Based on person-environment fit theory, this study examined the effects of empowering leadership on employee work engagement. We also investigated the mediating mechanism of person-job fit and person-group fit. In addition, we explored employee proactive personality's moderating role between empowering leadership and the above two kinds of fit, and then the set of indirect effects. Using a survey sample of 6179 employees from a technology company in China, we found that empowering leadership has a (...) positively indirect influence on employees work engagement though person-job fit and person-group fit. Further, moderated mediation analysis revealed proactive personality augmented empowering leadership direct effect on person-job fit and person-group fit and indirect effect on work engagement. Theoretical and practical implications were also discussed. (shrink)

Based on self-determination theory, we conceptualized the effect of empowering leadership on employee’s voice via harmonious passion. This paper further explored the moderating effect of job characteristics in voice process, and proposed a moderated mediation model. Using a sample of 674 supervisor-subordinate dyads, we found that (1) empowering leadership was positively related to employees’ harmonious passion and voice behavior, (2) harmonious passion played a mediating role in the relationship between empowering leadership and employee voice, (...) and (3) job autonomy strengthened the effect of harmonious passion on employee voice, which, in turn, enhanced the mediated relationship between empowering leadership and employee voice via harmonious passion. We discuss the implications of these findings for research and practice. (shrink)

The COVID-19 pandemic shocked the global economy, with numerous companies suffering losses and shutting down. However, some companies proved to be resilient, being able to sustain their economic performance despite the pandemic. The study aims to explain the sustainable economic performance of companies during the COVID-19 pandemic. The relationships between empowering leadership, innovative work behavior, organizational readiness to change, and sustainable economic performance were assessed. The data were collected via an online questionnaire from January 2021 to March 2021, (...) during the height of the COVID-19 pandemic in Russia. The respondents were Russian companies’ employees holding management positions, competent to objectively assess organizational circumstances during the COVID-19 pandemic. A sample of 337 was used in the analysis. Confirmatory factor analysis (CFA) with maximum likelihood estimation was conducted using SPSS AMOS. The structural model was tested with standardized parameter estimates, standard errors, and p-values calculated. The findings of the study suggest that innovative work behavior and organizational readiness to learn have a direct influence on sustainable economic performance. The findings also suggest that empowering leadership impacts innovative work behavior but not sustainable economic performance. The mediation analysis indicates that innovative work behavior is a mediator between empowering leadership and sustainable economic performance, whereas organizational readiness to learn is not a moderator. The study adds to the leadership and sustainability body of knowledge and contributes to the research on the COVID-19 pandemic in the organizational context. (shrink)

Leadership styles, especially empowering leadership, affect the psychological relationship between employees and organizations, and then affect employees’ positive behavior in the organization. In this research, we studied the effects of empowering leadership and psychological distance on employees’ pro-environmental behavior and explored the mechanism of green organizational climate. By adopting correlation analysis, statistical analysis, and regression analysis, we conducted a multisource field study of 873 valid employee questionnaires to verify our theoretical model. The results showed that (...) empowering leadership had a significant positive impact on psychological distance and employees’ pro-environmental behavior; and psychological distance played a partly intermediation role in the relationship between empowering leadership and employees’ pro-environmental behavior. Moreover, GOC can promote employees’ pro-environmental behavior, but it cannot regulate between psychological distance and employees’ pro-environmental behavior. The findings obtained some intriguing insights that could help to better guide employees toward pro-environmental behavior. (shrink)

At present, scholars have mainly focused on the individual-level influencing factors of constructive deviance, and few studies have concerned the motivating mechanism of empowering leadership on constructive deviance. Based on the conservation of resources theory, this study explored the cross-level influence of empowering leadership on constructive deviance in the Chinese cultural context. With the data of 85 leaders and 383 paired employees which were collected in two waves with one-month time lag, the results demonstrated that (...) class='Hi'>empowering leadership motivated employees to actively implement constructive deviance, and that organization-based self-esteem played a mediating role in the relationship. The high traditionality of employees weakened not only the positive effect of organization-based self-esteem on constructive deviance, but also the mediating role of organization-based self-esteem. This study lays a theoretical basis and provides some practical guidance for leaders to take effective empowerment strategies to motivate employees to engage in constructive deviance. (shrink)

Integrating research on empowering leadership with the literature on power in social psychology, we examine how empowering leaders affect the propensity of followers to engage in deviance. Across a multi-source, multi-wave field study and a controlled laboratory experiment, we find that, compared to the followers of less-empowering leaders, the followers of more empowering leaders feel subjectively more powerful and engage in more deviant behaviors. Moreover, we find that the propensity of empowered followers to engage in (...) more deviance depends on their prosocial attributes. Specifically, empowered followers engage in the highest levels of deviance when they have a weak moral identity and a strong desire for dominance. We further find that empowering leadership does not increase follower deviance when followers either have a strong moral identity or a weak desire for dominance. In sum, although past research suggests that empowering leadership may facilitate productivity and employee engagement, our work demonstrates that it can also cultivate harmful effects, such as increased deviance among certain types of followers. We discuss our theoretical contributions as well as practical implications for practicing empowering leadership. (shrink)

