Leadership behaviour

Research evaluates the impact of transformational leadership on team member exchange quality and employees’ proactive work behavior. With a sample size of 619 employees working at 50 business brands of electronic (E-COMMERCE) in Vietnam, results of analyzing data with SPSS and AMOS shows the same impact of transformational leadership on team member exchange quality and team member exchange quality on OCBs.

12p viuchinaga2711 21-10-2021 23 6   Download

This research addresses the call for future research by Brown and Treviño (2014) and Resick et al. (2006) to expand on ethical leadership research into other cultures. They believed employees in organisations use their ethical and cultural value systems as an absolute standard against which to measure the behaviour of members of the other culture, or they adopt the norms of the other culture. Previous studies have demonstrated several gaps within the ethical leadership literature; this research will address these gaps.

244p runthenight04 02-02-2023 10 1   Download

By drawing attention to individuals’ emotional intelligence, employees’ personal initiative and individuals’ perceptions of a supportive climate for innovation, this thesis sheds light on the implications of encouraging creativity and innovation in SMEs, and provides a structure for SME leaders who are trying to discover the health of employees’ creativity and innovative behaviour.

289p runthenight04 02-02-2023 11 3   Download

The purpose of this study was to investigate the direct and indirect effects of leadership behaviours on organisational outcomes within the context of organisations from the private industry sector in Australia. Specifically, this study was interested in examining the influence of authentic leadership and ethical leadership on perceived ethical climate, subordinates’ organisational citizenship behaviours, affective organisational commitment, and in-role performance.

235p runthenight04 02-02-2023 12 4   Download

Our Leadership IQ study of 20,000 new hires (reported in Fortune and Forbes) found that the number one reason why new hires fail is that they are not coachable. A high performance workplace is dependent upon employees that have the ability to accept and implement feedback from bosses, colleagues, customers and other key players. There is no point in investing time and energy in people who are not going to positively respond. Doing so is a time consuming and exhausting exercise in futility.

5p draculla037 27-02-2013 85 11   Download