Welcome
Bruce E. Winston
Welcome to the renewed and rebuilt International Journal of Leadership Studies (IJLS). It has been my desire for some time now, to see this journal, formerly known as the Journal of Organizational Leadership, redeveloped and reinvigorated, and I am grateful for Dr. Fields' apt leadership as the editor. [more]
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From the Editor
Dail Fields
This inaugural issue of the International Journal of Leadership Studies is the start of what we intend to be a respected resource for research and theory in the field of leadership studies. We have been fortunate to receive an invited contribution from Charles Manz and his colleagues, Jose Alves and D. Anthony Butterfield that challenges our thinking about leadership models and theory in Asia.
Their integration of Chinese philosophy into leadership presents a perspective that invites application to leadership in other settings, such as Europe and America.
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Practitioner's Forum
Jacque L. King
Work-Family / Family-Work Conflict
Balancing the demands of work and the responsibilities of the family is an ongoing concern in organizational leadership. Today we are busier than ever. Gone are the days of the 40-hour work week, the two-hour lunch, leaving the office on time, and forgetting about office demands until the next business day. With today's advanced technology, such as cell phones with paging and instant messaging, wireless Internet access, and the mobile office following us wherever we go, it is easier to take the office on the road when we travel, even when the road leads home. [more]
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Developing Leadership Theory in Asia: The Role of Chinese Philosophy
Jose C. Alves, Charles C. Manz, & D. Anthony Butterfield
This paper is about leadership, culture, and theory development. We argue that development of leadership theories in other cultures has to account for philosophical assumptions and frames of reference underpinning those cultures. Specifically, we point out that leadership theory in China has to account for notions of Chinese philosophy. We start our argument by making a case for studying management and leadership from a Chinese perspective. Then we review Western perspectives of management and leadership and introduce the concept of culture to indicate that the notions of management and leadership may have different meanings in different cultures. After this we present two Chinese approaches to management – socio-behavioral and philosophical approaches – and present several notions of Chinese philosophy. Finally, we illustrate how these notions can be used in interpreting leadership in Asia. Implications and discussion are also presented. |
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The Effect of Hispanic Ethnicity on the Leadership Process
Eric J. Romero
Leadership categorization and relational demography theory suggest that ethnicity has a major impact on how people work together and perceive leaders. The purpose of this study was to examine the relationship between leader ethnicity (Hispanic) and perceptions of leader behaviors. The results indicated that Hispanic leaders were perceived as equivalent, in terms of leadership, to Euro-American leaders despite a significant difference in ethnic identity scores between Hispanic and Euro-American students. However, the mean perceived effectiveness ratings for leaders whose leadership style matches their followers' leadership prototype were significantly higher than those in the mismatch condition. Implications for both managers and researchers are discussed. |
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A Cross-Cultural Study of Leadership Attitudes in Three Baltic Sea Region Countries
Audra I. Mockaitis
This study adds to previous research on the influence of national cultural values on leadership attitudes and introduces new findings for three countries - Lithuania, Estonia, and Poland. The attitudes of managers and employees toward various aspects of leadership in these three geographically and historically similar countries are, in fact, different. Significant differences were found across countries on the following variables: control, supervision, view toward authority, commitment, decision type, initiative, preferred leader orientation, and leadership style. It is revealed that differences in attitudes are closely related to differences in country positions on Hofstede's cultural dimensions. This study provides interesting cues for managers working in the region. |
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Determinants of Shared Leadership in Management Teams
Michael Shane Wood
This study investigated the extent to which behaviors in a team and structure of a team influence the willingness of team members to share in leadership. The results indicated that empowering team behaviors related positively with shared leadership. Horizontal team structure had limited effects on shared leadership. The development of shared leadership in a management team depends largely on increasing the perception of empowering behaviors that team members experience. Implications for the practice of shared leadership, as well as ideas for future research, are discussed. |
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The Effects of Supervisors' Trust of Subordinates and their Organization on Job Satisfaction and Organizational Commitment
Kristin Straiter
This study investigated the effects of supervisors' trust of their subordinates and their organization on job satisfaction and organizational commitment. Using survey data collected from 117 district sales managers in one large pharmaceutical company, the study found a significant relationship between supervisors' trust of their subordinates and supervisors' job satisfaction. Further, supervisors' trust of the organization was found to have a greater effect on job satisfaction than that of supervisors' trust of their subordinates. |
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