Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2014 | 22 | nr 4 | 26--38
Tytuł artykułu

Overcoming Leadership Limitations : a Theoretical Study of Leadership Behaviors and Methods

Treść / Zawartość
Warianty tytułu
Języki publikacji
Purpose: The main purpose of this study is to present leadership limitations that influence leadership effectiveness and examine if it is possible to overcome these limitations.

Methodology: The study presents the results of literature analyses and the findings of the recent research studies on leadership. It also refers to literature items that might be helpful in analyzing the leadership limitations.

Conclusions: The study indicates that some leadership behaviors that fall into a particular category are useful in understanding and refl ecting on their limitations, while other leaders' actions enable them to overcome those limitations or use them to support leadership effectiveness.

Research limitations: This is a theoretical and conceptual study. It formulates propositions to further empirical research studies.

Originality: The study analyzes a number of behaviors from different leadership theories. These behaviors fall into four meta-categories: situational, transformational, authentic and boundary spanning. The study also provides information about leadership styles that are useful in understanding and overcoming leadership limitations. (original abstract)
Opis fizyczny
  • Kozminski University, Warsaw, Poland
  • Albrow, M. (1992). Sine Ira et Studio - or Do Organizations Have Feelings? Organization Studies, 13: 313-329.
  • Avolio, B.J., Gardner, W.L., Walumbwa, F.O., Luthans, F. and May, D.R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. Leadership Quarterly, 15: 801-823.
  • Avolio, B.J. and Gibbons, T. (1988). Developing transformational leaders: A life span approach. In: J.A. Conger and R. Kanungo (eds.) Charismatic leadership: The elusive factor in organizational effectiveness. San Francisco, CA: Jossey-Bass.
  • Avolio, B.J., Bass, B.M. and Jung, D.I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership. Journal of Occupational and Organizational Psychology, 72: 441-462.
  • Bass, B.M. (1985). Leadership and Performance Beyond Expectations. Free Press.
  • Bass, B.M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1): 9-32.
  • Bass, B.M. and Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10: 181-217.
  • Baumeister, R.F., Vohs, K.D., Nathan Dewall, C. and Liqing Zhang (2007). How Emotion Shapes Behavior: Feedback, Anticipation, and Reflection, Rather Than Direct Causation. Personality and Social Psychology Review, 11: 167-203.
  • Burns, J .M. (1978). Leadership. New York: Harper & Row.
  • Byrne, J .A. (2012). Graduating With An MBA & Lots Of Debt, (16.11.2013).
  • Conger, J.A. (1989). The charismatic leader: behind the mystique of exceptional leadership. San Francisco: Jossey-Bass Publishers.
  • Corbett, D. (2004). Excellence in Canada: Healthy Organizations Achieve Reults by Acting Responsibly. Journal of Business Ethics, 55: 125-133.
  • Eccles, R .G. and Nohria, N. (1991). Beyond the Hype: Rediscovering the Essence of Management. Boston: Harvard Business School Press.
  • Ernst, C. and Chrobot-Mason, D. (2011). Boundary Spanning Leadership - Six Practices for Solving Problems, Driving Innovation, and Transforming Organizations. New York, NY: McGraw Hill.
  • Ernst, C. and Yip, J. (2009). Boundary spanning leadership: Tactics to bridge social identity groups in organizations. Crossing the divide: Intergroup leadership in a world of difference. Boston: Harvard Business School Press.
  • Fiedler, F .E. (1967). A theory of leadership effectiveness. New York: McGraw Hill.
  • Forgas, J. P. (1992). Affect in social judgments and decisions: A multi-process model. In: M. Zanna (ed.), Advances in Experimental Social Psychology. New York, NY: Academic Press.
  • Galbraith, J.R. (1974). Organization Design: An Information Processing View. Interfaces , 4: 28-36.
  • Gardner, W., Avolio, B., Luthans, F., May, D. and Walumbwa, F. (2005). Can you see the real me? A self-based model of authentic leader and follower development. Leadership Quarterly, 16: 343-372.
  • George, B. ( 2003). Authentic leadership: rediscovering the secrets to creating lasting value. San Francisco: Jossey-Bass.
  • George, B.S. P. (2007). True north: discover your authentic leadership. San Francisco, Calif.: Jossey-Bass/John Wiley & Sons.
  • George, J.M. and Bettenhausen, K. (1990). Understanding prosocial behavior, sales performance, and turnover: A group level analysis in a service context. Journal of Applied Psychology, 75: 698-709.
  • Goleman, D. ( 2003). What makes a leader. In: L.W. Porter (ed.), Organizational Influence Processes. New York: ME Sharpe.
  • Goleman, D. ( 2006). Emotional Intelligence. New York: Bantam Books.
  • Hatch, M.J., Kostera, M. and Kozminski, A.K. (2009). The three faces of leadership: Manager, artist, priest. Wiley. com.
  • Henderson, J. E. and Hoy, W.K. (1983). Leader authenticity: The development and test of an operational measure. Educational and Psychological Research, 3: 63-75.
  • Hersey, P. and Blanchard, K. (1969). Life cycle theory of leadership. Training and Development Journal, 23: 26-34.
  • Hofstede, G. (2 010). Cultures And Organizations: Software For The Mind, Author: Geert Hofstede, Gert Jan Hofstede, Michael Minkov.
  • House, R.J. (19 71). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16: 321-339.
