the European Quality... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_13945779" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The European Foundation for Quality Management (EFQM) Excellence Model® self-assessment tool has been used extensively in the UK private sector and increasingly in the state sector to raise standards. Furthermore, the European Quality Assurance Reference Framework identifies its use as best practice. However, only 2% of FE Colleges in the UK currently use the Model®.<br /><br />Mixed methods were used to investigate quantitative evidence from a national on-line Leadership and Management survey sent to all UK FE Colleges and qualitative evidence from semi-structured with 42 senior managers, quality managers, consultants and staff. Six case studies of EFQM Award-winning Colleges were also investigated. The findings indicate a positive correlation between a) the use of the EFQM Model® and the achievement of Grade 1s in inspection and b) between the achievement of Grades 1s in inspection and Category A financial status. Across the four UK regions, the most effective use of the Model® is currently occurring in Scotland’s FE sector.<br /><br />The study highlights the need for leaders to take a long-term approach to achieving excellence through using the EFQM Model® and embedding its underlying principles of Total Quality Management. The main outcome of the study is Cartmell’s “Three-Layered Egg” Model which identifies strategic, tactical and operational priorities, enabling leaders to achieve world-class standards through a process called “Questing”. <br /><br />The EFQM Model® could be applied to FE Colleges, but there are cultural and environmental factors which are hindering its applicability including decreases in funding; rapid changes in the 14-19 and post-19 landscape; increased numbers of mergers, acquisitions and restructures; tightening inspection frameworks leading causing pressure to increase success rates; increased competition for students; lack of effective leadership; low staff morale; mobility of senior managers; pressure on leaders to produce short-term improvement; the significant resource implications involved of using the Model® and lack of direction and support from government.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/13945779" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="0d06cf47a49c74b0f2510f6da9117356" rel="nofollow" data-download="{"attachment_id":38164827,"asset_id":13945779,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38164827/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="5865560" href="https://glyndwr.academia.edu/JonCartmell">Jon Cartmell</a><script data-card-contents-for-user="5865560" type="text/json">{"id":5865560,"first_name":"Jon","last_name":"Cartmell","domain_name":"glyndwr","page_name":"JonCartmell","display_name":"Jon Cartmell","profile_url":"https://glyndwr.academia.edu/JonCartmell?f_ri=9401","photo":"https://0.academia-photos.com/5865560/2510966/2915332/s65_jon.cartmell.png"}</script></span></span></li><li class="js-paper-rank-work_13945779 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="13945779"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 13945779, container: ".js-paper-rank-work_13945779", }); });</script></li><li class="js-percentile-work_13945779 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 13945779; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_13945779"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_13945779 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="13945779"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 13945779; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=13945779]").text(description); $(".js-view-count-work_13945779").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_13945779").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="13945779"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1241" rel="nofollow" href="https://www.academia.edu/Documents/in/Knowledge_Management">Knowledge Management</a>, <script data-card-contents-for-ri="1241" type="text/json">{"id":1241,"name":"Knowledge Management","url":"https://www.academia.edu/Documents/in/Knowledge_Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="92712" rel="nofollow" href="https://www.academia.edu/Documents/in/EFQM_Model">EFQM Model</a>, <script data-card-contents-for-ri="92712" type="text/json">{"id":92712,"name":"EFQM Model","url":"https://www.academia.edu/Documents/in/EFQM_Model?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1019155" rel="nofollow" href="https://www.academia.edu/Documents/in/Learning_and_Change_In_Organisations">Learning and Change In Organisations</a><script data-card-contents-for-ri="1019155" type="text/json">{"id":1019155,"name":"Learning and Change In Organisations","url":"https://www.academia.edu/Documents/in/Learning_and_Change_In_Organisations?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=13945779]'), work: {"id":13945779,"title":"PhD Thesis - The application of the EFQM Excellence Model within the UK Further Education (VET) sector","created_at":"2015-07-12T06:19:59.595-07:00","url":"https://www.academia.edu/13945779/PhD_Thesis_The_application_of_the_EFQM_Excellence_Model_within_the_UK_Further_Education_VET_sector?f_ri=9401","dom_id":"work_13945779","summary":"The European Foundation for Quality Management (EFQM) Excellence Model® self-assessment tool has been used extensively in the UK private sector and increasingly in the state sector to raise standards. Furthermore, the European Quality Assurance Reference Framework identifies its use as best practice. However, only 2% of FE Colleges in the UK currently use the Model®.\n\nMixed methods were used to investigate quantitative evidence from a national on-line Leadership and Management survey sent to all UK FE Colleges and qualitative evidence from semi-structured with 42 senior managers, quality managers, consultants and staff. Six case studies of EFQM Award-winning Colleges were also investigated. The findings indicate a positive correlation between a) the use of the EFQM Model® and the achievement of Grade 1s in inspection and b) between the achievement of Grades 1s in inspection and Category A financial status. Across the four UK regions, the most effective use of the Model® is currently occurring in Scotland’s FE sector.\n\nThe study highlights the need for leaders to take a long-term approach to achieving excellence through using the EFQM Model® and embedding its underlying principles of Total Quality Management. The main outcome of the study is Cartmell’s “Three-Layered Egg” Model which identifies strategic, tactical and operational priorities, enabling leaders to achieve world-class standards through a process called “Questing”. \n\nThe EFQM Model® could be applied to FE Colleges, but there are cultural and environmental factors which are hindering its applicability including decreases in funding; rapid changes in the 14-19 and post-19 landscape; increased numbers of mergers, acquisitions and restructures; tightening inspection frameworks leading causing pressure to increase success rates; increased competition for students; lack of effective leadership; low staff morale; mobility of senior managers; pressure on leaders to produce short-term improvement; the significant resource implications involved of using the Model® and lack of direction and support from government.\n","downloadable_attachments":[{"id":38164827,"asset_id":13945779,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":5865560,"first_name":"Jon","last_name":"Cartmell","domain_name":"glyndwr","page_name":"JonCartmell","display_name":"Jon Cartmell","profile_url":"https://glyndwr.academia.edu/JonCartmell?f_ri=9401","photo":"https://0.academia-photos.com/5865560/2510966/2915332/s65_jon.cartmell.png"}],"research_interests":[{"id":1241,"name":"Knowledge Management","url":"https://www.academia.edu/Documents/in/Knowledge_Management?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":92712,"name":"EFQM Model","url":"https://www.academia.edu/Documents/in/EFQM_Model?f_ri=9401","nofollow":true},{"id":1019155,"name":"Learning and Change In Organisations","url":"https://www.academia.edu/Documents/in/Learning_and_Change_In_Organisations?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_34327401" data-work_id="34327401" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/34327401/Effects_of_leader_intelligence_personality_and_emotional_intelligence_on_transformational_leadership_and_managerial_performance">Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study investigates the effects of intelligence, personality traits and emotional intelligence on transformational leadership and the effective performance of leaders in the organizational context. Data were collected from 134... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_34327401" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study investigates the effects of intelligence, personality traits and emotional intelligence on transformational leadership and the effective performance of leaders in the organizational context. Data were collected from 134 midlevel managers from a large Brazilian company that operates in the energy sector. Our findings suggest that leadership effectiveness, as measured by the achievement of organizational outcomes, is a direct function of a leader's transformational behaviors, and is an indirect function of individual differences (experience, intelligence and conscientiousness) that work through transformational behaviors. A negative effect of neuroticism on leadership effectiveness was also observed. In addition, while emotional intelligence seemed to be statistically related to transformational leadership if considered in isolation, when ability and personality were controlled for, the effect became non-significant. We discuss implications for theory, research and practice.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/34327401" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c101fc22b5607199c08967e253e2d8b1" rel="nofollow" data-download="{"attachment_id":54224399,"asset_id":34327401,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/54224399/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="53462261" href="https://uerj.academia.edu/ValterMoreno">Valter Moreno</a><script data-card-contents-for-user="53462261" type="text/json">{"id":53462261,"first_name":"Valter","last_name":"Moreno","domain_name":"uerj","page_name":"ValterMoreno","display_name":"Valter Moreno","profile_url":"https://uerj.academia.edu/ValterMoreno?f_ri=9401","photo":"https://0.academia-photos.com/53462261/17564949/17627444/s65_valter.moreno.jpg"}</script></span></span></li><li class="js-paper-rank-work_34327401 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="34327401"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 34327401, container: ".js-paper-rank-work_34327401", }); });</script></li><li class="js-percentile-work_34327401 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 34327401; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_34327401"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_34327401 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="34327401"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 34327401; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=34327401]").text(description); $(".js-view-count-work_34327401").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_34327401").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="34327401"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2671" rel="nofollow" href="https://www.academia.edu/Documents/in/Emotional_intelligence">Emotional intelligence</a>, <script data-card-contents-for-ri="2671" type="text/json">{"id":2671,"name":"Emotional intelligence","url":"https://www.academia.edu/Documents/in/Emotional_intelligence?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2672" rel="nofollow" href="https://www.academia.edu/Documents/in/Personality">Personality</a>, <script data-card-contents-for-ri="2672" type="text/json">{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2674" rel="nofollow" href="https://www.academia.edu/Documents/in/Intelligence">Intelligence</a>, <script data-card-contents-for-ri="2674" type="text/json">{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=34327401]'), work: {"id":34327401,"title":"Effects of leader intelligence, personality and emotional intelligence on transformational leadership and managerial performance","created_at":"2017-08-23T10:49:38.573-07:00","url":"https://www.academia.edu/34327401/Effects_of_leader_intelligence_personality_and_emotional_intelligence_on_transformational_leadership_and_managerial_performance?f_ri=9401","dom_id":"work_34327401","summary":"This study investigates the effects of intelligence, personality traits and emotional intelligence on transformational leadership and the effective performance of leaders in the organizational context. Data were collected from 134 midlevel managers from a large Brazilian company that operates in the energy sector. Our findings suggest that leadership effectiveness, as measured by the achievement of organizational outcomes, is a direct function of a leader's transformational behaviors, and is an indirect function of individual differences (experience, intelligence and conscientiousness) that work through transformational behaviors. A negative effect of neuroticism on leadership effectiveness was also observed. In addition, while emotional intelligence seemed to be statistically related to transformational leadership if considered in isolation, when ability and personality were controlled for, the effect became non-significant. We discuss implications for theory, research and practice.","downloadable_attachments":[{"id":54224399,"asset_id":34327401,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":53462261,"first_name":"Valter","last_name":"Moreno","domain_name":"uerj","page_name":"ValterMoreno","display_name":"Valter Moreno","profile_url":"https://uerj.academia.edu/ValterMoreno?f_ri=9401","photo":"https://0.academia-photos.com/53462261/17564949/17627444/s65_valter.moreno.jpg"}],"research_interests":[{"id":2671,"name":"Emotional intelligence","url":"https://www.academia.edu/Documents/in/Emotional_intelligence?f_ri=9401","nofollow":true},{"id":2672,"name":"Personality","url":"https://www.academia.edu/Documents/in/Personality?f_ri=9401","nofollow":true},{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15050905 coauthored" data-work_id="15050905" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15050905/The_design_thinking_mindset_An_assessment_of_what_we_know_and_what_we_see_in_practice">The design thinking mindset: An assessment of what we know and what we see in practice</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">In this paper, we provide a comprehensive assessment of the design thinking mindset. First, we review the design and management literature to identify and define key cognitive and behavioural components of a design thinking mindset,... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15050905" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">In this paper, we provide a comprehensive assessment of the design thinking mindset. First, we review the design and management literature to identify and define key cognitive and behavioural components of a design thinking mindset, before we report our initial findings from 15 in-depth interviews with innovation managers in Australia and Germany who reflect on their practices while implementing design thinking within their organizations. Our explorative study confirms a set of commonly understood and applied mindsets, but also reveals the impact of organisational constraints on translating cognition into behaviour. We suggest to further map the different mindsets used in design thinking projects and link them to extant leadership theory, which – as we argue – provides a suitable point of departure for further study of the design thinking mindset and its role for innovation.