After experiencing the COVID-19 pandemic, the status and mechanisms of leadership, and the challenges for medical workers in terms of family–work conflicts, have caused widespread concern. In the post-pandemic era, based on role theory and the stressor-detachment model, this paper seeks to break the “black box” of negative effects that can be caused by leadership, research the mechanism and boundary conditions of those negative effects, and explore factors to reduce those negative effects. We recruited 1,010 Chinese medical workers (...) fighting COVID-19 on the frontline. Our study results showed that there was a significant negative correlation between empowering leadership and work–family conflict, and this relationship was completely mediated by role stress, while psychological detachment moderated the relationship between role stress and work–family conflict. Moreover, psychological detachment moderated the mediating effect of empowering leadership on work–family conflict through role stress. Therefore, higher levels of psychological detachment were less conducive to medical workers' family–work conflict. This study has important theoretical significance and practical value for revealing the negative effects and mechanisms of empowering leadership and for medical workers to better deal with work–family relations. (shrink)

The COVID-19 epidemic in the early 2020s is making a big difference for educators around the world. For the past 2 years, the curriculum and working patterns have been overturned in response to this epidemic, which has brought unprecedented challenges and physical and mental stress to preschool teachers. This situation can have a drastic impact on the acquisition of job well-being for preschool teachers. During this special time, the leader’s management style will also influence the psychological feelings of the organization’s (...) staff. For example, empowering leadership is an important management function that empowers subordinates, emphasizes the meaning of work, promotes participation in decision-making, and expresses confidence. Therefore, in the current COVID-19 pandemic context, it is worthwhile to explore the topic of empowering leadership to ensure preschool teachers’ well-being, by balancing work demands and work resources in a way that facilitates a sense of organizational support and reduces job stress, while relatively fewer studies have been conducted on the relationship between preschool teachers’ job well-being in the context of the COVID-19 pandemic. Based on this, this study proposed a research model from the theoretical perspective of the Job Demands-Resources Model to explore the influence of empowering leadership, sense of organizational support, and job stress on preschool teachers’ job well-being in the context of the COVID-19 pandemic. To achieve the purpose of this study, a convenience sampling method was used to invite 500 preschool teachers in China to complete a questionnaire survey, and after removing invalid samples and data with incomplete answers, reliability and validity analyses and model fit tests were conducted, followed by a structural equation modeling method for path analysis. The results of the study showed that in the kindergarten work context, empowering leadership showed a significant negative effect on job stress, but a significant positive effect on job well-being and a significant positive effect on sense of organizational support. Sense of organizational support had a significant negative effect on job stress but a significant positive effect on preschool teachers’ job well-being. Preschool teachers’ job stress and job well-being showed a significant negative effect. The contribution of this study was to explore the relationship between understanding leadership empowerment and preschool teachers’ job well-being in the context of the COVID-19 pandemic based on the Job Demands-Resources Model, which will facilitate educational organizational contexts to empower preschool teachers to work harder to reduce their job stress as well as enhance their sense of organizational support and promote the acquisition of job well-being. (shrink)

Drawing on the conservation of resource theory, we theorized and tested a serial mediation model linking empowering leadership with employee radical creativity through job control and willingness to take risks. We tested our hypotheses using data collected from a time-lagged and multisource survey of 385 employees in 84 research and development teams from 20 different companies. The results demonstrated that empowering leadership had a positive indirect effect on employee radical creativity via job control and willingness to (...) take risks, and the error management climate was found to strengthen this indirect effect. Theoretical and practical implications are also provided in the discussion section. (shrink)

Based on the self-verification theory, this research proposed a multi-level model for exploring whether, how, and when differentiated leadership had curvilinear effects on relationship conflict within a team and further on team members’ counterproductive work behaviors toward individuals (CWBI). Drawing on a sample of 297 team members nested in 78 teams, we found that differentiated empowering leadership had no direct curvilinear effects on relationship conflict. However, the results showed that the team competence variance could moderate the curvilinear (...) relationship between differentiated empowering leadership and relationship conflict. Specifically, only in teams with high competence variance among members, differentiated empowering leadership had a U-shaped effect on relationship conflict. Moreover, differentiated empowering leadership interacted with team competence variance had a downstream effect on team members’ CWBI through relationship conflict. We ended up by discussing the theoretical and practical implications of these findings. (shrink)

From the perspective of the integrative model of organizational trust, this study proposes a multi-level model for whether, how, and when differentiated empowering leadership influences followers’ trust in leaders and their work outcomes. Drawing on a sample of 372 followers from 97 teams in China, it was found that the negative effect of differentiated empowering leadership on followers’ trust in leaders became salient when followers’ Chinese traditionality was low. Moreover, followers’ trust in leaders mediated the effect (...) of differentiated empowering leadership and Chinese traditionality on followers’ in-role performance, extra-role performance, and counterproductive work behaviors toward the organization. These findings have implications for managerial theory and practice in the domains of trust and differentiated empowering leadership. (shrink)

High-quality faculties are the fundamental guarantee to achieving the connotation development of higher education. Hence, performing university faculties determines the quality of teaching and the level of talent cultivation. Facing the change in teaching demand and environment, faculties need to change their working methods spontaneously to achieve high-level performance. Relevant empirical studies have shown that empowering leadership positively affects adaptive performance. However, some researchers have found that leadership effectiveness even has a negative effect. There may be two (...) reasons for the inconsistency in the effectiveness of empowering leadership: There is a lack of in-depth research on the effectiveness of empowering leadership and employees’ performance in existing studies, and the exploration of its theoretical mechanism should be enriched. The effectiveness of empowering leadership may be subject to the conditions of the individual’s characteristics of the empowering. Therefore, the mechanism of empowering leadership on faculties’ adaptive performance still needs to be further explored. This study explores the impact of empowering leadership on adaptive performance. Based on Social Exchange Theory and Psychology Empowerment theory, this study explores the mediating role of the leadership-member exchange relationship and psychological empowerment in the relationship between them. According to Regulatory Focus Theory, the moderating role of promotion focus and prevent focus was studied. We adopted questionnaire survey data including 292 individuals in Changchun, Shijiazhuang, and other cities; STATA 15 was conducted to test the hypotheses. The results showed that: Empowering leadership was significantly and positively related to adaptive performance. Leader-member exchange relationship and psychological empowerment play a mediating chain role in empowering leadership and adaptive performance; empowering leadership promotes psychology empowerment by enhancing the leadership-member exchange relationship, enhancing their adaptive performance. Promotion focus positively regulates the relationship between psychological empowerment and adaptive performance. Individuals with a promotion focus have a significant positive impact on adaptive performance. Individuals with preventing focus do not weaken the positive impact of psychological empowerment on adaptive performance. (shrink)

