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Administrative Sciences
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Leadership Effectiveness and Development
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Leadership Effectiveness and Development

A special issue of Administrative Sciences (ISSN 2076-3387). This special issue belongs to the section "Leadership".

Deadline for manuscript submissions: closed (1 December 2022) | Viewed by 50854

Special Issue Editor

Prof. Dr. Barry Z. Posner

E-Mail Website
Guest Editor
Leavey School of Business, Santa Clara University, Santa Clara, CA 95053, USA
Interests: leadership; human resources management; organizational theory
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

For this Special Issue, we are looking for manuscripts that investigate the factors which make for effective leaders and how such characteristics might be developed. While there is a growing body of work on the impact of leadership, for example, on employee engagement, and some of the characteristics associated with leadership (e.g., grit), less effort has been directed at understanding how to develop leaders (or transform managers into leaders) and the skills associated with various leadership behaviors. The literature indicates, for instance, that effective leaders are good communicators. Can it be demonstrated that developing communication capabilities translates into effective leadership rather than these two constructs simply having an association with one another? In addition, the field hungers for more objective versus subjective data on the impact of leadership, moving beyond how employees feel to how they perform. Can we provide evidence that effective leadership adds directly to an organization’s bottom line through factors other than avoiding turnover? These are some of the challenges that the scholarship in this Special Issue will wrestle with.

Prof. Dr. Barry Z. Posner
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All submissions that pass pre-check are peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a double-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access monthly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. The Article Processing Charge (APC) for publication in this open access journal is 1400 CHF (Swiss Francs). Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.

Keywords

  • leadership
  • leadership effectiveness
  • leadership development
  • leader performance
  • leadership impact

Published Papers (4 papers)