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15050905" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="ec98d34cc7f775c2bbe871af64e9a6c5" rel="nofollow" data-download="{"attachment_id":38522852,"asset_id":15050905,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/38522852/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="2485710" href="https://uts.academia.edu/JochenSchweitzer">Jochen Schweitzer</a><script data-card-contents-for-user="2485710" type="text/json">{"id":2485710,"first_name":"Jochen","last_name":"Schweitzer","domain_name":"uts","page_name":"JochenSchweitzer","display_name":"Jochen Schweitzer","profile_url":"https://uts.academia.edu/JochenSchweitzer?f_ri=9401","photo":"https://0.academia-photos.com/2485710/777026/165227668/s65_jochen.schweitzer.jpeg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-15050905">+2</span><div class="hidden js-additional-users-15050905"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://mgsm.academia.edu/LarsGroeger">Lars Groeger</a></span></div><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://uts.academia.edu/LeanneSobel">Leanne Sobel</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-15050905'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-15050905').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_15050905 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="15050905"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 15050905; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=15050905]").text(description); $(".js-view-count-work_15050905").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_15050905").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="15050905"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7831" rel="nofollow" href="https://www.academia.edu/Documents/in/Management_of_Innovation">Management of Innovation</a>, <script data-card-contents-for-ri="7831" type="text/json">{"id":7831,"name":"Management of Innovation","url":"https://www.academia.edu/Documents/in/Management_of_Innovation?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="19100" rel="nofollow" href="https://www.academia.edu/Documents/in/Design_thinking">Design thinking</a><script data-card-contents-for-ri="19100" type="text/json">{"id":19100,"name":"Design thinking","url":"https://www.academia.edu/Documents/in/Design_thinking?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=15050905]'), work: {"id":15050905,"title":"The design thinking mindset: An assessment of what we know and what we see in practice","created_at":"2015-08-20T01:57:41.468-07:00","url":"https://www.academia.edu/15050905/The_design_thinking_mindset_An_assessment_of_what_we_know_and_what_we_see_in_practice?f_ri=9401","dom_id":"work_15050905","summary":"In this paper, we provide a comprehensive assessment of the design thinking mindset. First, we review the design and management literature to identify and define key cognitive and behavioural components of a design thinking mindset, before we report our initial findings from 15 in-depth interviews with innovation managers in Australia and Germany who reflect on their practices while implementing design thinking within their organizations. Our explorative study confirms a set of commonly understood and applied mindsets, but also reveals the impact of organisational constraints on translating cognition into behaviour. We suggest to further map the different mindsets used in design thinking projects and link them to extant leadership theory, which – as we argue – provides a suitable point of departure for further study of the design thinking mindset and its role for innovation. ","downloadable_attachments":[{"id":38522852,"asset_id":15050905,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":2485710,"first_name":"Jochen","last_name":"Schweitzer","domain_name":"uts","page_name":"JochenSchweitzer","display_name":"Jochen Schweitzer","profile_url":"https://uts.academia.edu/JochenSchweitzer?f_ri=9401","photo":"https://0.academia-photos.com/2485710/777026/165227668/s65_jochen.schweitzer.jpeg"},{"id":10748769,"first_name":"Lars","last_name":"Groeger","domain_name":"mgsm","page_name":"LarsGroeger","display_name":"Lars Groeger","profile_url":"https://mgsm.academia.edu/LarsGroeger?f_ri=9401","photo":"https://0.academia-photos.com/10748769/10002936/11156433/s65_lars.groeger.jpg"},{"id":99349837,"first_name":"Leanne","last_name":"Sobel","domain_name":"uts","page_name":"LeanneSobel","display_name":"Leanne Sobel","profile_url":"https://uts.academia.edu/LeanneSobel?f_ri=9401","photo":"https://0.academia-photos.com/99349837/60201369/48458410/s65_leanne.sobel.jpg"}],"research_interests":[{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":7831,"name":"Management of Innovation","url":"https://www.academia.edu/Documents/in/Management_of_Innovation?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":19100,"name":"Design thinking","url":"https://www.academia.edu/Documents/in/Design_thinking?f_ri=9401","nofollow":true},{"id":2049279,"name":"Design thinking mindset","url":"https://www.academia.edu/Documents/in/Design_thinking_mindset?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_36961123 coauthored" data-work_id="36961123" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/36961123/Impact_of_Transactional_Leadership_and_Transformational_Leadership_on_Employee_Performance_A_Case_of_FMCG_Industry_of_Pakistan">Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Leadership is one of the key roles used in any organization. Transactional leadership and Transformational leadership are two key styles who gain immense importance from past few decades. This study is about these two leadership styles... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_36961123" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Leadership is one of the key roles used in any organization. Transactional leadership and Transformational leadership are two key styles who gain immense importance from past few decades. This study is about these two leadership styles having impact on employee's performance in FMCG industry of Pakistan. Data have been collected from 318 employees and has been concluded that though both leadership styles are having positive relation with employee performance but, transactional leadership style has strongly positive correlation with the performance of the employees. Along with Pearson correlation, Linear Regression Analysis has also been used in order to predict the predictor's contribution towards employees' performance. Moreover, it has been recommended that if Pakistan FMCG industry focuses on Transactional Leadership Style through trainings and different manuals, then it can develop such leaders in a better way.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/36961123" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7fe86fe47f581e7915e4938af0a48b93" rel="nofollow" data-download="{"attachment_id":56911108,"asset_id":36961123,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/56911108/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8545424" href="https://punjablahorepakistan.academia.edu/DrSyedSohaibZubair">Dr Syed Sohaib Zubair</a><script data-card-contents-for-user="8545424" type="text/json">{"id":8545424,"first_name":"Dr Syed Sohaib","last_name":"Zubair","domain_name":"punjablahorepakistan","page_name":"DrSyedSohaibZubair","display_name":"Dr Syed Sohaib Zubair","profile_url":"https://punjablahorepakistan.academia.edu/DrSyedSohaibZubair?f_ri=9401","photo":"https://0.academia-photos.com/8545424/10530059/59285804/s65_dr_syed_sohaib.zubair.jpeg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-36961123">+1</span><div class="hidden js-additional-users-36961123"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://punjablahorepakistan.academia.edu/MukarramAli">Mukarram Ali</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-36961123'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-36961123').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_36961123 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="36961123"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 36961123, container: ".js-paper-rank-work_36961123", }); });</script></li><li class="js-percentile-work_36961123 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 36961123; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_36961123"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_36961123 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="36961123"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 36961123; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=36961123]").text(description); $(".js-view-count-work_36961123").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_36961123").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="36961123"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="38" rel="nofollow" href="https://www.academia.edu/Documents/in/Management">Management</a>, <script data-card-contents-for-ri="38" type="text/json">{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="6416" rel="nofollow" href="https://www.academia.edu/Documents/in/Human_Resource_Management">Human Resource Management</a>, <script data-card-contents-for-ri="6416" type="text/json">{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7361" rel="nofollow" href="https://www.academia.edu/Documents/in/Pakistan">Pakistan</a><script data-card-contents-for-ri="7361" type="text/json">{"id":7361,"name":"Pakistan","url":"https://www.academia.edu/Documents/in/Pakistan?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=36961123]'), work: {"id":36961123,"title":"Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan","created_at":"2018-07-02T10:21:34.282-07:00","url":"https://www.academia.edu/36961123/Impact_of_Transactional_Leadership_and_Transformational_Leadership_on_Employee_Performance_A_Case_of_FMCG_Industry_of_Pakistan?f_ri=9401","dom_id":"work_36961123","summary":"Leadership is one of the key roles used in any organization. Transactional leadership and Transformational leadership are two key styles who gain immense importance from past few decades. This study is about these two leadership styles having impact on employee's performance in FMCG industry of Pakistan. Data have been collected from 318 employees and has been concluded that though both leadership styles are having positive relation with employee performance but, transactional leadership style has strongly positive correlation with the performance of the employees. Along with Pearson correlation, Linear Regression Analysis has also been used in order to predict the predictor's contribution towards employees' performance. Moreover, it has been recommended that if Pakistan FMCG industry focuses on Transactional Leadership Style through trainings and different manuals, then it can develop such leaders in a better way.","downloadable_attachments":[{"id":56911108,"asset_id":36961123,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8545424,"first_name":"Dr Syed Sohaib","last_name":"Zubair","domain_name":"punjablahorepakistan","page_name":"DrSyedSohaibZubair","display_name":"Dr Syed Sohaib Zubair","profile_url":"https://punjablahorepakistan.academia.edu/DrSyedSohaibZubair?f_ri=9401","photo":"https://0.academia-photos.com/8545424/10530059/59285804/s65_dr_syed_sohaib.zubair.jpeg"},{"id":37056860,"first_name":"Mukarram","last_name":"Ali","domain_name":"punjablahorepakistan","page_name":"MukarramAli","display_name":"Mukarram Ali","profile_url":"https://punjablahorepakistan.academia.edu/MukarramAli?f_ri=9401","photo":"https://0.academia-photos.com/37056860/10928883/12196455/s65_mukarram.ali.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":6416,"name":"Human Resource Management","url":"https://www.academia.edu/Documents/in/Human_Resource_Management?f_ri=9401","nofollow":true},{"id":7361,"name":"Pakistan","url":"https://www.academia.edu/Documents/in/Pakistan?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401"},{"id":416422,"name":"Employee Performance","url":"https://www.academia.edu/Documents/in/Employee_Performance?f_ri=9401"},{"id":1200751,"name":"FMCG Sector","url":"https://www.academia.edu/Documents/in/FMCG_Sector?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_78780769" data-work_id="78780769" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/78780769/Outdoor_experiential_training_as_a_medium_for_the_development_of_todays_leaders">Outdoor experiential training as a medium for the development of today's leaders</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Outdoor experiential training is often used for the enhancement of generalised workplace skills including those considered relevant for effective leadership. Traditionally, facilitation processes and strategies employed in outdoor... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_78780769" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Outdoor experiential training is often used for the enhancement of generalised workplace skills including those considered relevant for effective leadership. Traditionally, facilitation processes and strategies employed in outdoor experiential training have often relied on ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/78780769" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d1ddf60739bf46e8bcd489698d3731ec" rel="nofollow" data-download="{"attachment_id":85705144,"asset_id":78780769,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/85705144/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="21141500" href="https://scu-au.academia.edu/EBrymer">Eric Brymer</a><script data-card-contents-for-user="21141500" type="text/json">{"id":21141500,"first_name":"Eric","last_name":"Brymer","domain_name":"scu-au","page_name":"EBrymer","display_name":"Eric Brymer","profile_url":"https://scu-au.academia.edu/EBrymer?f_ri=9401","photo":"https://0.academia-photos.com/21141500/46240451/35794818/s65_eric.brymer.jpg"}</script></span></span></li><li class="js-paper-rank-work_78780769 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="78780769"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 78780769, container: ".js-paper-rank-work_78780769", }); 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$(".js-view-count[data-work-id=78780769]").text(description); $(".js-view-count-work_78780769").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_78780769").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="78780769"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">7</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="12066" rel="nofollow" href="https://www.academia.edu/Documents/in/Outdoor_Education">Outdoor Education</a>, <script data-card-contents-for-ri="12066" type="text/json">{"id":12066,"name":"Outdoor Education","url":"https://www.academia.edu/Documents/in/Outdoor_Education?