This study uses a relational work design perspective to explore substitutes for leadership behaviors that promote team meaningfulness and performance. We propose that team task interdependence, a structural feature facilitating interaction among team members, can be a substitute for the contributions of empowering leadership. Data were collected from 47 R&D and technology implementation teams across three organizations in a cross-sectional field study. The results revealed that high task interdependence attenuated the contributions of empowering leadership concerning (...) team meaningfulness and, indirectly, to team performance. These findings highlight that the importance of leaders as generators of team meaningfulness is contingent on team relational work design. (shrink)

Organizational leaders are eager to unlock the creative potential of followers. Yet, there is growing evidence that creativity can also have a dark side within organizations. Building on research linking creativity and unethical behavior, we develop the construct of creative unethicality—behavior that is both unethical and novel. We draw on social exchange theory to develop a model that identifies both why and when creative unethicality emerges within organizations. Specifically, we investigate the exchange dynamics through which creative support provided by (...) class='Hi'>empowering leaders facilitates creative unethicality under conditions of high performance pressure. Across two multi-wave, multi-source field studies with employee-coworker and leader-subordinate dyads and an experimental study with a novel unethicality measure in a business simulation, we find convergent support for our theoretical model. These findings have important theoretical and practical implications for fostering creativity in organizations without simultaneously facilitating creative unethicality. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

Diverse leadership in information and communication technology can be defined as an approach to empower digital innovation. Digital innovation is a key driver of digital and business transformation. This process demands human transformation to complement business transformation in order to achieve long term sustainability. Changing the culture, fostering an inclusive mindset and guaranteeing diversity are challenging yet foundational elements in building a legacy and require inclusive digital ethics leadership. Our society needs to undergo disruptive and transformative changes in (...) order to adapt to exponential technological advances in the educational, professional, cultural and governance fields. The digital era holds great potential for increased inclusion, reduction or even closure of the „Gender Leadership Gap “in all industries, especially in the Construction and IT industry, Research and Development sectors, as well as in Academia where women are still underrepresented. This article analyzes how diverse leadership in ICT is a moral imperative for our society, emphasizes the need to recalibrate and reshape our approach and highlights the benefits of leveraging women’s potential in the social, digital and business transformation arenas. This article aims to fill an ‘ethical vacuum’ brought to light by the emerging technologies` revolution, focuses on both ethical and data governance aspects in digital innovation and offers approaches to answer how diverse leadership can contribute towards avoiding gender bias, optimizing inclusion and further improve crucial digital ethics aspects in data-driven technologies - such as algorithmic bias, fairness, transparency in AI. (shrink)

The paper studies how leaders can break employee silence. Drawing upon self-determination theory, we argue that empowering leadership can activate employees’ intrinsic motivation such that employees are more willing to break the silence at work; furthermore, the effect is stronger when employees have high levels of job autonomy. We collected time-lagged and multi-source data in a large company to test our hypotheses. The results show that empowering leadership can reduce employee silence through enhancing their intrinsic motivation. (...) The mediation effect and and the boundary effect of job autonomy on the mediation effect are all supported. This paper contributes to the literature on leadership, employee silence, and job design characteristics. (shrink)

Leadership plays an essential part in creating competitive advantage and well-being among employees. One way in which formal leaders can deal with the variety of responsibilities that comes with their role is to share their responsibilities with team members (i.e., shared leadership). Although there is abundant literature on how high-quality peer leadership benefits team effectiveness (TE) and well-being, there is only limited evidence about the underpinning mechanisms of these relationships and how the formal leader can support this (...) process. To address this lacuna, we conducted an online survey study with 146 employees from various organizations. The results suggest that an empowering leadership style of the formal leader is associated with higher perceived peer leadership quality (PLQ) on four different leadership roles (i.e., task, motivational, social, and external leader). In addition, formal leaders who empower their team members are also perceived as better leaders themselves. Moreover, the improved PLQ was in turn positively related to TE and work satisfaction, while being negatively related to burnout. In line with the social identity approach, we found that team identification mediated these relationships. Thus, high-quality peer leaders succeeded in creating a shared sense of “us” in the team, and this team identification in turn generated all the positive outcomes. To conclude, by sharing their lead and empowering the peer leaders in their team, formal leaders are key drivers of the team’s effectiveness, while also enhancing team members’ health and well-being. (shrink)

