Organizational leaders are essential in implementing, interpreting, and even proactively initiating changes for human resource (HR) functions to enhance workplace productivity and well‐being. ...However, recent studies have cautioned that providing positive and supportive leadership usually drains these organizational leaders. Although the literature has shed light on how leaders can use self‐care strategies to recharge, researchers and HR professionals know relatively little about (1) what specific self‐care actions leaders can take and (2) how external crises such as COVID‐19 constrain leaders' self‐care actions. To identify specific leaders' self‐care behaviors, which we refer to as oxygen masks, we interviewed 41 healthcare managers in Australia during the COVID‐19 pandemic in 2020. We presented a behavioral typology summarizing distinct oxygen masks that leaders used at different points in time. These oxygen masks include improving physical well‐being, improving emotional/spiritual/social well‐being, fulfilling managerial roles, and seeking collegial and organizational support. Moreover, we concluded that the COVID‐19 restrictions made some of these oxygen masks less accessible, negatively impacting leaders' well‐being. Our research conclusions have implications for theory and future studies on extending the literature associated with leadership development, leaders' resilience, and leaders' well‐being. The results also provide HR professionals with practical suggestions about assisting line managers in improving their self‐care and sustaining their leadership effectiveness.
This article reviews 10 techniques used to identify opinion leaders to promote behavior change. Opinion leaders can act as gatekeepers for interventions, help change social norms, and accelerate ...behavior change. Few studies document the manner in which opinion leaders are identified, recruited, and trained to promote health. The authors categorize close to 200 studies that have studied or used opinion leaders to promote behavior change into 10 different methods. They present the advantages and disadvantages of the 10 opinion leader identification methods and provide sample instruments for each. Factors that might influence programs to select one or another method are then discussed, and the article closes with a discussion of combining and comparing methods.
Humility is a concept grounded in a self-view that something greater than oneself exists. A multitude of disciplines to date have sought to understand how humility impacts leaders, as well as the ...individuals, teams, and organizations they lead. Despite overlapping research questions, methodologies, and empirical contexts, studies examining leader humility have developed largely in isolation with little overlap between fields. This has created a fundamental divide between micro and macro researchers who suggest that humility is conceptualized as both a mutable behavioral state and a stable leader trait, respectively. We provide a systematic review of research on leader humility at multiple organizational levels of analysis to provide linkages across disciplinary and theoretical divides. We couple our systematic review with a meta-analysis of 212 unique studies, identifying 99 estimates for the relationships between leader humility and numerous individual, team, and organizational variables. Among all variables, we find humble leadership most strongly predicts followers’ satisfaction with the leader and the leaders’ participative decision making. We also find humble leadership does not affect their own job performance or the performance of organizations, but improves the performance of their followers and teams. Building on our results, we call for research across academic disciplines.
This paper reports a meta‐analysis that examines the relationship between leader–member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and ...counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = ‒.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX‐MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source‐ and method‐biased effects stronger for leader‐rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.
Two routes to personalized politics Balmas, Meital; Rahat, Gideon; Sheafer, Tamir ...
Party politics,
01/2014, Volume:
20, Issue:
1
Journal Article
Peer reviewed
This article describes two opposing types of political personalization: centralizing and decentralizing personalization. The first implies the centralization of political power in the hands of a few ...leaders, while the latter indicates a diffusion of group power among its components: individual politicians. We start by proposing definitions of the types and subtypes of centralized and decentralized personalization and review the literature in search of evidence of their occurrence. We then demonstrate the usefulness of the proposed typology by examining personalization trends in various aspects of Israeli politics and conclude with a discussion of the challenges that personalization set for liberal democracies.
In today's highly competitive and extremely complex global economy, organizational leaders at all levels are facing unprecedented challenges. Yet, some seem to be handling the pressure better than ...others. Utilizing 4 samples of CEOs/presidents/top (n = 205), middle (n = 183), and junior (n = 202) managers, as well as 107 entrepreneurs, using Structural Equation Modeling we tested the direct effect that their level of mindfulness (heightened awareness) and the mediating effect of their psychological capital (i.e., hope, efficacy, resilience, and optimism) may have on their mental well-being. In all 4 samples, mindfulness was found to be negatively related to various dysfunctional outcomes such as anxiety, depression, and negative affect of the managerial leaders and burnout (i.e., emotional exhaustion and cynicism) of the entrepreneurs. For all 4 samples, the model with psychological capital mediating the effects of mindfulness on dysfunctional outcomes fit the data best. The study limitations, future research and practical implications of these findings conclude the article.