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="19075" rel="nofollow" href="https://www.academia.edu/Documents/in/Outdoor_Leadership">Outdoor Leadership</a><script data-card-contents-for-ri="19075" type="text/json">{"id":19075,"name":"Outdoor Leadership","url":"https://www.academia.edu/Documents/in/Outdoor_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=78780769]'), work: {"id":78780769,"title":"Outdoor experiential training as a medium for the development of today's leaders","created_at":"2022-05-08T13:45:53.823-07:00","url":"https://www.academia.edu/78780769/Outdoor_experiential_training_as_a_medium_for_the_development_of_todays_leaders?f_ri=9401","dom_id":"work_78780769","summary":"Outdoor experiential training is often used for the enhancement of generalised workplace skills including those considered relevant for effective leadership. Traditionally, facilitation processes and strategies employed in outdoor experiential training have often relied on ...","downloadable_attachments":[{"id":85705144,"asset_id":78780769,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":21141500,"first_name":"Eric","last_name":"Brymer","domain_name":"scu-au","page_name":"EBrymer","display_name":"Eric Brymer","profile_url":"https://scu-au.academia.edu/EBrymer?f_ri=9401","photo":"https://0.academia-photos.com/21141500/46240451/35794818/s65_eric.brymer.jpg"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":12066,"name":"Outdoor Education","url":"https://www.academia.edu/Documents/in/Outdoor_Education?f_ri=9401","nofollow":true},{"id":19075,"name":"Outdoor Leadership","url":"https://www.academia.edu/Documents/in/Outdoor_Leadership?f_ri=9401","nofollow":true},{"id":25877,"name":"Spirituality \u0026 Leadership","url":"https://www.academia.edu/Documents/in/Spirituality_and_Leadership?f_ri=9401"},{"id":50574,"name":"Experiential Learning","url":"https://www.academia.edu/Documents/in/Experiential_Learning?f_ri=9401"},{"id":953669,"name":"Routledge","url":"https://www.academia.edu/Documents/in/Routledge?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_81498590" data-work_id="81498590" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/81498590/Effect_of_Leadership_Style_on_Perceived_Organizational_Performance_and_Innovation_The_Role_of_Transformational_Leadership_Beyond_the_Impact_of_Transactional_Leadership_An_Application_among_Turkish_SMEs">Effect of Leadership Style on Perceived Organizational Performance and Innovation: The Role of Transformational Leadership Beyond the Impact of Transactional Leadership – An Application among Turkish SME's</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">There has been a great interest in terms of leadership and its effects in organizations. Upon this huge impact this study examines the effect of transformational/transactional leadership on innovation and organizational performance. Data... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_81498590" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">There has been a great interest in terms of leadership and its effects in organizations. Upon this huge impact this study examines the effect of transformational/transactional leadership on innovation and organizational performance. Data in the study were collected from a sample of managerial staff working in Turkish SME's. The obtained data were analyzed using SPSS Version20.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/81498590" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="417837ba95ef5d1e38f5582ba728775c" rel="nofollow" data-download="{"attachment_id":87521401,"asset_id":81498590,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/87521401/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="132580506" href="https://atauni.academia.edu/OmerFarukIscan">Omer Faruk Iscan</a><script data-card-contents-for-user="132580506" type="text/json">{"id":132580506,"first_name":"Omer Faruk","last_name":"Iscan","domain_name":"atauni","page_name":"OmerFarukIscan","display_name":"Omer Faruk Iscan","profile_url":"https://atauni.academia.edu/OmerFarukIscan?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_81498590 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="81498590"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 81498590, container: ".js-paper-rank-work_81498590", }); 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$(".js-view-count[data-work-id=81498590]").text(description); $(".js-view-count-work_81498590").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_81498590").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="81498590"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="43314" rel="nofollow" href="https://www.academia.edu/Documents/in/Transactional_Leadership">Transactional Leadership</a>, <script data-card-contents-for-ri="43314" type="text/json">{"id":43314,"name":"Transactional Leadership","url":"https://www.academia.edu/Documents/in/Transactional_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="96220" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership_Style">Leadership Style</a><script data-card-contents-for-ri="96220" type="text/json">{"id":96220,"name":"Leadership Style","url":"https://www.academia.edu/Documents/in/Leadership_Style?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=81498590]'), work: {"id":81498590,"title":"Effect of Leadership Style on Perceived Organizational Performance and Innovation: The Role of Transformational Leadership Beyond the Impact of Transactional Leadership – An Application among Turkish SME's","created_at":"2022-06-14T14:33:52.325-07:00","url":"https://www.academia.edu/81498590/Effect_of_Leadership_Style_on_Perceived_Organizational_Performance_and_Innovation_The_Role_of_Transformational_Leadership_Beyond_the_Impact_of_Transactional_Leadership_An_Application_among_Turkish_SMEs?f_ri=9401","dom_id":"work_81498590","summary":"There has been a great interest in terms of leadership and its effects in organizations. Upon this huge impact this study examines the effect of transformational/transactional leadership on innovation and organizational performance. Data in the study were collected from a sample of managerial staff working in Turkish SME's. The obtained data were analyzed using SPSS Version20.","downloadable_attachments":[{"id":87521401,"asset_id":81498590,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":132580506,"first_name":"Omer Faruk","last_name":"Iscan","domain_name":"atauni","page_name":"OmerFarukIscan","display_name":"Omer Faruk Iscan","profile_url":"https://atauni.academia.edu/OmerFarukIscan?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":43314,"name":"Transactional Leadership","url":"https://www.academia.edu/Documents/in/Transactional_Leadership?f_ri=9401","nofollow":true},{"id":96220,"name":"Leadership Style","url":"https://www.academia.edu/Documents/in/Leadership_Style?f_ri=9401","nofollow":true},{"id":117208,"name":"Organizational Performance","url":"https://www.academia.edu/Documents/in/Organizational_Performance?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_79233960" data-work_id="79233960" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" rel="nofollow" href="https://www.academia.edu/79233960/Transformational_leadership_style_of_Supervisors_Heads_as_Perceived_by_the_Employees_and_the_attitude_of_employees_toward_the_School">Transformational leadership style of Supervisors/Heads as Perceived by the Employees and the attitude of employees toward the School</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest">it examines the effect of transformational leadership styles on the attitude of the employees toward the organization</div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/79233960" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="e374f388ee803f5b67c304329ca6d628" rel="nofollow" data-download="{"attachment_id":86017208,"asset_id":79233960,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" 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class="u-positionAbsolute" data-has-card-for-ri-list="79233960"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="69856" rel="nofollow" href="https://www.academia.edu/Documents/in/Social_Science_Research_Network">Social Science Research Network</a>, <script data-card-contents-for-ri="69856" type="text/json">{"id":69856,"name":"Social Science Research Network","url":"https://www.academia.edu/Documents/in/Social_Science_Research_Network?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="96220" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership_Style">Leadership Style</a><script data-card-contents-for-ri="96220" type="text/json">{"id":96220,"name":"Leadership Style","url":"https://www.academia.edu/Documents/in/Leadership_Style?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=79233960]'), work: {"id":79233960,"title":"Transformational leadership style of Supervisors/Heads as Perceived by the Employees and the attitude of employees toward the School","created_at":"2022-05-16T06:50:44.114-07:00","url":"https://www.academia.edu/79233960/Transformational_leadership_style_of_Supervisors_Heads_as_Perceived_by_the_Employees_and_the_attitude_of_employees_toward_the_School?f_ri=9401","dom_id":"work_79233960","summary":"it examines the effect of transformational leadership styles on the attitude of the employees toward the organization","downloadable_attachments":[{"id":86017208,"asset_id":79233960,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":131248954,"first_name":"Theogenia","last_name":"magallanes","domain_name":"independent","page_name":"Theogeniamagallanes","display_name":"Theogenia magallanes","profile_url":"https://independent.academia.edu/Theogeniamagallanes?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":69856,"name":"Social Science Research Network","url":"https://www.academia.edu/Documents/in/Social_Science_Research_Network?f_ri=9401","nofollow":true},{"id":96220,"name":"Leadership Style","url":"https://www.academia.edu/Documents/in/Leadership_Style?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_70617000" data-work_id="70617000" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/70617000/Trust_a_precursor_to_the_potential_mediating_effect_of_transformational_leadership">Trust: a precursor to the potential mediating effect of transformational leadership</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Whereas traditional transformational leadership studies tend to test the concept as an independent variable, this paper tests it as a mediator of the effects of management/peer trust, perceived organisational support and procedural... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_70617000" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Whereas traditional transformational leadership studies tend to test the concept as an independent variable, this paper tests it as a mediator of the effects of management/peer trust, perceived organisational support and procedural justice. The study was undertaken within a large New South Wales (NSW) public sector organisation. In 2000, the organisation’s annual staff survey indicated that levels of trust in management were very low and, as a result, the authors were asked to investigate the possible causes of this outcome. Focus group results and survey questionnaires indicated that trust in management and trust in peers had a significant influence on transformational leadership and that transformational leadership was a significant predictor of turnover intention, OCB conscientiousness and affective commitment. Quantitative results did not support the proposed mediating effects of transformational leadership.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/70617000" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="acf1a1731480aca34b26a95c4b5c008c" rel="nofollow" data-download="{"attachment_id":80293954,"asset_id":70617000,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/80293954/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="13264662" href="https://adelaide.academia.edu/NatalieFerres">Natalie Ferres</a><script data-card-contents-for-user="13264662" type="text/json">{"id":13264662,"first_name":"Natalie","last_name":"Ferres","domain_name":"adelaide","page_name":"NatalieFerres","display_name":"Natalie Ferres","profile_url":"https://adelaide.academia.edu/NatalieFerres?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_70617000 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="70617000"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 70617000, container: ".js-paper-rank-work_70617000", }); });</script></li><li class="js-percentile-work_70617000 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 70617000; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_70617000"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_70617000 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="70617000"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 70617000; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=70617000]").text(description); $(".js-view-count-work_70617000").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_70617000").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="70617000"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">5</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="16457" rel="nofollow" href="https://www.academia.edu/Documents/in/Public_sector">Public sector</a>, <script data-card-contents-for-ri="16457" type="text/json">{"id":16457,"name":"Public sector","url":"https://www.academia.edu/Documents/in/Public_sector?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="113272" rel="nofollow" href="https://www.academia.edu/Documents/in/Focus_Group">Focus Group</a>, <script data-card-contents-for-ri="113272" type="text/json">{"id":113272,"name":"Focus Group","url":"https://www.academia.edu/Documents/in/Focus_Group?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="184047" rel="nofollow" href="https://www.academia.edu/Documents/in/New_South_Wales">New South Wales</a><script data-card-contents-for-ri="184047" type="text/json">{"id":184047,"name":"New South Wales","url":"https://www.academia.edu/Documents/in/New_South_Wales?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=70617000]'), work: {"id":70617000,"title":"Trust: a precursor to the potential mediating effect of transformational leadership","created_at":"2022-02-05T17:35:56.532-08:00","url":"https://www.academia.edu/70617000/Trust_a_precursor_to_the_potential_mediating_effect_of_transformational_leadership?f_ri=9401","dom_id":"work_70617000","summary":"Whereas traditional transformational leadership studies tend to test the concept as an independent variable, this paper tests it as a mediator of the effects of management/peer trust, perceived organisational support and procedural justice. The study was undertaken within a large New South Wales (NSW) public sector organisation. In 2000, the organisation’s annual staff survey indicated that levels of trust in management were very low and, as a result, the authors were asked to investigate the possible causes of this outcome. Focus group results and survey questionnaires indicated that trust in management and trust in peers had a significant influence on transformational leadership and that transformational leadership was a significant predictor of turnover intention, OCB conscientiousness and affective commitment. Quantitative results did not support the proposed mediating effects of transformational leadership.","downloadable_attachments":[{"id":80293954,"asset_id":70617000,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":13264662,"first_name":"Natalie","last_name":"Ferres","domain_name":"adelaide","page_name":"NatalieFerres","display_name":"Natalie Ferres","profile_url":"https://adelaide.academia.edu/NatalieFerres?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":16457,"name":"Public sector","url":"https://www.academia.edu/Documents/in/Public_sector?f_ri=9401","nofollow":true},{"id":113272,"name":"Focus Group","url":"https://www.academia.edu/Documents/in/Focus_Group?f_ri=9401","nofollow":true},{"id":184047,"name":"New South Wales","url":"https://www.academia.edu/Documents/in/New_South_Wales?f_ri=9401","nofollow":true},{"id":551754,"name":"Perceived Organisational Support","url":"https://www.academia.edu/Documents/in/Perceived_Organisational_Support?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_9833824" data-work_id="9833824" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/9833824/Re_Visioning_the_Heroes_Journey_A_Story_of_Something_Old_Something_New">Re-Visioning the Heroes Journey: A Story of Something Old, Something New</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Whether they admit it or not, our organizations are in trouble and face an uncertain future. T he world in which t hey operate is changing rapidly and fundament ally yet the majority of our current organizational leaders continue to be... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_9833824" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Whether they admit it or not, our organizations are in trouble and face an uncertain future. T he world in which t hey operate is changing rapidly and fundament ally yet the majority of our current organizational leaders continue to be command-control driven and to operate in much the same way as they have done since taking the helm. Paradoxically, this organizational vulnerability is also occurring at a time when generational diversity has the potential t o exertt he greatest influence over the course of an organization’s development and generate the leadership so needed to help it weather the storms ahead. T here are no charts or checklists and precious few “best practices” for the pioneers of today. But a map for this type of transformational journey is available and it is a map t hat crosses all cultural and demographic barriers. It is this map that we use as a methodology for<br />first personal and then organizational change, thereby combining the wisdom of the ages with the fresh lens of current events.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/9833824" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="048adbf9450ceb850f171d5b48e9045b" rel="nofollow" data-download="{"attachment_id":36000772,"asset_id":9833824,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/36000772/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="1265878" href="https://humbercollege.academia.edu/GingerGrant">Ginger Grant</a><script data-card-contents-for-user="1265878" type="text/json">{"id":1265878,"first_name":"Ginger","last_name":"Grant","domain_name":"humbercollege","page_name":"GingerGrant","display_name":"Ginger Grant","profile_url":"https://humbercollege.academia.edu/GingerGrant?f_ri=9401","photo":"https://0.academia-photos.com/1265878/464242/33932368/s65_ginger.grant.jpg"}</script></span></span></li><li class="js-paper-rank-work_9833824 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="9833824"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 9833824, container: ".js-paper-rank-work_9833824", }); 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$(".js-view-count[data-work-id=9833824]").text(description); $(".js-view-count-work_9833824").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_9833824").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="9833824"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="1324" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Change">Organizational Change</a>, <script data-card-contents-for-ri="1324" type="text/json">{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="2969" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership">Leadership</a>, <script data-card-contents-for-ri="2969" type="text/json">{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=9833824]'), work: {"id":9833824,"title":"Re-Visioning the Heroes Journey: A Story of Something Old, Something New","created_at":"2014-12-18T22:14:59.706-08:00","url":"https://www.academia.edu/9833824/Re_Visioning_the_Heroes_Journey_A_Story_of_Something_Old_Something_New?f_ri=9401","dom_id":"work_9833824","summary":"Whether they admit it or not, our organizations are in trouble and face an uncertain future. T he world in which t hey operate is changing rapidly and fundament ally yet the majority of our current organizational leaders continue to be command-control driven and to operate in much the same way as they have done since taking the helm. Paradoxically, this organizational vulnerability is also occurring at a time when generational diversity has the potential t o exertt he greatest influence over the course of an organization’s development and generate the leadership so needed to help it weather the storms ahead. T here are no charts or checklists and precious few “best practices” for the pioneers of today. But a map for this type of transformational journey is available and it is a map t hat crosses all cultural and demographic barriers. It is this map that we use as a methodology for\nfirst personal and then organizational change, thereby combining the wisdom of the ages with the fresh lens of current events. ","downloadable_attachments":[{"id":36000772,"asset_id":9833824,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":1265878,"first_name":"Ginger","last_name":"Grant","domain_name":"humbercollege","page_name":"GingerGrant","display_name":"Ginger Grant","profile_url":"https://humbercollege.academia.edu/GingerGrant?f_ri=9401","photo":"https://0.academia-photos.com/1265878/464242/33932368/s65_ginger.grant.jpg"}],"research_interests":[{"id":1324,"name":"Organizational Change","url":"https://www.academia.edu/Documents/in/Organizational_Change?f_ri=9401","nofollow":true},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_52760704" data-work_id="52760704" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/52760704/Transformational_leadership_goal_difficulty_and_job_design_Independent_and_interactive_effects_on_employee_outcomes">Transformational leadership, goal difficulty, and job design: Independent and interactive effects on employee outcomes</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">A field study of 209 leaderfollower dyads from 12 different organizations was conducted to test the moderating effects of job enrichment and goal difficulty on the relationship between transformational leadership and three follower... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_52760704" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">A field study of 209 leaderfollower dyads from 12 different organizations was conducted to test the moderating effects of job enrichment and goal difficulty on the relationship between transformational leadership and three follower outcomes: performance, affective organizational ...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/52760704" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="168bd5c7616a2f489e1b39eeb3337be4" rel="nofollow" data-download="{"attachment_id":69870674,"asset_id":52760704,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/69870674/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34784260" href="https://udallas.academia.edu/BrianMurray">Brian Murray</a><script data-card-contents-for-user="34784260" 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window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_52760704"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_52760704 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="52760704"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 52760704; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=52760704]").text(description); $(".js-view-count-work_52760704").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_52760704").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="52760704"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">12</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="8171" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Commitment">Organizational Commitment</a>, <script data-card-contents-for-ri="8171" type="text/json">{"id":8171,"name":"Organizational Commitment","url":"https://www.academia.edu/Documents/in/Organizational_Commitment?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8333" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior">Organizational Citizenship Behavior</a>, <script data-card-contents-for-ri="8333" type="text/json">{"id":8333,"name":"Organizational Citizenship Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9043" rel="nofollow" href="https://www.academia.edu/Documents/in/Performance">Performance</a>, <script data-card-contents-for-ri="9043" type="text/json">{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=52760704]'), work: {"id":52760704,"title":"Transformational leadership, goal difficulty, and job design: Independent and interactive effects on employee outcomes","created_at":"2021-09-18T18:47:41.780-07:00","url":"https://www.academia.edu/52760704/Transformational_leadership_goal_difficulty_and_job_design_Independent_and_interactive_effects_on_employee_outcomes?f_ri=9401","dom_id":"work_52760704","summary":"A field study of 209 leaderfollower dyads from 12 different organizations was conducted to test the moderating effects of job enrichment and goal difficulty on the relationship between transformational leadership and three follower outcomes: performance, affective organizational ...","downloadable_attachments":[{"id":69870674,"asset_id":52760704,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34784260,"first_name":"Brian","last_name":"Murray","domain_name":"udallas","page_name":"BrianMurray","display_name":"Brian Murray","profile_url":"https://udallas.academia.edu/BrianMurray?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":8171,"name":"Organizational Commitment","url":"https://www.academia.edu/Documents/in/Organizational_Commitment?f_ri=9401","nofollow":true},{"id":8333,"name":"Organizational Citizenship Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior?f_ri=9401","nofollow":true},{"id":9043,"name":"Performance","url":"https://www.academia.edu/Documents/in/Performance?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":31396,"name":"Job Design","url":"https://www.academia.edu/Documents/in/Job_Design?f_ri=9401"},{"id":49355,"name":"Goal Setting","url":"https://www.academia.edu/Documents/in/Goal_Setting?f_ri=9401"},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=9401"},{"id":239810,"name":"Field Study","url":"https://www.academia.edu/Documents/in/Field_Study?f_ri=9401"},{"id":487832,"name":"Affective Commitment","url":"https://www.academia.edu/Documents/in/Affective_Commitment?f_ri=9401"},{"id":489930,"name":"Leadership Quarterly","url":"https://www.academia.edu/Documents/in/Leadership_Quarterly?f_ri=9401"},{"id":592549,"name":"Interaction effect","url":"https://www.academia.edu/Documents/in/Interaction_effect?f_ri=9401"},{"id":1756656,"name":"Job Enrichment","url":"https://www.academia.edu/Documents/in/Job_Enrichment?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_80482650" data-work_id="80482650" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/80482650/Command_Decision_Ethical_Leadership_in_the_Information_Environment">Command Decision: Ethical Leadership in the Information Environment</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This monograph considers how a classical challenge that commanders face in war—namely, making critical decisions on the basis of limited and often unreliable information—has been exacerbated in the era of big data. Data overload... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_80482650" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This monograph considers how a classical challenge that commanders face in war—namely, making critical decisions on the basis of limited and often unreliable information—has been exacerbated in the era of big data. Data overload complicates the intelligence community’s efforts to identify and exclude disinformation, misinformation, and deception, and thus hampers its ability to deliver reliable intelligence to inform decision-makers in a timely manner. The military commander remains responsible for making a final decision, yet the great wealth of data now available through the intelligence cycle amplifies the risk of decision paralysis. With this in mind, technological solutions tend to be considered the most appropriate response for managing data overload and disinformation. While these remain relevant, they alone may be insufficient to equip the military commander with the necessary insight to guide decisions through the uncertainty of the big data environment. Rather, the militar...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/80482650" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7d26081b71af24a2e8101762a582b3a1" rel="nofollow" data-download="{"attachment_id":86849075,"asset_id":80482650,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/86849075/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="257331" href="https://conflictstudies.academia.edu/KeirGiles">Keir Giles</a><script data-card-contents-for-user="257331" type="text/json">{"id":257331,"first_name":"Keir","last_name":"Giles","domain_name":"conflictstudies","page_name":"KeirGiles","display_name":"Keir Giles","profile_url":"https://conflictstudies.academia.edu/KeirGiles?f_ri=9401","photo":"https://0.academia-photos.com/257331/197752/31563098/s65_keir.giles.png"}</script></span></span></li><li class="js-paper-rank-work_80482650 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="80482650"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 80482650, container: ".js-paper-rank-work_80482650", }); });</script></li><li class="js-percentile-work_80482650 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 80482650; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_80482650"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_80482650 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="80482650"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 80482650; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=80482650]").text(description); $(".js-view-count-work_80482650").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_80482650").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="80482650"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">14</a>  </div><span class="InlineList-item-text u-textTruncate u-pl10x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="568" rel="nofollow" href="https://www.academia.edu/Documents/in/Military_Ethics">Military Ethics</a>, <script data-card-contents-for-ri="568" type="text/json">{"id":568,"name":"Military Ethics","url":"https://www.academia.edu/Documents/in/Military_Ethics?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="570" rel="nofollow" href="https://www.academia.edu/Documents/in/Military_Intelligence">Military Intelligence</a>, <script data-card-contents-for-ri="570" type="text/json">{"id":570,"name":"Military Intelligence","url":"https://www.academia.edu/Documents/in/Military_Intelligence?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="814" rel="nofollow" href="https://www.academia.edu/Documents/in/Ethics">Ethics</a><script data-card-contents-for-ri="814" type="text/json">{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=80482650]'), work: {"id":80482650,"title":"Command Decision: Ethical Leadership in the Information Environment","created_at":"2022-06-01T14:00:33.233-07:00","url":"https://www.academia.edu/80482650/Command_Decision_Ethical_Leadership_in_the_Information_Environment?f_ri=9401","dom_id":"work_80482650","summary":"This monograph considers how a classical challenge that commanders face in war—namely, making critical decisions on the basis of limited and often unreliable information—has been exacerbated in the era of big data. Data overload complicates the intelligence community’s efforts to identify and exclude disinformation, misinformation, and deception, and thus hampers its ability to deliver reliable intelligence to inform decision-makers in a timely manner. The military commander remains responsible for making a final decision, yet the great wealth of data now available through the intelligence cycle amplifies the risk of decision paralysis. With this in mind, technological solutions tend to be considered the most appropriate response for managing data overload and disinformation. While these remain relevant, they alone may be insufficient to equip the military commander with the necessary insight to guide decisions through the uncertainty of the big data environment. Rather, the militar...","downloadable_attachments":[{"id":86849075,"asset_id":80482650,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":257331,"first_name":"Keir","last_name":"Giles","domain_name":"conflictstudies","page_name":"KeirGiles","display_name":"Keir Giles","profile_url":"https://conflictstudies.academia.edu/KeirGiles?f_ri=9401","photo":"https://0.academia-photos.com/257331/197752/31563098/s65_keir.giles.