Journal of Leadership Studies最新文献

In the current study, a mixed-method research design was used to explore how team members' transformational leadership and effective followership relate to teamwork quality. Data were collected from 10-student project teams (N [team] = 10; N [individual] = 84 team members) in a leadership class at a large-sized public university in the United States. As a follow-up, focus group interviews were conducted with two teams (n = 13 team members) to explore how team members' transformational leadership and effective followership work during team interactions. Correlation results showed that team members' transformational leadership was positively related to teamwork quality (r (82) = .84, p < .01). In the qualitative phase, findings showed that the team exhibiting centralized transformational leadership also exhibited passive team followership and low-quality teamwork. Low-quality teamwork was described as social loafing and polarization. In contrast, the team exhibiting shared transformational leadership also exhibited proactive team followership and high-quality teamwork. High-quality teamwork was described as conflict resolution and team synergy. The findings have important implications for leaders, followers, leadership educators, teams, organizations, and researchers.

The powerful and disruptive changes associated with digital transformation make leadership more complex than before, which results in new and demanding challenges for companies and leaders alike. Thus, building on the competing values framework (CVF), which postulates that leaders must adopt multiple roles and behaviors, the current research aims to identify leadership roles appropriate in digital transformation and subsequently investigate whether the existing CVF roles are still relevant. A qualitative study was conducted to identify appropriate leadership behaviors in digital transformation. Additionally, a measurement scale for the identified leadership roles was developed and tested. Furthermore, multidimensional scaling (MDS) was used to test the degree-of-fit between the identified leadership roles in digital transformation and the four CVF quadrants. The results reveal that new leadership roles emerge in the context of digital transformation. Some original CVF roles are still relevant, but others should be modified. Overall, the findings indicate that leaders need a broad behavioral complexity to master the emerging leadership challenges in digital transformation.

Over time, different authors have suggested a set of competencies related to leadership and superior performance. We used a cinematic approach to reflect on six theoretical approaches using six King Arthur films from 1950 until 2017. We learned that films can be tools to enhance leadership and superior performance.

The mechanisms that advance community well-being and the practice of democracy are changing. However, theories that inform democracy and associated leadership activities have not recognized Nigeria's unique historical, political, socio-cultural, and economic context. The current article aims to offer a culturally specific and relevant understanding of grassroots movements that contribute to improved leadership activity in Nigeria.

The concept of leadership has a long history but gained vogue in Africa with the emergence of democracy and end of colonialism. Leadership, however, cannot be understood independent of context and so there have been questions of what African leadership is, African leadership in the diaspora, African leadership styles, and the future of Africa. The combination of past linkages, traditions, culture, history, and indigenous habits creates unique leadership styles that are distinctly African. Traditional leadership ontologies must acknowledge how leadership has evolved in ways distinct to the African experience. Collective and practiced ontologies of leadership must attend to the ways dialogic exchange, relationship, and socio-material meaning take on a unique character when viewed through the lens of African culture and context. For Africans living outside of the continent (the diaspora), the expression and practice of leadership is embroiled with many issues. Studies on African leadership identify some features of African leadership culture and how those features play out on the identity, style, and development of African leaders exploring leadership as a vehicle for development in Africa. Using systematic review of the literature, the paper explores African leadership in the diaspora through dominant collective and practice leadership ontologies and cultural hybridity.