In their seminal lightning studies using streak cameras, Schonland et al. (1938) identified four negative stepped leader events that they term “β2,” a “rather rare variant of the type β leader”, and ...in it, “the second and slower stage of the leader is associated with the appearance of one or more fast dart streamers, which travel rapidly down from the cloud along the previously formed track and cease when they have caught up with the slower leader tip.” Seven negative downward leaders that agreed with the description given by Schonland et al. for type β2 were recorded in Tucson, Arizona, USA, and in São José dos Campos, São Paulo, Brazil. All cases were recorded by a high‐speed camera operating at 4000 frames per second, and electric field changes were measured for three of them. Their “dart streamers” had speeds between 106 and 107 m s−1, compatible with previous observations of recoil leaders (RLs). Also, during the development of the three cases with correlated electric field changes, it was possible to identify sequences of microsecond‐scale pulses preceding the propagation of a dart streamer in the channel. It is proposed that the luminous process that occurs during the development of a type β2 stepped leader is the visible manifestation of one or more RLs that begin inside the cloud and connect to the in‐cloud, positive portion of the bipolar, bidirectional leader, and then travel downward to the lower end of the negative stepped leader path.
Key Points
High‐speed video and electric field observations of type β2 stepped leaders
Evidences suggest that the “dart streamers” are initiated by recoil leaders
Type β2 stepped leaders are explained in the bidirectional leader context
From the Mines to the Streets draws on the life of Flix Muruchi to depict the greater forces at play in Bolivia and elsewhere in South America during the last half of the twentieth century. It traces ...Flix from his birth in an indigenous family in 1946, just after the abolition of bonded labor, through the next sixty years of Bolivias turbulent history. As a teenager, Flix followed his father into the tin mines before serving a compulsory year in the military, during which he witnessed the 1964 coup dtat that plunged the country into eighteen years of military rule. He returned to work in the mines, where he quickly rose to become a union leader. The reward for his activism was imprisonment, torture, and exile. After he came home, he participated actively in the struggles against neoliberal governments, which led in 2006the year of his sixtieth birthdayto the inauguration of Evo Morales as Bolivias first indigenous president. The authors weave Muruchis compelling recollections with contextual commentary that elucidates Bolivian history. The combination of an unforgettable life story and in-depth text boxes makes this a gripping, effective account, destined to become a classic sourcebook.
Gender and Leadership in Unions Kirton, Gill; Healy, Geraldine
Routledge eBooks,
2013, 20130125, 2012, 2013-01-25, Volume:
30
eBook
Open access
Reflecting the increased attention to gender and women in the field of employment relations, there is now a growing international literature on women and trade unions. The interest in women as trade ...unionists arises partly from the fact that women comprise 40 percent of trade union membership in the USA and over 50 percent in the UK. Further, despite considerable overall union membership decline in both the UK and USA, more women than men are joining unions in both countries. Recognition of the importance of women to the survival and revival of trade union movements has in many cases produced an unprecedented commitment to equality and inclusion at the highest level. Yet the challenge is to ensure that this commitment is translated to action and improves the experience of women in their union and in their workplace.
Gender and Leadership in Trade Unions explores and evaluates the similarities and differences in equality strategies pursued by unions in the US and the UK. It assesses the conditions experienced by women union members and how these impact on their leadership, both potential and actual. Women have made gains in both countries within union leadership and decision-making structures, however, climbing the ladder to leadership positions remains far from a smooth process. In the trade union context, women face multiple barriers that resonate with the barriers facing aspiring women leaders in other organizational contexts, including the gendered division of domestic work; the organization and nature of women's work; the organization and nature of trade union work and the masculine culture of trade unions. The discussion of women trade union leaders is situated more broadly within debates on governance, leadership and democracy within social justice activism.
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