Although empowering leadership is central to employees, leaders, and organizations, few studies have examined follower behavior and its role in incentivizing leaders to engage in empowering leadership. We use an exploratory, sequential mixed methods approach to explore comprehensively the influence of employee characteristics (i.e., work performance and ethical behavior) and leader-perceived threats on empowering leadership. We conducted two studies—the first entailed in-depth interviews of 24 managers from different industries to identify (i) the primary employee (...) factors that determine empowering leadership and (ii) the types of leader-perceived threats. The five employee factors and three leader-perceived threats identified lay the groundwork for the quantitative research in the second study. We used leader–member exchange theory and social dominance theory in analyzing data from 357 pairs of employee–supervisor questionnaires. The analysis confirmed the importance of employee ethical behavior (versus work performance) in predicting empowering leadership, and the crucial role of leader trust in connecting employee ethical behavior and work performance with empowering leadership. Leader-perceived power threats negatively influence empowering leadership and mitigate the positive impact of leader trust on empowering leadership. Thus, this study extends the literature’s perspective about empowering leadership to include ethical concerns and leader–member interaction. (shrink)

Leadership in Africa is inextricably connected to the spirit world. Leaders may be chosen through elections or other human processes, but ultimately, they are seen as appointed by God. Leaders may base their decisions upon science or intuition, but ultimately, they let themselves be inspired by revelations from the spiritual realm. Yet, what is meant by the spirit world in this respect? In this article, a new way is explored for investigating what references to the spirit world mean. Instead (...) of discussing which theoretical concept applies to the kind of reality spirits have, or what analogy fits spirits, I demonstrate that we can discover what it means to speak of the spirit world by investigating what we already know about it before theoretical labels and comparisons. Such a Wittgensteinian approach in line with the re-emerging brand of ethnographically informed philosophy of religion enhances our understanding of what kind of reality the spirit world has. If you see leadership as being empowered by the spirit world, this is not a choice, option or interpretation, but you cannot see it any other way. Contribution: This article contributes to a better understanding of the kind of reality that the spirit world has, in particular in an African context. The topic of leadership in Africa is used here to illustrate how this kind of reality is often misunderstood. A clear understanding of the kind of reality of the spirit world is indispensable for a proper investigation of Christianity in Africa and religion in general. (shrink)

Given the current shortage of kindergarten teachers, this study examines the relationship between empowering leadership and job satisfaction among kindergarten teachers in China from the perspective of their job characteristics and the Chinese cultural context. The participants were 557 Chinese kindergarten female teachers whose average number of years of experience was 2.82. They completed a self-report survey regarding empowering leadership, vigor, affective commitment, and job satisfaction. The study results show that vigor and affective commitment could mediate (...) the relationship between empowering leadership and job satisfaction. Finally, we discuss the findings of this study in depth. At the same time, we suggest that administrators should focus on the empowering leadership of Chinese kindergarten teachers, strive to increase their level of dynamism, and finally, strengthen the emotional connection between the organization and the Chinese kindergarten teachers. Thus, we suggest that educational administrators should empower kindergarten teachers more, rather than allowing them to be mere enforcers. In addition, how to enhance the individual dynamics of early childhood teachers and their emotional connection to the organization may also be something for educational administrators to consider. (shrink)

Peopled Leadership empowers others to lead, be innovative, engage in collaboration, solve complex problems, and further outcomes.

Ethical leadership does not simply emerge from a code of conduct, a good school, or a host of good intentions. It is an individual choice, or rather a series of choices that emerges from the complex interaction of personal values with social imperatives. This book explores how and why some people become ethical leaders in morally challenging and complex social environments. In Ethical Leadership, Aidan McQuade provides insight into the concept of human agency – the individual’s choice of (...) a course of action in response to the options posed by that individual’s engagement with the social world. He puts forth a new model of human agency – the "cruciform of agency" – which recognises that the potential range of individual action emerges from the nature of the resonance that social options strike with personal thoughts. Every action adds to the individual’s personal biography in ways that influence subsequent choices by confirming or changing personal values and hopes, hence influencing the way the individual subsequently thinks about the world. In explaining the potential and limits of human agency for ethical leadership, the book establishes a basis for executives, policy makers and academics to conceptualise and develop more robust and realistic approaches for the mitigation of some of the most pressing moral issues facing humanity today. These include the inter-related challenges of modern slavery and global warming, which pose such critical threats to the Earth itself. In this book McQuade not only sets an agenda for action but empowers individual leaders to find the moral courage to better advance human rights and preserve the environment even when such action requires unpopular choices. (shrink)

What kind of polity is justified by classic Confucian values? Adopting an interpretive approach, this paper explores the idea of leadership democracy being expressive of classic Confucian values by first introducing the models of leadership democracy associated with Weber and Schumpeter and second connecting Confucian elitist values to them. I argue that leadership democracy best realizes the Confucian emphasis on the people as the source of legitimacy and the ruler as the engine of good governance. The Confucian (...) idea of people-rootedness is borne out by citizens behaving as democratic plebeians who are empowered to choose their leader but devoid of moral and intellectual capabilities for collective decision-making. The Confucian idea of rulership is expressed by democratic leaders displaying competent statesmanship and compensating for intra-elite tensions within the Confucian tradition. (shrink)

This study investigates the effect of country-level emancipative forces on corporate gender diversity around the world. Based on Welzel’s theory of emancipation, we develop an emancipatory framework of board gender diversity that explains how action resources, emancipative values and civic entitlements enable, motivate and encourage women to take leadership roles on corporate boards. Using a sample of 6390 firms operating in 30 countries around the world, our results show positive single and combined effects of the framework components on board (...) gender diversity. Our research adds to the existing literature in a twofold manner. First, our integrated framework offers a more encompassing, complete and theoretically richer picture of the key drivers of board gender diversity. Second, by testing the framework empirically, we extend the evidence on national drivers of board gender diversity. (shrink)