  • House, R.J. (199 6). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7: 323-352.
  • Howell, J. and Avolio, B. (1992). The ethics of charismatic leadership: Submission or liberation? Academy of Management Executive, 6: 43-54.
  • Hughes, L. (2005). Developing transparent relationships though humor in the authentic leader-follower relationship. In: W. Gardner, B. Avolio and F. Walumbwa (eds.), Authentic Leadership Theory and Practice: Origins, Effects and Development. Oxford: Elsevier.
  • Ibarra, H. (1993). Personal networks of women and minorities in management: a conceptual framework. Academy of Management Review, 18: 56-87.
  • Ibarra, H. and Hunt er, M. (2007). How Leaders Create and Use Networks. Harvard Business Review, 85: 40-47.
  • Ilies, R., Morgeson, F.P. and Nahrgang, J.D. (2005). Authentic leadership and eudaemonic wellbeing: Understanding leaderfollower outcomes. Leadership Quarterly, 16: 373-394.
  • Kets De Vries, M., Korotov, K. and Florent-Treacy, E. (2007). Coach and Couch: The Psychology of Making Better Leaders. Palgrave Macmillan.
  • Kets De Vries, M.F. ( 2004). Putting leaders on the couch. A conversation with Manfred F.R. Kets de Vries. Interview by Diane L. Coutu. Harvard Business Review, 82: 64-71.
  • Korzynski, P. (2012). Leading People and Leading Authentic Self through Online Networking Platforms. Actual Problems of Economics, 2: 231-242.
  • Korzynski, P. (2013). Employee Motivation In New Working Environment. International Journal of Academic Research, 5: 184-188.
  • Kotter, J. (1990). What Leaders Really Do. Harvard Business Review, 68: 103-111.
  • Kouzes, J. and Posner, B. (2002). The leadership challenge. San Francisco, CA: Jossey-Bass.
  • Koźmiński, A.K. (2013). Ograniczone przywództwo. Studium empiryczne. Warszawa: Poltext.
  • Love, A. (2012). Passion and purpose: Leading from the inside out. Leader to Leader, 65: 50-56.
  • Luthans, F. and Avolio, B. J. (2003). Authentic leadership: A positive developmental approach. In: K.S. Cameron, J.E. Dutton and R.E.Quinn (eds.), Positive organizational scholarship. San Francisco: 7 Barrett-Koehler.
  • March, J.G. (1978). Bounde d rationality, ambiguity, and the engineering of choice. The Bell Journal of Economics, 9(2): 587-608.
  • May, D., Hodges, T., Chan, A. and Avolio, B. (2003). Developing the moral component of authentic leadership. Organizational Dynamics, 32: 247-260.
  • Mintzberg, H. (1973). The Nature of Managerial Work. New York: Harper & Row.
  • Northouse, P.G. (2001). Leadership: theory and practice. Thousand Oaks, Calif.: Sage Publications.
  • Pfeffer, J. (2010). Power play. Harvard Business Review, July-August: 84-90.
  • Schein, E.H. (1990). Organizational culture. American Psychologist, 45: 109-119.
  • Schein, E.H. (2006). Organizational culture and leadership. Wiley. com.
  • Shenhar, A.J. and Dvir, D. (200 7). Reinventing project management: The diamond approach to successful growth and innovation. Cambridge, MA: Harvard Business School Press.
  • Shipper, F. and Davy, J. (2002) . A model and investigation of managerial skills, employees' attitudes, and managerial performance. The Leadership Quarterly, 13: 95-120.
  • Sidle, C.C. and Warzynski, C.C. (2003). A new mission for business schools: The development of actor-network leaders. Journal of Education for Business, 79(1): 40-45.
  • Simon, H.A. (1957). Models of Man : Social and Rational. New York, NY, John Wiley and Sons, Inc.
  • Simon, H.A. (1982). Affect and cognition: Comments. In: M.S. Clark and S.J. Fiske (eds.) Affect and cognition. Hillsdale, NJ: Erlbaum.
  • Sparrowe, R. (2005). Authentic leadership and narrative self. The Leadership Quarterly, 16: 419-439.
  • Syrek, C.J., Apostel, E. and Anton i, C.H. (2013). Stress in highly demanding IT jobs: Transformational leadership moderates the impact of time pressure on exhaustion and work-life balance. Journal of Occupational Health Psychology, 18: 252-261.
  • Thamhain, H.J. and Wilemon, D.L. (19 77). Leadership effectiveness in program management. IEEE Transactions on Engineering Management, 24: 102-108.
  • Turner, J.R. and Muller, R. (2003). O n the nature of the project as a temporary organization. International Journal of Project Management, 21: 1-8.
  • Veiga, J. (2004). Bringing Ethics into the Mainstream: An introduction to the Special Topic. Academy of Management Executive, 18: 37-38.
  • Volmer, J. (2012). Catching Leaders' Mood: Contagion Effects in Teams. Administrative Sciences, 2: 203-220.
  • Vroom, V.H. and Jago, A.G. (2007). The role of the situation in leadership. American Psychologist, 62: 17-24.
  • Vroom, V.H. and Yetton, P.W. (1973). Leadership and Decision-Making. Pittsburgh: University of Pittsburgh Press.
  • Wagner, S., Parker, C. and Christiansen, N . (2003). Employees that think and act like owners: Effects of ownership beliefs and behaviors on organizational effectiveness Personnel Psychology, 56: 847-871.
  • Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T. and Peterson, S. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34: 89-126.
  • Westley, F. and Mintzberg, H. (1989). Vision ary leadership and strategic management. Strategic Management Journal, 10: 17-32.
  • Yukl, G. (2012). Effective Leadership Behaviors: What We Know and What Questions Need More Attention? The Academy of Management Perspectives, 26(4): 66-85.
Typ dokumentu
Identyfikator YADDA

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.