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":568,"name":"Military Ethics","url":"https://www.academia.edu/Documents/in/Military_Ethics?f_ri=9401","nofollow":true},{"id":570,"name":"Military Intelligence","url":"https://www.academia.edu/Documents/in/Military_Intelligence?f_ri=9401","nofollow":true},{"id":814,"name":"Ethics","url":"https://www.academia.edu/Documents/in/Ethics?f_ri=9401","nofollow":true},{"id":2671,"name":"Emotional intelligence","url":"https://www.academia.edu/Documents/in/Emotional_intelligence?f_ri=9401"},{"id":2674,"name":"Intelligence","url":"https://www.academia.edu/Documents/in/Intelligence?f_ri=9401"},{"id":2969,"name":"Leadership","url":"https://www.academia.edu/Documents/in/Leadership?f_ri=9401"},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401"},{"id":39946,"name":"Military","url":"https://www.academia.edu/Documents/in/Military?f_ri=9401"},{"id":119358,"name":"Defense and National Security","url":"https://www.academia.edu/Documents/in/Defense_and_National_Security?f_ri=9401"},{"id":126300,"name":"Big Data","url":"https://www.academia.edu/Documents/in/Big_Data?f_ri=9401"},{"id":289278,"name":"Big Data Analytics","url":"https://www.academia.edu/Documents/in/Big_Data_Analytics?f_ri=9401"},{"id":294517,"name":"Defense and Strategic Studies","url":"https://www.academia.edu/Documents/in/Defense_and_Strategic_Studies?f_ri=9401"},{"id":413148,"name":"Big Data / Analytics / Data Mining","url":"https://www.academia.edu/Documents/in/Big_Data_Analytics_Data_Mining?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_80044651" data-work_id="80044651" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/80044651/Principals_Transformational_Leadership_Skills_in_Public_Secondary_Schools_A_Case_of_Teachers_and_Students_Perceptions_and_Academic_Achievement_in_Nairobi_County_Kenya">Principals’ Transformational Leadership Skills in Public Secondary Schools: A Case of Teachers’ and Students’ Perceptions and Academic Achievement in Nairobi County, Kenya</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Due to reforms in the education sector, school managers need to appreciate the new policies and laws that guide school management, namely Children's Act and Basic Education Act. Management of resources while ensuring accountability and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_80044651" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Due to reforms in the education sector, school managers need to appreciate the new policies and laws that guide school management, namely Children's Act and Basic Education Act. Management of resources while ensuring accountability and integrity to the public is equally crucial. The reforms emanate from the Education changes brought about by the new constitution dispensation and the devolved system of Government. The managers of schools need to appreciate the new policies and laws that guide the management of schools such as: Education being a basic human right, therefore being free and compulsory and schools being disability friendly. There is also the element of participation which is important. Management of resources while ensuring accountability and Integrity to the public is equally crucial. Sessional Paper No 1 of 2005 emphasizes improving quality completion rates both at the primary and secondary school level of education (MOE: 2005). There have been reports about the literacy and academic achievement of students in the Kenya Certificate of Primary Education (KCPE) and Kenya Certificate of Secondary Education (KCSE) Examination that point towards a decline in academic standards. With all these, the overall outlook of school managers has to change. This paper explores the way forward to a better understanding and management of schools in a new kind of leadership, transformational leadership, hence the need for this study. The study aimed to establish teachers' and students' perceptions on the Principals' transformational leadership in Nairobi County, Kenya and correlate these to student academic achievement. Transformational leadership among the principals in Nairobi were examined and correlated with the study dependent variable, the student academic achievement. The two research objectives that guided the study were: (1) To find out the extent to which the principals in Nairobi County exhibit transformational leadership (2) To determine the correlation between the principals' transformational leadership and student academic achievement. A mixed method approach was adopted by the study where both naturalistic and descriptive survey designs were used. Qualitative approach was utilized to gather more in-depth information from the principals and other respondents. A total of 21 eligible public secondary schools were drawn from a sampling frame of 73 schools through stratified sampling method. A total of ten teachers, ten students and the principal from each eligible school were sampled and included in the study. A total of 21 principals from each eligible school were included in the study. The total sample size was therefore four hundred and forty one (441) respondents drawn from the selected 21 public secondary schools. Questionnaires and interview guides were employed to collect data. Likert items with a 5-point response scale ranging from strongly disagree to strongly agree were included in the questionnaire. The data was sorted out and analyzed by use of descriptive and inferential statistics. Correlations and T-test were used to examine how well the transformational leadership factors correlated with student achievement. The data was analyzed using Statistical Package for Social Sciences (SPSS) and Microsoft's Excel and data presented using tables. The results of the study indicated that (i) there was a moderate, negative correlation between student perception towards principals' transformational leadership and student achievement, which was statistically significant (ii) there was a strong, positive correlation between teacher perception towards principals' transformational leadership and student achievement, which was statistically significant. The study recommends action plan by TSC in establishing training needs and training principals in transformational leadership.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/80044651" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="dfdf09623a889a5442488737b9810be4" rel="nofollow" data-download="{"attachment_id":86557160,"asset_id":80044651,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/86557160/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="14041840" href="https://independent.academia.edu/ShemMwalwa">Shem Mwalw'a</a><script data-card-contents-for-user="14041840" type="text/json">{"id":14041840,"first_name":"Shem","last_name":"Mwalw'a","domain_name":"independent","page_name":"ShemMwalwa","display_name":"Shem Mwalw'a","profile_url":"https://independent.academia.edu/ShemMwalwa?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_80044651 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="80044651"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 80044651, container: ".js-paper-rank-work_80044651", }); });</script></li><li class="js-percentile-work_80044651 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 80044651; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_80044651"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_80044651 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="80044651"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 80044651; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=80044651]").text(description); $(".js-view-count-work_80044651").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_80044651").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="80044651"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="221" rel="nofollow" href="https://www.academia.edu/Documents/in/Psychology">Psychology</a>, <script data-card-contents-for-ri="221" type="text/json">{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="120380" rel="nofollow" href="https://www.academia.edu/Documents/in/Perceptions">Perceptions</a>, <script data-card-contents-for-ri="120380" type="text/json">{"id":120380,"name":"Perceptions","url":"https://www.academia.edu/Documents/in/Perceptions?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="552478" rel="nofollow" href="https://www.academia.edu/Documents/in/Principal">Principal</a><script data-card-contents-for-ri="552478" type="text/json">{"id":552478,"name":"Principal","url":"https://www.academia.edu/Documents/in/Principal?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=80044651]'), work: {"id":80044651,"title":"Principals’ Transformational Leadership Skills in Public Secondary Schools: A Case of Teachers’ and Students’ Perceptions and Academic Achievement in Nairobi County, Kenya","created_at":"2022-05-27T06:23:12.642-07:00","url":"https://www.academia.edu/80044651/Principals_Transformational_Leadership_Skills_in_Public_Secondary_Schools_A_Case_of_Teachers_and_Students_Perceptions_and_Academic_Achievement_in_Nairobi_County_Kenya?f_ri=9401","dom_id":"work_80044651","summary":"Due to reforms in the education sector, school managers need to appreciate the new policies and laws that guide school management, namely Children's Act and Basic Education Act. Management of resources while ensuring accountability and integrity to the public is equally crucial. The reforms emanate from the Education changes brought about by the new constitution dispensation and the devolved system of Government. The managers of schools need to appreciate the new policies and laws that guide the management of schools such as: Education being a basic human right, therefore being free and compulsory and schools being disability friendly. There is also the element of participation which is important. Management of resources while ensuring accountability and Integrity to the public is equally crucial. Sessional Paper No 1 of 2005 emphasizes improving quality completion rates both at the primary and secondary school level of education (MOE: 2005). There have been reports about the literacy and academic achievement of students in the Kenya Certificate of Primary Education (KCPE) and Kenya Certificate of Secondary Education (KCSE) Examination that point towards a decline in academic standards. With all these, the overall outlook of school managers has to change. This paper explores the way forward to a better understanding and management of schools in a new kind of leadership, transformational leadership, hence the need for this study. The study aimed to establish teachers' and students' perceptions on the Principals' transformational leadership in Nairobi County, Kenya and correlate these to student academic achievement. Transformational leadership among the principals in Nairobi were examined and correlated with the study dependent variable, the student academic achievement. The two research objectives that guided the study were: (1) To find out the extent to which the principals in Nairobi County exhibit transformational leadership (2) To determine the correlation between the principals' transformational leadership and student academic achievement. A mixed method approach was adopted by the study where both naturalistic and descriptive survey designs were used. Qualitative approach was utilized to gather more in-depth information from the principals and other respondents. A total of 21 eligible public secondary schools were drawn from a sampling frame of 73 schools through stratified sampling method. A total of ten teachers, ten students and the principal from each eligible school were sampled and included in the study. A total of 21 principals from each eligible school were included in the study. The total sample size was therefore four hundred and forty one (441) respondents drawn from the selected 21 public secondary schools. Questionnaires and interview guides were employed to collect data. Likert items with a 5-point response scale ranging from strongly disagree to strongly agree were included in the questionnaire. The data was sorted out and analyzed by use of descriptive and inferential statistics. Correlations and T-test were used to examine how well the transformational leadership factors correlated with student achievement. The data was analyzed using Statistical Package for Social Sciences (SPSS) and Microsoft's Excel and data presented using tables. The results of the study indicated that (i) there was a moderate, negative correlation between student perception towards principals' transformational leadership and student achievement, which was statistically significant (ii) there was a strong, positive correlation between teacher perception towards principals' transformational leadership and student achievement, which was statistically significant. The study recommends action plan by TSC in establishing training needs and training principals in transformational leadership.","downloadable_attachments":[{"id":86557160,"asset_id":80044651,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":14041840,"first_name":"Shem","last_name":"Mwalw'a","domain_name":"independent","page_name":"ShemMwalwa","display_name":"Shem Mwalw'a","profile_url":"https://independent.academia.edu/ShemMwalwa?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":120380,"name":"Perceptions","url":"https://www.academia.edu/Documents/in/Perceptions?f_ri=9401","nofollow":true},{"id":552478,"name":"Principal","url":"https://www.academia.edu/Documents/in/Principal?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_77813849" data-work_id="77813849" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/77813849/Republic_of_Indonesia">Republic of Indonesia</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This research is intended to prove and analyze the effect of transformational leadership, religiosity, job satisfaction, and organizational culture variables on the employees ’ Organizational Citizenship Behavior (OCB) and performance in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_77813849" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This research is intended to prove and analyze the effect of transformational leadership, religiosity, job satisfaction, and organizational culture variables on the employees ’ Organizational Citizenship Behavior (OCB) and performance in the Regional Offices ofthe National Institute of Public Administration (NIPA) in Indonesia. The population of this research is 198 employees from the four NIPA’s regional offices. The number of respondent as the sample for the survey is 153 employees. An inferential and descriptive statistical tool using SmartPLS software is used to analyze data.The result of the research showed that transformational leadership and job satisfaction variables have no positive and significant influence on OCB. Religiosity variable, however, displayed positive and significant impact, while organizational culture variable showed significant impact on OCB respectively. Transformational leadership and job satisfaction variables showed no significant influence on the emplo...