The Sustainable Development Goal of the United Nations related to reduced inequalities calls for greater economic inclusion of the poor. Yet, how business leaders grant economic opportunities and development to the poor is significantly under-researched. Extending burgeoning responsible leadership theory that promotes paradox-savvy leadership for building inclusive ventures through various actors, this study introduces new concepts of inclusive leadership that foster the economic inclusion of the poor from Amartya Sen’s capability approach perspective. By studying how leaders include (...) the poor in social businesses, we provide a fresh perspective of inclusive leadership as a personalized empowering cycle of economic–social–economic inclusion to close the gaps between the rich and poor in business and society. This perspective provides new territories of diversity and inclusion research for reduced inequality. (shrink)

The study aimed at measuring the dominant pattern of leadership and its relation to the performance of the administrative staff in the Palestinian universities. The study community consists of all the administrative staff from Al-Azhar University and the Islamic University, and through the census of the study society it was found to consist of (655) administrative staff. In order to achieve the objectives of the study, the researchers used the method of random sample in the study, and the study (...) was conducted on a sample of (221) administrative staff of the surveyed universities and the response rate was (82.35%). The study found that there is a high degree of satisfaction with the Dominant Pattern of Leadership in the Palestinian universities in Gaza Strip from the point of view of the administrative staff, which reached (71.67%). There is a high level of performance from the point of view of administrative staff, with a percentage of (82.53%). There is a direct correlation between the dominant pattern of leadership and the functional Performance of Administrative Staff, the absence of differences between the sample according to the gender variable in their perception of the dominant pattern of leadership and the functional Performance of Administrative Staff, the absence of differences in the perception of employees of the dominant pattern of leadership and the functional Performance of Administrative Staff depending on the age variable. There are differences of statistical significance according to the variable of scientific qualification in the Dominant Pattern of Leadership, while there were no differences in performance, the differences in the dominant pattern of leadership according to the scientific qualification were in favor of those who obtained the diploma degree compared to other practical qualifications, the absence of differences in the perception of employees of the dominant pattern of leadership and the functional Performance of Administrative Staff depending on the variable years of service, the absence of differences in the perception of employees of the dominant pattern of leadership and the functional Performance of Administrative Staff depending on the variable level of career (Director, Head of Department, and Administrative Officer). There were differences in the perception of workers to the dominant pattern of leadership depending on the variable of the workplace, where there were differences in favor of workers in deanships and colleges compared with the workers in the technical departments. While there were no differences in job performance according to the workplace variable, the existence of differences in the perception of workers to the dominant pattern of leadership depending on the university in which they work in favor of the Islamic University and the absence of differences in performance between the Islamic University and Al-Azhar University. The study reached a number of recommendations, the most important of which is that the interest of the managements of the Palestinian universities in improving the dominant pattern of leadership, to give universities the opportunity to participate in decision-making, the continued administration of universities interest and continuous improvement of the performance of its employees, enhance the periodic evaluation of job performance and to inform employees and express their opinion, solving workers' problems and giving them the opportunity to contribute to solving their own problems, the use of the staff rotation method periodically and strengthening the democratic the dominant pattern of leadership and empowering university staff. -/- . (shrink)

Empowering the rank and file members in choosing a party leader has become an increasing trend in parliamentary democracies. This study examines the process of adopting more inclusive methods to choose a party leader in the Liberal Democratic Party of Japan. The LDP introduced a national primary to elect a leader in 1978. However, this first attempt to open up the party leadership selection was soon replaced by traditional coalition-making politics. In this regard, the LDP is different from (...) most of the Westminster parties that followed a smooth linear process of transferring more power to the rank and file members. This article identifies a ‘swing-back’ effect between 1980 and 1990 in the democratization process of party leadership selection. Working like a pendulum, the LDP did not resume a primary until 1991. It was in 2003 that a nationwide primary became a regular way. This article argues that the discontinuity of reformist actors caused this uncommon swing-back effect. The reformist split in 1976, the sudden death of Masayoshi Ohira, and Kanemaru mediation in 1984 stalled the reforms. Although one finds a similar trend in democratizing party leadership selection outside Europe, the LDP presented an abnormal inactivity and time-lag differences. (shrink)

This paper examines a model of decision-making within the context of current and emerging regimes of accountability being proposed and implemented for school systems in a number of jurisdictions. These approaches to accountability typically involve the use of various measurable student learning outcomes as well as other measures of performance to do with teachers and schools in general, often having high-stakes consequences. Given this context of performativity, the paper proposes a model that uses an objective knowledge growth framework, where teachers (...) can engage in their own professional learning through defined structures for solving the problems of their professional practice. The model is both empowering for teachers while being sensitive to the constraints of cultures of performativity. (shrink)

This study examines the effects of leader emotional intelligence, leadership styles, organizational commitment, and trust on job performance. A questionnaire was administered to the participants, who were real estate brokers in Kaohsiung City. Of the 980 questionnaires administered, 348 valid responses were received, indicating an effective response rate of 35.5%. Structural equation modeling was used for the analysis. The results show that leader emotional intelligence has a significant and positive effect on trust in supervisors, and transformational leadership and (...) trust within a team have significant and positive effects on job performance. In addition, organizational commitment has a significant and positive effect on job performance. Trust within a team mediates the significant and positive effect of leader emotional intelligence on job performance. Although transactional leadership has no direct, positive, and significant effects on employee job performance, trust in the workplace shaped by a leader’s leadership style will empower a team’s spirit and boost their morale, thereby indirectly affecting their job performance in a positive manner. (shrink)