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Research

21 pages, 553 KiB  
Article
Leadership Styles and Innovation Management: What Is the Role of Human Capital?
by Joana Costa, Mariana Pádua and António Carrizo Moreira
Adm. Sci. 2023, 13(2), 47; https://doi.org/10.3390/admsci13020047 - 07 Feb 2023
Cited by 6 | Viewed by 13951
Abstract
Leadership styles and human capital are important drivers of innovation processes. The way the leader interacts with the organization members can pre-empt or leverage innovation processes as leaders influence, empower and motivate other individuals in the achievement of their goals. Human capital is [...] Read more.
Leadership styles and human capital are important drivers of innovation processes. The way the leader interacts with the organization members can pre-empt or leverage innovation processes as leaders influence, empower and motivate other individuals in the achievement of their goals. Human capital is an important driver of innovation and competitiveness, as it will shape the uniqueness of the company as well as the process to obtain skills, capabilities, knowledge and expertise. As such, the main objectives of the paper are to analyze the impact of leadership styles on the innovation process and also to address the moderation effect of the human capital on the previous relation. Four leadership styles—autocratic, transactional, democratic, and transformational—were considered to measure their impacts on the innovation process, considering the alternative types of innovations. The 2018 Community Innovation Survey (CIS) database was used, encompassing Portuguese data, covering the 2016–2018 period, with a sample of 13702 firms. In regard to the empirical part, first, an exploratory analysis was run to better understand the connection between the leadership styles and the innovative strategies followed by an econometric estimation encompassing 28 logit models to disentangle the specific impacts of each leader on each innovation type. Evidence proves that autocratic and transactional leadership styles have a negative impact on innovation and transformational and democratic leadership impact innovation positively. Furthermore, human capital was found to moderate the relationship between leadership styles and the innovation process; i.e., under the same leadership style, the presence of additional skills leverages innovative propensity. The paper brings relevant insights for both managers and policymakers, highlighting that innovation will be accelerated if firms implement more participatory (democratic and transformational) leadership styles and also if they invest in competences to promote knowledge internalization and share. All in all, participatory leadership combined with the internal skills is proved to be an efficient combination for innovation to take place; as such, policy instruments must promote the coexistence of these two factors. Full article
(This article belongs to the Special Issue Leadership Effectiveness and Development)
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17 pages, 763 KiB  
Article
Impact of Inclusive Leadership on Innovative Work Behavior: The Mediating Role of Job Crafting
by Yinping Guo, Junge Jin and Sang-Hyuk Yim
Adm. Sci. 2023, 13(1), 4; https://doi.org/10.3390/admsci13010004 - 22 Dec 2022
Cited by 8 | Viewed by 5722
Abstract
The study aims to examine the mediating role of job crafting between inclusive leadership and innovative work behavior. The data were collected from 314 workers employed in China’s small and medium-sized industries. The data collection was done through survey design. The data analysis [...] Read more.
The study aims to examine the mediating role of job crafting between inclusive leadership and innovative work behavior. The data were collected from 314 workers employed in China’s small and medium-sized industries. The data collection was done through survey design. The data analysis was done using Spss 26.0 and through structural equation modeling by Mplus 8. Inclusive leadership was found to be related to job crafting and innovative work behavior of the employees. Job crafting was found to be mediating between inclusive leadership and innovative work behavior. The study delineated the link mechanism between inclusive leadership and innovative work behavior. Studying inclusive leadership in the context of Chinese culture is a powerful complement to inclusive leadership theory. This paper provides the managers of SMEs with significant managerial insights into how inclusive leadership can effectively motivate employees’ innovative work behaviors. Full article
(This article belongs to the Special Issue Leadership Effectiveness and Development)
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13 pages, 440 KiB  
Article
The Effect of Participative Leadership Style on Employees’ Performance: The Contingent Role of Institutional Theory
by Osama Khassawneh and Hamzah Elrehail
Adm. Sci. 2022, 12(4), 195; https://doi.org/10.3390/admsci12040195 - 15 Dec 2022
Cited by 18 | Viewed by 13689
Abstract
This study aimed to examine the moderating role of institutional theory in the association between participative leadership style and various outcomes, such as employee loyalty and job performance in organizations. A cross-sectional research design was employed, where data were gathered from 347 participants [...] Read more.
This study aimed to examine the moderating role of institutional theory in the association between participative leadership style and various outcomes, such as employee loyalty and job performance in organizations. A cross-sectional research design was employed, where data were gathered from 347 participants from all managerial levels in the United Arab Emirates (UAE). The findings demonstrated how the level of complexity of the institutional theory reduces the positive relationship between participative leadership style and employee loyalty, negatively affecting job performance. The current study contributes to the existing leadership literature by showing that participatory leaders do not behave similarly across various degrees of institutional theory complexity. The findings suggest that the higher the complexity of institutionalism, the wider the gap between leaders and subordinates, so implementing the participative style may become problematic in some circumstances. Full article
(This article belongs to the Special Issue Leadership Effectiveness and Development)
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25 pages, 603 KiB  
Article
Holistic View of Intuition and Analysis in Leadership Decision-Making and Problem-Solving
by Leonie Hallo and Tiep Nguyen
Adm. Sci. 2022, 12(1), 4; https://doi.org/10.3390/admsci12010004 - 27 Dec 2021
Cited by 9 | Viewed by 16659
Abstract
Making decisions is a key task for leaders and managers. Senior leaders are currently exposed to increasing amounts of data which they must process quickly in our current dynamic world. Complex factors in the business world are not always best approached through an [...] Read more.
Making decisions is a key task for leaders and managers. Senior leaders are currently exposed to increasing amounts of data which they must process quickly in our current dynamic world. Complex factors in the business world are not always best approached through an analytical framework. Using tacit knowledge gained through intuition can enable a more holistic understanding of the deep nature of today’s problems. This paper takes an expansive view of decision-making with intuition right at the centre and canvasses understandings of intuition arising from philosophy, psychology, Western and Eastern beliefs; and proposes a model that relates intuition to other problem-solving approaches. The paper presents the results of interviews with senior leaders who must make difficult decisions in complex turbulent environments. The interview schedule is based on questions raised in a prior literature search concerning the relationship between intuition and analysis in complexity decision-making and problem-solving, the usefulness to this group of respondents, the possibilities of combining both approaches and any conflict arising from that combination, and understandings of the concept of intuition by these respondents. The resultant model presents a visual description of a process that moves from exterior assessment achieved via sensing and analysis, through to deeper understandings and a more holistic discernment gained through intuition. The model has the potential to assist leaders faced with difficult-to-solve problems in providing a better understanding of the steps involved in tackling problems of increasing levels of complexity. Full article
(This article belongs to the Special Issue Leadership Effectiveness and Development)
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