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/77813849" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="d0ed2cbfb55b02005d720d417f4f2cf9" rel="nofollow" data-download="{"attachment_id":85076031,"asset_id":77813849,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/85076031/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="8491551" href="https://independent.academia.edu/DjokoSetyadi">Djoko Setyadi</a><script data-card-contents-for-user="8491551" type="text/json">{"id":8491551,"first_name":"Djoko","last_name":"Setyadi","domain_name":"independent","page_name":"DjokoSetyadi","display_name":"Djoko Setyadi","profile_url":"https://independent.academia.edu/DjokoSetyadi?f_ri=9401","photo":"https://0.academia-photos.com/8491551/3245207/3819137/s65_djoko.setyadi.jpg"}</script></span></span></li><li class="js-paper-rank-work_77813849 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="77813849"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 77813849, container: ".js-paper-rank-work_77813849", }); });</script></li><li class="js-percentile-work_77813849 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 77813849; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_77813849"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_77813849 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="77813849"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 77813849; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=77813849]").text(description); $(".js-view-count-work_77813849").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_77813849").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="77813849"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="2919" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Culture">Organizational Culture</a>, <script data-card-contents-for-ri="2919" type="text/json">{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8333" rel="nofollow" href="https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior">Organizational Citizenship Behavior</a>, <script data-card-contents-for-ri="8333" type="text/json">{"id":8333,"name":"Organizational Citizenship Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="8688" rel="nofollow" href="https://www.academia.edu/Documents/in/Job_Satisfaction">Job Satisfaction</a>, <script data-card-contents-for-ri="8688" type="text/json">{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=77813849]'), work: {"id":77813849,"title":"Republic of Indonesia","created_at":"2022-04-27T14:00:33.641-07:00","url":"https://www.academia.edu/77813849/Republic_of_Indonesia?f_ri=9401","dom_id":"work_77813849","summary":"This research is intended to prove and analyze the effect of transformational leadership, religiosity, job satisfaction, and organizational culture variables on the employees ’ Organizational Citizenship Behavior (OCB) and performance in the Regional Offices ofthe National Institute of Public Administration (NIPA) in Indonesia. The population of this research is 198 employees from the four NIPA’s regional offices. The number of respondent as the sample for the survey is 153 employees. An inferential and descriptive statistical tool using SmartPLS software is used to analyze data.The result of the research showed that transformational leadership and job satisfaction variables have no positive and significant influence on OCB. Religiosity variable, however, displayed positive and significant impact, while organizational culture variable showed significant impact on OCB respectively. Transformational leadership and job satisfaction variables showed no significant influence on the emplo...","downloadable_attachments":[{"id":85076031,"asset_id":77813849,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":8491551,"first_name":"Djoko","last_name":"Setyadi","domain_name":"independent","page_name":"DjokoSetyadi","display_name":"Djoko Setyadi","profile_url":"https://independent.academia.edu/DjokoSetyadi?f_ri=9401","photo":"https://0.academia-photos.com/8491551/3245207/3819137/s65_djoko.setyadi.jpg"}],"research_interests":[{"id":2919,"name":"Organizational Culture","url":"https://www.academia.edu/Documents/in/Organizational_Culture?f_ri=9401","nofollow":true},{"id":8333,"name":"Organizational Citizenship Behavior","url":"https://www.academia.edu/Documents/in/Organizational_Citizenship_Behavior?f_ri=9401","nofollow":true},{"id":8688,"name":"Job Satisfaction","url":"https://www.academia.edu/Documents/in/Job_Satisfaction?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":35685,"name":"Religiosity","url":"https://www.academia.edu/Documents/in/Religiosity?f_ri=9401"},{"id":416422,"name":"Employee Performance","url":"https://www.academia.edu/Documents/in/Employee_Performance?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_76577264" data-work_id="76577264" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/76577264/Fostering_Gender_Equality_in_Research_Institutions_through_Transformational_Gender_Action_Plans">Fostering Gender Equality in Research Institutions through Transformational-Gender Action Plans</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">d a Mission pour la place des femmes au CNRS, Centre National de la Recherche Scientifique (France), b Trinity College Dublin (Ireland), c Šiauliai University (Lithuania), d GESIS-Leibniz Institute for the Social Sciences (Germany)... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_76577264" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">d a Mission pour la place des femmes au CNRS, Centre National de la Recherche Scientifique (France), b Trinity College Dublin (Ireland), c Šiauliai University (Lithuania), d GESIS-Leibniz Institute for the Social Sciences (Germany) ABSTRACT This paper draws upon baseline evidence compiled for the FP7 Project &quot;INstitutional Transformation for Effecting Gender Equality in Research&quot; (INTEGER) in three very different research and higher education institutions. Despite institutional commitments towards gender equality, there is an under-representation of women at full professorship (Grade A) and equivalent positions. Furthermore, women and men are unequally represented on key committees and other decision-making bodies. INTEGER&#39;s task is to address these and other imbalances through the adoption of Transformational Gender Action Plans (T-GAPs). These T-GAPs involve: increasing the visibility and leadership potential of women academics/researchers; monitoring and gender proo...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/76577264" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="c48c78eef5bceb8611726d2c15b4c3cf" rel="nofollow" data-download="{"attachment_id":84243472,"asset_id":76577264,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/84243472/download_file?st=MTczOTgyNDQ0MCw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="50448597" href="https://independent.academia.edu/Virginija%C5%A0idlauskien%C4%97">Virginija Šidlauskienė</a><script data-card-contents-for-user="50448597" type="text/json">{"id":50448597,"first_name":"Virginija","last_name":"Šidlauskienė","domain_name":"independent","page_name":"VirginijaŠidlauskienė","display_name":"Virginija Šidlauskienė","profile_url":"https://independent.academia.edu/Virginija%C5%A0idlauskien%C4%97?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_76577264 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="76577264"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 76577264, container: ".js-paper-rank-work_76577264", }); 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$(".js-view-count[data-work-id=76577264]").text(description); $(".js-view-count-work_76577264").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_76577264").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="76577264"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">6</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="696" rel="nofollow" href="https://www.academia.edu/Documents/in/Gender_Studies">Gender Studies</a>, <script data-card-contents-for-ri="696" type="text/json">{"id":696,"name":"Gender Studies","url":"https://www.academia.edu/Documents/in/Gender_Studies?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4486" rel="nofollow" href="https://www.academia.edu/Documents/in/Political_Science">Political Science</a>, <script data-card-contents-for-ri="4486" type="text/json">{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="7490" rel="nofollow" href="https://www.academia.edu/Documents/in/Gender_Equality">Gender Equality</a>, <script data-card-contents-for-ri="7490" type="text/json">{"id":7490,"name":"Gender Equality","url":"https://www.academia.edu/Documents/in/Gender_Equality?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a><script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=76577264]'), work: {"id":76577264,"title":"Fostering Gender Equality in Research Institutions through Transformational-Gender Action Plans","created_at":"2022-04-15T23:12:39.879-07:00","url":"https://www.academia.edu/76577264/Fostering_Gender_Equality_in_Research_Institutions_through_Transformational_Gender_Action_Plans?f_ri=9401","dom_id":"work_76577264","summary":"d a Mission pour la place des femmes au CNRS, Centre National de la Recherche Scientifique (France), b Trinity College Dublin (Ireland), c Šiauliai University (Lithuania), d GESIS-Leibniz Institute for the Social Sciences (Germany) ABSTRACT This paper draws upon baseline evidence compiled for the FP7 Project \u0026quot;INstitutional Transformation for Effecting Gender Equality in Research\u0026quot; (INTEGER) in three very different research and higher education institutions. Despite institutional commitments towards gender equality, there is an under-representation of women at full professorship (Grade A) and equivalent positions. Furthermore, women and men are unequally represented on key committees and other decision-making bodies. INTEGER\u0026#39;s task is to address these and other imbalances through the adoption of Transformational Gender Action Plans (T-GAPs). These T-GAPs involve: increasing the visibility and leadership potential of women academics/researchers; monitoring and gender proo...","downloadable_attachments":[{"id":84243472,"asset_id":76577264,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":50448597,"first_name":"Virginija","last_name":"Šidlauskienė","domain_name":"independent","page_name":"VirginijaŠidlauskienė","display_name":"Virginija Šidlauskienė","profile_url":"https://independent.academia.edu/Virginija%C5%A0idlauskien%C4%97?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":696,"name":"Gender Studies","url":"https://www.academia.edu/Documents/in/Gender_Studies?f_ri=9401","nofollow":true},{"id":4486,"name":"Political Science","url":"https://www.academia.edu/Documents/in/Political_Science?f_ri=9401","nofollow":true},{"id":7490,"name":"Gender Equality","url":"https://www.academia.edu/Documents/in/Gender_Equality?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":959687,"name":"Transforming Institutional Cultures","url":"https://www.academia.edu/Documents/in/Transforming_Institutional_Cultures?f_ri=9401"},{"id":1673993,"name":"Gender Action Plans","url":"https://www.academia.edu/Documents/in/Gender_Action_Plans?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_522270 coauthored" data-work_id="522270" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/522270/The_Story_of_Jill_How_an_Individual_Leader_Developed_into_a_Level_5_Leader">The Story of Jill–How an Individual Leader Developed into a “Level 5” Leader</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">The purpose of this paper is to build on previously published work to address the developmental journey by telling the story of a composite leader as she develops through the developmental levels. We created this story to answer questions... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_522270" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">The purpose of this paper is to build on previously published work to address the developmental journey by telling the story of a composite leader as she develops through the developmental levels. We created this story to answer questions we have heard from many clients about what this development could look like. This story is but one path of one individual leader. While everyone’s life choices will differ, each will have some common qualities as well. We created this story to help coaches and leaders see a potential path through the developmental levels.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/522270" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="1cabbe653cf285a9019e99059287d9c0" rel="nofollow" data-download="{"attachment_id":79671771,"asset_id":522270,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/79671771/download_file?st=MTczOTgyNDQ0MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="396461" href="https://jmu.academia.edu/MaureenMetcalf">Maureen Metcalf</a><script data-card-contents-for-user="396461" type="text/json">{"id":396461,"first_name":"Maureen","last_name":"Metcalf","domain_name":"jmu","page_name":"MaureenMetcalf","display_name":"Maureen Metcalf","profile_url":"https://jmu.academia.edu/MaureenMetcalf?f_ri=9401","photo":"https://0.academia-photos.com/396461/98886/131655631/s65_maureen.metcalf.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-522270">+1</span><div class="hidden js-additional-users-522270"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/DenaPaluck">Dena Paluck</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-522270'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-522270').html(); 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container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_522270 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="522270"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 522270; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=522270]").text(description); $(".js-view-count-work_522270").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_522270").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="522270"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">2</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="20471" rel="nofollow" href="https://www.academia.edu/Documents/in/Leadership_Development">Leadership Development</a><script data-card-contents-for-ri="20471" type="text/json">{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=522270]'), work: {"id":522270,"title":"The Story of Jill–How an Individual Leader Developed into a “Level 5” Leader","created_at":"2011-04-10T22:00:55.043-07:00","url":"https://www.academia.edu/522270/The_Story_of_Jill_How_an_Individual_Leader_Developed_into_a_Level_5_Leader?f_ri=9401","dom_id":"work_522270","summary":"The purpose of this paper is to build on previously published work to address the developmental journey by telling the story of a composite leader as she develops through the developmental levels. We created this story to answer questions we have heard from many clients about what this development could look like. This story is but one path of one individual leader. While everyone’s life choices will differ, each will have some common qualities as well. We created this story to help coaches and leaders see a potential path through the developmental levels.\r\n\r\n","downloadable_attachments":[{"id":79671771,"asset_id":522270,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":396461,"first_name":"Maureen","last_name":"Metcalf","domain_name":"jmu","page_name":"MaureenMetcalf","display_name":"Maureen Metcalf","profile_url":"https://jmu.academia.edu/MaureenMetcalf?f_ri=9401","photo":"https://0.academia-photos.com/396461/98886/131655631/s65_maureen.metcalf.jpg"},{"id":213862945,"first_name":"Dena","last_name":"Paluck","domain_name":"independent","page_name":"DenaPaluck","display_name":"Dena Paluck","profile_url":"https://independent.academia.edu/DenaPaluck?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":20471,"name":"Leadership Development","url":"https://www.academia.edu/Documents/in/Leadership_Development?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_15482242" data-work_id="15482242" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/15482242/The_utility_of_transactional_and_transformational_leadership_for_predicting_performance_and_satisfaction_within_a_path_goal_theory_framework">The utility of transactional and transformational leadership for predicting performance and satisfaction within a path-goal theory framework</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska -Lincoln. It has been accepted for inclusion in Management Department Faculty Publications by an authorized... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_15482242" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This Article is brought to you for free and open access by the Management Department at DigitalCommons@University of Nebraska -Lincoln. It has been accepted for inclusion in Management Department Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska -Lincoln.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/15482242" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="14f2a01e5118a73b813f05c07eb5b6c5" rel="nofollow" data-download="{"attachment_id":43153052,"asset_id":15482242,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/43153052/download_file?st=MTczOTgyNDQ0MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="34624027" href="https://independent.academia.edu/CraigPearce2">Craig Pearce</a><script data-card-contents-for-user="34624027" type="text/json">{"id":34624027,"first_name":"Craig","last_name":"Pearce","domain_name":"independent","page_name":"CraigPearce2","display_name":"Craig Pearce","profile_url":"https://independent.academia.edu/CraigPearce2?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_15482242 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="15482242"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 15482242, container: ".js-paper-rank-work_15482242", }); 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It has been accepted for inclusion in Management Department Faculty Publications by an authorized administrator of DigitalCommons@University of Nebraska -Lincoln.","downloadable_attachments":[{"id":43153052,"asset_id":15482242,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":34624027,"first_name":"Craig","last_name":"Pearce","domain_name":"independent","page_name":"CraigPearce2","display_name":"Craig Pearce","profile_url":"https://independent.academia.edu/CraigPearce2?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":221,"name":"Psychology","url":"https://www.academia.edu/Documents/in/Psychology?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":73149,"name":"Business and Management","url":"https://www.academia.edu/Documents/in/Business_and_Management?f_ri=9401","nofollow":true},{"id":312164,"name":"Occupational","url":"https://www.academia.edu/Documents/in/Occupational?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_80248049" data-work_id="80248049" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/80248049/Managing_change_at_Sears_a_sideways_look_at_a_tale_of_corporate_transformation">Managing change at Sears: a sideways look at a tale of corporate transformation</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">PurposeThis paper offers a reanalysis or “re‐view” of a celebrated tale of corporate transformation – the turnaround of Sears, Roebuck and Company – which was discussed in the Harvard Business Review. Noting that “contextual” and... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_80248049" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">PurposeThis paper offers a reanalysis or “re‐view” of a celebrated tale of corporate transformation – the turnaround of Sears, Roebuck and Company – which was discussed in the Harvard Business Review. Noting that “contextual” and “processual” attempts to revise the tale of Sears and its transformation would tend to exchange one monological rendering for another, albeit more critical account, the paper “re‐views” the case in an attempt to make space for perspectives and narratives normally edited out of narratives of change management.Design/methodology/approachBuilding upon a critical review of the literature concerned with organizational storytelling the paper “re‐views” the Harvard rendering of the Sears case as an epic tale. The paper then supplements this epic rendering of the Sears case with another two accounts of the case, which recast and review the tale first as a tragedy and then as a comedy.FindingsThe paper reveals the polysemic nature of organization and change and sugg...</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/80248049" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="70021969bc28aeb6b7945372ef62c3e7" rel="nofollow" data-download="{"attachment_id":86693137,"asset_id":80248049,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/86693137/download_file?st=MTczOTgyNDQ0MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="185483304" href="https://independent.academia.edu/DavidCollins137">David Collins</a><script data-card-contents-for-user="185483304" type="text/json">{"id":185483304,"first_name":"David","last_name":"Collins","domain_name":"independent","page_name":"DavidCollins137","display_name":"David Collins","profile_url":"https://independent.academia.edu/DavidCollins137?f_ri=9401","photo":"/images/s65_no_pic.png"}</script></span></span></li><li class="js-paper-rank-work_80248049 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="80248049"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 80248049, container: ".js-paper-rank-work_80248049", }); 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Noting that “contextual” and “processual” attempts to revise the tale of Sears and its transformation would tend to exchange one monological rendering for another, albeit more critical account, the paper “re‐views” the case in an attempt to make space for perspectives and narratives normally edited out of narratives of change management.Design/methodology/approachBuilding upon a critical review of the literature concerned with organizational storytelling the paper “re‐views” the Harvard rendering of the Sears case as an epic tale. The paper then supplements this epic rendering of the Sears case with another two accounts of the case, which recast and review the tale first as a tragedy and then as a comedy.FindingsThe paper reveals the polysemic nature of organization and change and sugg...","downloadable_attachments":[{"id":86693137,"asset_id":80248049,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":185483304,"first_name":"David","last_name":"Collins","domain_name":"independent","page_name":"DavidCollins137","display_name":"David Collins","profile_url":"https://independent.academia.edu/DavidCollins137?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":39,"name":"Marketing","url":"https://www.academia.edu/Documents/in/Marketing?f_ri=9401","nofollow":true},{"id":184,"name":"Sociology","url":"https://www.academia.edu/Documents/in/Sociology?f_ri=9401","nofollow":true},{"id":1324,"name":"Organizational 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href="https://www.academia.edu/Documents/in/Intrapreneurship">Intrapreneurship</a><script data-card-contents-for-ri="9960" type="text/json">{"id":9960,"name":"Intrapreneurship","url":"https://www.academia.edu/Documents/in/Intrapreneurship?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=74359460]'), work: {"id":74359460,"title":"The influence of transformational leadership and organizational identification on intrapreneurship","created_at":"2022-03-23T01:39:25.823-07:00","url":"https://www.academia.edu/74359460/The_influence_of_transformational_leadership_and_organizational_identification_on_intrapreneurship?f_ri=9401","dom_id":"work_74359460","summary":null,"downloadable_attachments":[],"ordered_authors":[{"id":171857945,"first_name":"Priyanka","last_name":"Jain","domain_name":"independent","page_name":"PriyankaJain328","display_name":"Priyanka 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Sampling","url":"https://www.academia.edu/Documents/in/Stratified_Random_Sampling?f_ri=9401"},{"id":611814,"name":"Correlation coefficient","url":"https://www.academia.edu/Documents/in/Correlation_coefficient?f_ri=9401"},{"id":1166524,"name":"New Products","url":"https://www.academia.edu/Documents/in/New_Products?f_ri=9401"},{"id":1343804,"name":"Partial Least Square","url":"https://www.academia.edu/Documents/in/Partial_Least_Square?f_ri=9401"}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_45686903 coauthored" data-work_id="45686903" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/45686903/Transformational_Leadership_and_the_Moderating_Role_of_Trust_and_Job_Satisfaction_on_Organizational_Citizenship_Behavior">Transformational Leadership and the Moderating Role of Trust and Job Satisfaction on Organizational Citizenship Behavior</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">This study examined the relationship between transformational leadership, interpersonal trust at work, job satisfaction, and organizational citizenship. Measures of transformational leadership behaviors, employees’ trust at work, job... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_45686903" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">This study examined the relationship between transformational leadership, interpersonal trust at work, job satisfaction, and organizational citizenship. Measures of transformational leadership behaviors, employees’ trust at work, job satisfaction, and corporate citizenship were obtained from a sample of 157 manufacturing employees in the United States using a web-based survey. The survey results were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Manufacturing employees with supervisors who exhibited transformational leadership indicated that they had exhibited corporate citizenship behaviors in their organizations. Job satisfaction and interpersonal trust at work also contributed to employee corporate citizenship but did not moderate the relationship between transformational leadership and corporate citizenship.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/45686903" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="024cfc7faef546983ffef01ee2729702" rel="nofollow" data-download="{"attachment_id":73478866,"asset_id":45686903,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/73478866/download_file?st=MTczOTgyNDQ0MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="10138283" href="https://point.academia.edu/BetsySparks">Betsy Sparks</a><script data-card-contents-for-user="10138283" type="text/json">{"id":10138283,"first_name":"Betsy","last_name":"Sparks","domain_name":"point","page_name":"BetsySparks","display_name":"Betsy Sparks","profile_url":"https://point.academia.edu/BetsySparks?f_ri=9401","photo":"https://0.academia-photos.com/10138283/13692226/155892912/s65_betsy.sparks.jpg"}</script></span></span><span class="u-displayInlineBlock InlineList-item-text"> and <span class="u-textDecorationUnderline u-clickable InlineList-item-text js-work-more-authors-45686903">+1</span><div class="hidden js-additional-users-45686903"><div><span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a href="https://independent.academia.edu/ThomasKohntopp">Thomas Kohntopp</a></span></div></div></span><script>(function(){ var popoverSettings = { el: $('.js-work-more-authors-45686903'), placement: 'bottom', hide_delay: 200, html: true, content: function(){ return $('.js-additional-users-45686903').html(); } } new HoverPopover(popoverSettings); })();</script></li><li class="js-paper-rank-work_45686903 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="45686903"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 45686903, container: ".js-paper-rank-work_45686903", }); });</script></li><li class="js-percentile-work_45686903 InlineList-item InlineList-item--bordered hidden u-tcGrayDark"><span class="percentile-widget hidden"><span class="u-mr2x percentile-widget" style="display: none">•</span><span class="u-mr2x work-percentile"></span></span><script>$(function () { var workId = 45686903; window.Academia.workPercentilesFetcher.queue(workId, function (percentileText) { var container = $(".js-percentile-work_45686903"); container.find('.work-percentile').text(percentileText.charAt(0).toUpperCase() + percentileText.slice(1)); container.find('.percentile-widget').show(); container.find('.percentile-widget').removeClass('hidden'); }); });</script></li><li class="js-view-count-work_45686903 InlineList-item InlineList-item--bordered hidden"><div><span><span class="js-view-count view-count u-mr2x" data-work-id="45686903"><i class="fa fa-spinner fa-spin"></i></span><script>$(function () { var workId = 45686903; window.Academia.workViewCountsFetcher.queue(workId, function (count) { var description = window.$h.commaizeInt(count) + " " + window.$h.pluralize(count, 'View'); $(".js-view-count[data-work-id=45686903]").text(description); $(".js-view-count-work_45686903").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_45686903").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="45686903"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">3</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3043" rel="nofollow" href="https://www.academia.edu/Documents/in/Trust">Trust</a>, <script data-card-contents-for-ri="3043" type="text/json">{"id":3043,"name":"Trust","url":"https://www.academia.edu/Documents/in/Trust?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="12144" rel="nofollow" href="https://www.academia.edu/Documents/in/Corporate_Citizenship">Corporate Citizenship</a><script data-card-contents-for-ri="12144" type="text/json">{"id":12144,"name":"Corporate Citizenship","url":"https://www.academia.edu/Documents/in/Corporate_Citizenship?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=45686903]'), work: {"id":45686903,"title":"Transformational Leadership and the Moderating Role of Trust and Job Satisfaction on Organizational Citizenship Behavior","created_at":"2021-04-06T07:59:21.568-07:00","url":"https://www.academia.edu/45686903/Transformational_Leadership_and_the_Moderating_Role_of_Trust_and_Job_Satisfaction_on_Organizational_Citizenship_Behavior?f_ri=9401","dom_id":"work_45686903","summary":"This study examined the relationship between transformational leadership, interpersonal trust at work, job satisfaction, and organizational citizenship. Measures of transformational leadership behaviors, employees’ trust at work, job satisfaction, and corporate citizenship were obtained from a sample of 157 manufacturing employees in the United States using a web-based survey. The survey results were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Manufacturing employees with supervisors who exhibited transformational leadership indicated that they had exhibited corporate citizenship behaviors in their organizations. Job satisfaction and interpersonal trust at work also contributed to employee corporate citizenship but did not moderate the relationship between transformational leadership and corporate citizenship.","downloadable_attachments":[{"id":73478866,"asset_id":45686903,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":10138283,"first_name":"Betsy","last_name":"Sparks","domain_name":"point","page_name":"BetsySparks","display_name":"Betsy Sparks","profile_url":"https://point.academia.edu/BetsySparks?f_ri=9401","photo":"https://0.academia-photos.com/10138283/13692226/155892912/s65_betsy.sparks.jpg"},{"id":190476176,"first_name":"Thomas","last_name":"Kohntopp","domain_name":"independent","page_name":"ThomasKohntopp","display_name":"Thomas Kohntopp","profile_url":"https://independent.academia.edu/ThomasKohntopp?f_ri=9401","photo":"/images/s65_no_pic.png"}],"research_interests":[{"id":3043,"name":"Trust","url":"https://www.academia.edu/Documents/in/Trust?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":12144,"name":"Corporate Citizenship","url":"https://www.academia.edu/Documents/in/Corporate_Citizenship?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35941812" data-work_id="35941812" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35941812/Transmitting_leadership_based_civic_responsibility_insights_from_service_learning">Transmitting leadership based civic responsibility: insights from service learning</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Abstract Purpose – As a fundamental notion of transmitting civic responsibility with leadership, preparing service learning into the transformative experiential education aims to link classroom and community as an initiative in... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35941812" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Abstract<br />Purpose – As a fundamental notion of transmitting civic responsibility with leadership, preparing service learning into the transformative experiential education aims to link classroom and community as an initiative in transforming civic responsibility among students. This paper aims to examine the insights of service learning to transmit the civic responsibility-based leadership.<br />Design/methodology/approach – This paper builds on recent reviews on ethical engagement for service learning to underlie in performing civic responsibility. This literature review stage critically investigates service learning for contributing leadership-based civic responsibility. In-depth analysis from referred books, journals and conferences using keywords such as service learning and leadership-based civic responsibility was conducted. Meta-synthesis was conducted from findings by searching for information organized using substantive keywords.<br />Findings – There are three core stages to understand and provide insight into the importance of civic responsibility-based leadership: strengthening commitment to work with a strategic plan in community<br />engagement, nurturing creative thinking and professional skills with experiential leadership and enhancing leadership awareness with rational problem-solving. This study is supposed to contribute to the theoretical construction of civic responsibility with insights from service learning.<br />Originality/value – Civic responsibility-based leadership is mainly seen as a comprehensive method of putting individual and societal basis in experiential learning. It aims to give insights to enhance the personal<br />and social awareness to get involved in the community engagement by which to be the citizen with responsible essences.</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35941812" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="327a5b608d1c25db53f413cea42937fc" rel="nofollow" data-download="{"attachment_id":55841300,"asset_id":35941812,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55841300/download_file?st=MTczOTgyNDQ0MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="17862692" href="https://teknologimalaysia.academia.edu/halimelhuda">Miftachul Huda</a><script data-card-contents-for-user="17862692" type="text/json">{"id":17862692,"first_name":"Miftachul","last_name":"Huda","domain_name":"teknologimalaysia","page_name":"halimelhuda","display_name":"Miftachul Huda","profile_url":"https://teknologimalaysia.academia.edu/halimelhuda?f_ri=9401","photo":"https://0.academia-photos.com/17862692/5587636/6360188/s65_halim.elhuda.jpg"}</script></span></span></li><li class="js-paper-rank-work_35941812 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35941812"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35941812, container: ".js-paper-rank-work_35941812", }); 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$(".js-view-count[data-work-id=35941812]").text(description); $(".js-view-count-work_35941812").attr('title', description).tooltip(); }); });</script></span><script>$(function() { $(".js-view-count-work_35941812").removeClass('hidden') })</script></div></li><li class="InlineList-item u-positionRelative" style="max-width: 250px"><div class="u-positionAbsolute" data-has-card-for-ri-list="35941812"><i class="fa fa-tag InlineList-item-icon u-positionRelative"></i>  <a class="InlineList-item-text u-positionRelative">4</a>  </div><span class="InlineList-item-text u-textTruncate u-pl9x"><a class="InlineList-item-text" data-has-card-for-ri="3490" rel="nofollow" href="https://www.academia.edu/Documents/in/Accounting">Accounting</a>, <script data-card-contents-for-ri="3490" type="text/json">{"id":3490,"name":"Accounting","url":"https://www.academia.edu/Documents/in/Accounting?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="4901" rel="nofollow" href="https://www.academia.edu/Documents/in/Service_Learning">Service Learning</a>, <script data-card-contents-for-ri="4901" type="text/json">{"id":4901,"name":"Service Learning","url":"https://www.academia.edu/Documents/in/Service_Learning?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="9401" rel="nofollow" href="https://www.academia.edu/Documents/in/Transformational_Leadership">Transformational Leadership</a>, <script data-card-contents-for-ri="9401" type="text/json">{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true}</script><a class="InlineList-item-text" data-has-card-for-ri="1867718" rel="nofollow" href="https://www.academia.edu/Documents/in/Civic_Engagement_and_Social_Responsibility">Civic Engagement and Social Responsibility</a><script data-card-contents-for-ri="1867718" type="text/json">{"id":1867718,"name":"Civic Engagement and Social Responsibility","url":"https://www.academia.edu/Documents/in/Civic_Engagement_and_Social_Responsibility?f_ri=9401","nofollow":true}</script></span></li><script>(function(){ if (true) { new Aedu.ResearchInterestListCard({ el: $('*[data-has-card-for-ri-list=35941812]'), work: {"id":35941812,"title":"Transmitting leadership based civic responsibility: insights from service learning","created_at":"2018-02-16T20:17:37.855-08:00","url":"https://www.academia.edu/35941812/Transmitting_leadership_based_civic_responsibility_insights_from_service_learning?f_ri=9401","dom_id":"work_35941812","summary":"Abstract\nPurpose – As a fundamental notion of transmitting civic responsibility with leadership, preparing service learning into the transformative experiential education aims to link classroom and community as an initiative in transforming civic responsibility among students. This paper aims to examine the insights of service learning to transmit the civic responsibility-based leadership.\nDesign/methodology/approach – This paper builds on recent reviews on ethical engagement for service learning to underlie in performing civic responsibility. This literature review stage critically investigates service learning for contributing leadership-based civic responsibility. In-depth analysis from referred books, journals and conferences using keywords such as service learning and leadership-based civic responsibility was conducted. Meta-synthesis was conducted from findings by searching for information organized using substantive keywords.\nFindings – There are three core stages to understand and provide insight into the importance of civic responsibility-based leadership: strengthening commitment to work with a strategic plan in community\nengagement, nurturing creative thinking and professional skills with experiential leadership and enhancing leadership awareness with rational problem-solving. This study is supposed to contribute to the theoretical construction of civic responsibility with insights from service learning.\nOriginality/value – Civic responsibility-based leadership is mainly seen as a comprehensive method of putting individual and societal basis in experiential learning. It aims to give insights to enhance the personal\nand social awareness to get involved in the community engagement by which to be the citizen with responsible essences.","downloadable_attachments":[{"id":55841300,"asset_id":35941812,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":17862692,"first_name":"Miftachul","last_name":"Huda","domain_name":"teknologimalaysia","page_name":"halimelhuda","display_name":"Miftachul Huda","profile_url":"https://teknologimalaysia.academia.edu/halimelhuda?f_ri=9401","photo":"https://0.academia-photos.com/17862692/5587636/6360188/s65_halim.elhuda.jpg"}],"research_interests":[{"id":3490,"name":"Accounting","url":"https://www.academia.edu/Documents/in/Accounting?f_ri=9401","nofollow":true},{"id":4901,"name":"Service Learning","url":"https://www.academia.edu/Documents/in/Service_Learning?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":1867718,"name":"Civic Engagement and Social Responsibility","url":"https://www.academia.edu/Documents/in/Civic_Engagement_and_Social_Responsibility?f_ri=9401","nofollow":true}]}, }) } })();</script></ul></li></ul></div></div><div class="u-borderBottom1 u-borderColorGrayLighter"><div class="clearfix u-pv7x u-mb0x js-work-card work_35858050" data-work_id="35858050" itemscope="itemscope" itemtype="https://schema.org/ScholarlyArticle"><div class="header"><div class="title u-fontSerif u-fs22 u-lineHeight1_3"><a class="u-tcGrayDarkest js-work-link" href="https://www.academia.edu/35858050/The_Effects_of_Machiavellianism_Self_Disclosure_and_Feed_Back_to_Differentiate_the_Perceived_Pseudo_and_Authentic_Transformational_Leadership_Behaviours_of_the_Managers">The Effects of Machiavellianism, Self Disclosure and Feed Back to Differentiate the Perceived Pseudo and Authentic Transformational Leadership Behaviours of the Managers</a></div></div><div class="u-pb4x u-mt3x"><div class="summary u-fs14 u-fw300 u-lineHeight1_5 u-tcGrayDarkest"><div class="summarized">Leadership is one of the most important concepts in business administration. In this study, Transformational Leadership and Authentic Leadership theories are discussed together. Pseudo Transformational Leadership and Authentic... <a class="more_link u-tcGrayDark u-linkUnstyled" data-container=".work_35858050" data-show=".complete" data-hide=".summarized" data-more-link-behavior="true" href="#">more</a></div><div class="complete hidden">Leadership is one of the most important concepts in business administration. In this study, Transformational Leadership and Authentic Leadership theories are discussed together. Pseudo Transformational Leadership and Authentic Transformational Leadership styles are derived from these two theories. The main issue of this research is to find the tools in order to differentiate the Pseudo and Authentic Transformational Leadership styles. The sample used in the analysis (N=396) was taken from managers and staff of these managers in public organizations and schools which are in transformation period. The results of the study indicate that Machiavellianism degrees, Self-Disclosure and Feed Back levels of these managers can be used in order to forecast their Pseudo and Authentic Transformational Leadership behaviours. Although these two leadership behaviours are both included under Transformational Leadership, it can be said that Pseudo Transformational Leaders have lower Individualized Consideration and Idealized Influence than the Authentic Transformational Leaders do. Relationships between Machiavellianism, Self Disclosure and Feed Back (dimensions of Johari Window Model), Transformational Leadership, Authentic Leadership, Transactional Leadership and components of these leadership theories are also discussed in this study. This is the first study exploring the Pseudo and Authentic Transformational Leadership and researching the forecasting methods to differentiate the leadership styles. Thus, it is essential for the Turkish literature in organizational behaviour.<br /><br />Key Words: Transformational Leadership, Authentic Leadership, Machiavellianism, Self Disclosure, Feed Back</div></div></div><ul class="InlineList u-ph0x u-fs13"><li class="InlineList-item logged_in_only"><div class="share_on_academia_work_button"><a class="academia_share Button Button--inverseBlue Button--sm js-bookmark-button" data-academia-share="Work/35858050" data-share-source="work_strip" data-spinner="small_white_hide_contents"><i class="fa fa-plus"></i><span class="work-strip-link-text u-ml1x" data-content="button_text">Bookmark</span></a></div></li><li class="InlineList-item"><div class="download"><a id="7df8b788b5ddcb9684551972f6f08ce5" rel="nofollow" data-download="{"attachment_id":55748531,"asset_id":35858050,"asset_type":"Work","always_allow_download":false,"track":null,"button_location":"work_strip","source":null,"hide_modal":null}" class="Button Button--sm Button--inverseGreen js-download-button prompt_button doc_download" href="https://www.academia.edu/attachments/55748531/download_file?st=MTczOTgyNDQ0MSw4LjIyMi4yMDguMTQ2&s=work_strip"><i class="fa fa-arrow-circle-o-down fa-lg"></i><span class="u-textUppercase u-ml1x" data-content="button_text">Download</span></a></div></li><li class="InlineList-item"><ul class="InlineList InlineList--bordered u-ph0x"><li class="InlineList-item InlineList-item--bordered"><span class="InlineList-item-text">by <span itemscope="itemscope" itemprop="author" itemtype="https://schema.org/Person"><a class="u-tcGrayDark u-fw700" data-has-card-for-user="64718127" href="https://independent.academia.edu/FatihFeramuzYILDIZ">Fatih F YILDIZ</a><script data-card-contents-for-user="64718127" type="text/json">{"id":64718127,"first_name":"Fatih","last_name":"YILDIZ","domain_name":"independent","page_name":"FatihFeramuzYILDIZ","display_name":"Fatih F YILDIZ","profile_url":"https://independent.academia.edu/FatihFeramuzYILDIZ?f_ri=9401","photo":"https://0.academia-photos.com/64718127/23463096/22525403/s65_fatih.yildiz.jpg"}</script></span></span></li><li class="js-paper-rank-work_35858050 InlineList-item InlineList-item--bordered hidden"><span class="js-paper-rank-view hidden u-tcGrayDark" data-paper-rank-work-id="35858050"><i class="u-m1x fa fa-bar-chart"></i><strong class="js-paper-rank"></strong></span><script>$(function() { new Works.PaperRankView({ workId: 35858050, container: ".js-paper-rank-work_35858050", }); 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In this study, Transformational Leadership and Authentic Leadership theories are discussed together. Pseudo Transformational Leadership and Authentic Transformational Leadership styles are derived from these two theories. The main issue of this research is to find the tools in order to differentiate the Pseudo and Authentic Transformational Leadership styles. The sample used in the analysis (N=396) was taken from managers and staff of these managers in public organizations and schools which are in transformation period. The results of the study indicate that Machiavellianism degrees, Self-Disclosure and Feed Back levels of these managers can be used in order to forecast their Pseudo and Authentic Transformational Leadership behaviours. Although these two leadership behaviours are both included under Transformational Leadership, it can be said that Pseudo Transformational Leaders have lower Individualized Consideration and Idealized Influence than the Authentic Transformational Leaders do. Relationships between Machiavellianism, Self Disclosure and Feed Back (dimensions of Johari Window Model), Transformational Leadership, Authentic Leadership, Transactional Leadership and components of these leadership theories are also discussed in this study. This is the first study exploring the Pseudo and Authentic Transformational Leadership and researching the forecasting methods to differentiate the leadership styles. Thus, it is essential for the Turkish literature in organizational behaviour.\n\nKey Words: Transformational Leadership, Authentic Leadership, Machiavellianism, Self Disclosure, Feed Back","downloadable_attachments":[{"id":55748531,"asset_id":35858050,"asset_type":"Work","always_allow_download":false}],"ordered_authors":[{"id":64718127,"first_name":"Fatih","last_name":"YILDIZ","domain_name":"independent","page_name":"FatihFeramuzYILDIZ","display_name":"Fatih F YILDIZ","profile_url":"https://independent.academia.edu/FatihFeramuzYILDIZ?f_ri=9401","photo":"https://0.academia-photos.com/64718127/23463096/22525403/s65_fatih.yildiz.jpg"}],"research_interests":[{"id":38,"name":"Management","url":"https://www.academia.edu/Documents/in/Management?f_ri=9401","nofollow":true},{"id":9401,"name":"Transformational Leadership","url":"https://www.academia.edu/Documents/in/Transformational_Leadership?f_ri=9401","nofollow":true},{"id":55840,"name":"Business 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