Understanding how teacher leaders are engaged in curriculum affairs is critical with the implementation of instructional decentralization. The current study adopts a qualitative approach to investigate Teaching Research Group leaders’ involvement in curriculum leadership in the Chinese context. It explores the conceptions of TRG leaders by interviewing 20 of them, observing four meetings held by TRG leaders, and collecting 10 extracts from appraisal summaries of TRG leaders in secondary schools in China. Drawing on the findings, this paper examines the (...) characteristics of TRG leader’s engagement in CL. More importantly, data highlighted significant problems the participants perceived and faced in their work as TRG leaders, which consisted of amplifying the necessity for empowering TRG leaders and identifying the phenomenon that said leaders are less empowered and less motivated to undertake the CL role. The results add to the international body of knowledge on the teachers’ engagement in CL. (shrink)

Projects that challenge students to practice service leadership for civic improvement can address the aim of developing civic-mindedness in undergraduates. We conducted two qualitative studies. First, we investigated the learning experiences of four teams of undergraduate business students, who undertook semester-long course-embedded service-learning projects in partnership with four Hong Kong-based social enterprises. The students described five modes of civic engagement as project purposes, mentioned applying six types of service leadership practice for civic improvement, and described eight types of (...) developmental outcome within the domain of civic-mindedness. Comparisons suggested that besides relational support through training and guidance, empowering infrastructure, opportunities to exercise autonomy, and opportunities to demonstrate competence, three project-related features that varied between projects were important in fostering civic-mindedness. These were direct contact with grassroots-based beneficiaries; the experience of making a tangible difference; and linking the campus with the wider community. A second qualitative study indicated that course-embedded team projects with these features that were undertaken in mixed teams that included freshman and senior year business students fostered civic-mindedness for both categories of student. (shrink)

These papers were presented at a panel, organized by us and chaired by Liz Wilson, on ‘Women’s Leadership and Monastic Organizations in Therav?da Buddhist Traditions’, at the 2008 American Academy of Religion meeting, Chicago. Here, we bring together articles that examine the roots of the teachings on nuns in P?li literature with others which investigate issues relating to contemporary Therav?da nuns, as well as an analysis of relevant debates in ancient China. The objective of these papers is to contribute (...) to discussion of the multiple ways in which professionally celibate women are represented, organized and empowered in the textual and contemporary traditions of P?li and Therav?da Buddhism, to study how representations of female monasticism are related to organizational structures of leadership and agency, and explore how debates over the need for ‘dual ordination’ have occurred in traditions other than the Therav?da. (shrink)

BackgroundThe COVID-19 pandemic has created ethical challenges for intensive care unit (ICU) professionals, potentially causing moral distress. This study explored the levels and causes of moral distress and the ethical climate in Dutch ICUs during COVID-19.MethodsAn extended version of the Measurement of Moral Distress for Healthcare Professionals (MMD-HP) and Ethical Decision Making Climate Questionnaire (EDMCQ) were online distributed among all 84 ICUs. Moral distress scores in nurses and intensivists were compared with the historical control group one year before COVID-19. ResultsThree (...) hundred forty-five nurses (70.7%), 40 intensivists (8.2%), and 103 supporting staff (21.1%) completed the survey. Moral distress levels were higher for nurses than supporting staff. Moral distress levels in intensivists did not differ significantly from those of nurses and supporting staff. “Inadequate emotional support for patients and their families” was the highest-ranked cause of moral distress for all groups of professionals. Of all factors, all professions rated the ethical climate most positively regarding the culture of mutual respect, ethical awareness and support. “Culture of not avoiding end-of-life-decisions” and “Self-reflective and empowering leadership” received the lowest mean scores. Moral distress scores during COVID-19 were significantly lower for ICU nurses (p < 0.001) and intensivists (p < 0.05) compared to one year prior.ConclusionLevels and causes of moral distress vary between ICU professionals and differ from the historical control group. Targeted interventions that address moral distress during a crisis are desirable to improve the mental health and retention of ICU professionals and the quality of patient care. (shrink)

Shared leadership is not only about individual team members engaging in leadership, but also about team members adopting the complementary follower role. However, the question of what enables team members to fill in each of these roles and the corresponding influence of formal leaders have remained largely unexplored. Using a social network perspective allows us to predict both leadership and followership ties between team members based on considerations of implicit leadership and followership theories. From this social (...) information processing perspective, we identify individual team members’ political skill and the formal leaders’ empowering leadership as important qualities that facilitate the adoption of each the leader and the follower role. Results from a social network analysis in a R&D department with 305 realized leadership ties support most of our hypotheses. (shrink)

. Shared leadership goes hand in hand with an organizational culture; this means it is intended to innovation. In another sense for learning organizations innovation is a successful and permanent process becomes routine, rather it is a fact particularly unusual or distracting people from the central work, strategic medullar any organization, in the organizations main objective is the responsible management of communication, even as a basic instrument that empowers the leader and determines its meaning and direction.Keywords. Communications systems, organizations, (...) power.Resumen. El liderazgo compartido va de la mano con una cultura organizacional, esto significa que está dirigido a la innovación. En otro sentido para las organizaciones que aprenden la innovación es un proceso exitoso y permanente que se convierte en algo cotidiano, en lugar de que sea, un hecho poco usual o especial que distrae la atención de las personas del trabajo central, estratégico o medular de cualquier organización; es decir, para las organizaciones su objetivo principal es el manejo responsable de la comunicación incluso, como instrumento básico que empodera al líder y determina su sentido y dirección.Palabras clave. Líder, organizaciones, poder, sistemas de comunicación. (shrink)

Leadership humor is widely used in management practice and has aroused extensive discussion in academia. On account of the two-sided influence of leader humor on employees, its double-edged sword effect on employee behavior has been put more emphasis. As a benign violation of organizational norms and a kind of pro-organizational violation, respectively, both Leadership humor and employee bootleg innovation have the characteristics of violating organizational norms, but few studies have examined the relationship between them. Based on benign violation (...) theory and social cognition theory, this study conducted a two-stage questionnaire survey and statistical-econometric analysis of 324 employees in 23 IT and manufacturing technology companies in Guangdong, Jiangsu, Zhejiang, Hubei, Beijing, and Shanghai, China. It not only examined the relationship between leadership humor and employee bootleg innovation but also tested a moderated mediation model. Results show that leadership humor is positively correlated with psychological empowerment and employee bootleg innovation, namely, leadership humor indirectly and positively affects employee bootleg innovation through psychological empowerment. Moreover, the indirect effect is positively regulated by leadership emotional trust. The higher the emotional trust of employees to leadership, the stronger the mediating role of psychological empowerment between leader humor and bootleg innovation behavior. The study enriches the existing path of research on the double-edged impact of leader humor on employee behavior, expands the boundary conditions of the relationship between empowered cognitive mediation and employee bootleg innovation and provides enlightenments for Chinese leaders to effectively apply the tool of leader humor. (shrink)

Mentorship, often viewed as a central capacity of leadership, is acknowledged as influential in growing nurse leaders. Mentoring relationships are perceived as empowering connections offering a dynamic guided experience to promote growth and development in personal and professional life. A hermeneutic phenomenological approach informed by Heidegger and Gadamer was used to explore understandings and experiences of mentorship for nurse leadership by 13 Australian nurse leaders. We found that learning and transformation associated with becoming a nurse leader mentor (...) was experienced as an enduring evolutionary process. Participants' life journeys provided experiences that developed their understandings and established their personal identity as a leader and mentor. We considered the journey motif in terms of its inextricable connection with lived time and used Heidegger's ecstasies of temporality as a lens to understand how the temporal dimensions of past, present and future influenced and shaped the development of nurse leader mentors. We found that our temporal existence influences interpretation of ourselves and the world. Individuals can benefit from multiple separate mentoring interludes, with different mentors, over a lifetime. For some nurses, becoming a leader and mentor is a lifelong transformative process that grows from diverse experience and influential role modelling rather than formal instruction. (shrink)

Higher education has a dual responsibility, both to the academy and to society at large, to effectively confront racism on campus. And yet, in the United States and perhaps elsewhere, it fails to effectively confront racism as the result of systemic flaws, expressed as organizational intransigence, even as new “supportive and protective” structures are created. Thus, the central question raised by the anonymized, composite narrative case study at the core of this paper is as follows: To what extent, if any, (...) do the familiar organizational structures of higher education, encompassing both leadership and management processes, reinforce or resist racism on campus? Consistent with other social science researchers, the authors believe that richly contextualized narrative cases help to bridge the world of ideas and conjecture and actual situations. We used an iterative process spanning three months for drawing our case, involving a back-and-forth communication of actual experiences involving campus racism. The resulting composite narrative provides a richly contextualized situation drawn from real life, while still preserving anonymity. We regarded this later aspect as crucial for making possible the close examination of an ethically challenging situation that might otherwise remain invisible due to sensitive information. Our analysis focused on campus responsiveness to the challenge of racism within a mechanistic organization, rooted in structuralism, versus an organic organization, rooted in post-structuralism. Four aspects of a more organic university design are identified as key to bringing about meaningful, ethically sound change within the academy: deep, reflective listening; a more horizontal, consensus-based leadership structure that empowers professionals at various ranks; freedom within a framework; and a broadly shared, continually reinforced focus on overarching principles, goals, and ideals. (shrink)

This 2nd edition of Executive Ethics provides a variety of contemporary and timely readings squarely focused on the ethical dilemmas and challenges faced by today's C-suite executives. In addition to identifying these dilemmas and challenges, the contributors provide both knowledge and insight on how C-suite executives can proactively address such ethics issues. The contributors provide unique value propositions for the C-suite regarding the most critical ethical issues facing organizations today while also highlighting useful information for senior executives interested in integrating (...) ethics into the leadership and management practices of their organizations. In the end, the book empowers C-suite executives to build a long-term, strategic, and enterprise-wide approach to ethics. (shrink)

A guide to personal accountability-the fundamental key to leadership success With the toughest economic downturn in recent history, the issue of accountability has taken center stage. However accountability is often confused with punishment, fault, blame and guilt. In this book, the author argues that the only true accountability is "personal accountability" and the only way to achieve it is to take responsibility for the outcomes of your choices, behaviors and actions. The 85% Solution reveals that to be truly accountable, (...) leaders must accept no less than 85% of the responsibility for the outcomes of your actions; Empower themselves to take the risks and actions you must in order to get what they want; and Show they are willing to answer for the outcomes that result from their choices and actions. Offers a practical guide to personal accountability and reveals how this leads to personal and business success Guides readers to take the risks and actions to reach their goals Contains self-assessments for determining personal accountability index The author is an experienced consultant who works with organizations, teams, and individuals to improve their personal and work lives. (shrink)

The New Testament presents Jesus as a transformational leader whose ministry had a holistic approach to challenges that were prevalent in his contemporary world. This article is a theological reflection of the role of the church in the public space in Zimbabwe as we draw lessons from servant leadership which is derived from Johannine Jesus’ message in John 21:15–18 with special focus on the Zimbabwean socio-political context (2017–2023). It is imperative for the Zimbabwean church to draw lessons from the (...) socio-historical interpretation of Johannine Jesus’ message in John 21:15–18 because the Bible has to speak to our context in the here and now. The article concludes that the Zimbabwean church is compromised because of divisions among ecumenical Christian organisations on how to deal with socio-political issues in Zimbabwe such that an effective application of Jesus’ political ethics is problematic. The article recommends that church should be more proactive by empowering her members and the community at large on how Jesus’ ethics on servant leadership are useful in socio-political context in Zimbabwe. This will help the church to remain relevant and transformative in the public space. Contribution: The article contributes towards the scope of the special collection on the contextual reading of New Testament in the socio-political landscape in Zimbabwe as it focuses on the lessons drawn from the socio-historical interpretation of the Johannine Jesus’ message in John 21:15–18 towards the role of the church in the public space in Zimbabwe. (shrink)

How should politicians act? When should they try to lead public opinion and when should they follow it? Should politicians see themselves as experts, whose opinions have greater authority than other people's, or as participants in a common dialogue with ordinary citizens? When do virtues like toleration and willingness to compromise deteriorate into moral weakness? In this innovative work, Andrew Sabl answers these questions by exploring what a democratic polity needs from its leaders. He concludes that there are systematic, principled (...) reasons for the holders of divergent political offices or roles to act differently. Sabl argues that the morally committed civil rights activist, the elected representative pursuing legislative results, and the grassroots organizer determined to empower ordinary citizens all have crucial democratic functions. But they are different functions, calling for different practices and different qualities of political character. To make this case, he draws on political theory, moral philosophy, leadership studies, and biographical examples ranging from Everett Dirksen to Ella Baker, Frances Willard to Stokely Carmichael, Martin Luther King Jr. to Joe McCarthy. Ruling Passions asks democratic theorists to pay more attention to the "governing pluralism" that characterizes a diverse, complex democracy. It challenges moral philosophy to adapt its prescriptions to the real requirements of democratic life, to pay more attention to the virtues of political compromise and the varieties of human character. And it calls on all democratic citizens to appreciate "democratic constancy": the limited yet serious standard of ethical character to which imperfect democratic citizens may rightly hold their leaders--and themselves. (shrink)

ABSTRACT This essay calls attention to two blind spots in Power Without Knowledge. First, the book has little to say about the role that political institutions can play in promoting effective democratic governance. Drawing on the “mixed government” tradition, I argue that properly designed institutions can correct for the epistemic deficits that Friedman describes by creating what I call the “pressure to conflict.” Second and more importantly, the book has nothing to say about the role of responsible leadership in (...) a democratic technocracy. Drawing on Max Weber’s analysis of the ethics of responsibility and the ethics of conviction, I argue that responsible leadership can promote judicious technocracy in a dynamic that I call the “spiral of responsibility.” The responsible leader recognizes that to recuse oneself from the exercise of technocratic power is to empower the unscrupulous and irresponsible. According to Weber, any theory of politics that fails to embrace the ethics of responsibility will therefore occupy an uneasy middle ground between quietism and enthusiasm. This, I fear, is where Power Without Knowledge may leave us. (shrink)

The aim of the study was to identify the organizational structure and its relation to the prevailing pattern of communication in the Palestinian universities. The researchers used the analytical descriptive method through a questionnaire randomly distributed among Palestinian university workers in the Gaza Strip. The study was conducted on a sample of (274) administrative staff from the three universities, and the response rate was (81.87%). The study found that there is a high satisfaction with the nature of the organizational structure (...) in the Palestinian universities from the point of view of the administrative staff, which reached 68.05%. And that there is a high level of communication pattern prevailing from the point of view of administrative staff, where the percentage (71.32%), there is a direct correlation between the nature of the organizational structure and the prevailing pattern of communication, the absence of differences between the sample according to the gender variable in their perception of the nature of the organizational structure and the prevailing pattern of communication, the absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication prevailing according to the variable age. There are differences of statistical significance in the perception of the nature of the organizational structure and the pattern of communication depending on the variable of scientific qualification in the organizational structure, and the pattern of communication. Differences were in favor of diploma holders compared to other practical qualifications. There is an absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication depending on the variable years of service. There is absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication depending on the variable level of career (Director, Head of Department, and Administrative Officer). There is absence of differences in the perception of employees of the nature of the organizational structure and the pattern of communication depending on the variable of the workplace. And the existence of differences in the perception of the employees of the nature of the organizational structure and pattern of communication depending on the university in which they work. And that there are statistically significant differences between the Islamic University and Al-Azhar University, the nature of the organizational structure and the pattern of communication in favor of the Islamic University. And that there are statistically significant differences between Al-Azhar University and Al-Aqsa University in the prevailing pattern of communication in favor of Al-Azhar University. The study reached a number of recommendations, the most important of which is that the departments of the Palestinian universities in the Gaza Strip in general, Al-Aqsa University and Al-Azhar Universities should be given greater attention to the prevailing organizational structure and the staff, the need to improve the pattern of communication prevalent in universities. Solving workers' problems and giving them the opportunity to contribute to solving their own problems. Strengthening the democratic leadership style and empowering university staff. (shrink)

The central place accorded the notion of ‘sustainable development' among those attempting to overcome ecological problems could be one of the main reasons for their failure. ‘Ecological civilization' is proposed and defended as an alternative. ‘Ecological civilization' has behind it a significant proportion of the leadership of China who would be empowered if this notion were taken up in the West. It carries with it the potential to fundamentally rethink the basic goals of life and to provide an alternative (...) image of the future. It could both inspire people and provide the cultural foundations for the cultural, social and economic transformations necessary to create a new world order, a world order in which humans augment rather than undermine the ecosystems of which they are part. This paper explicates these implications. (shrink)