The COVID-19 era has driven virtual work models in the organisational context. Teleworking was the alternative that many organisations found to continue operating. Overnight, many employees started working from home. Leadership practices are essential in times of uncertainty and crisis. This study aims to analyse the perception of teleworking employees regarding the leadership style, specifically the transformational and authentic leaderships. The results show that transformational leadership is predominant in the teleworking context. However, when compared with other studies, teleworking employees perceive less transformational leadership behaviours and more behaviours referring to laissez-faire leadership, as well as the behaviours of transactional leadership. Teleworking employees perceive more behaviours of the authentic leadership style. This study demonstrates the need for leaders to adapt their behaviours to the new working conditions, face-to-face and virtual, to ensure leadership effectiveness.
This study aims to address the perspectives of leaders and followers regarding their perception of leadership styles adopted in various daily situations in organizations. Leaders and followers perceive that the predominant style is the Transformational Leadership. In order to understand the types of competences to be developed by leaders to enhance the different leadership styles, it appears that emotional competencies related to Relationship Management are those that have a linear relationship with transformational leadership. The Relationship Management is the ability to deal with the emotions of others and is composed of social competences, including Inspiration, Influence, Develop others and Change catalyst. According to both perspectives, these competences are also the least practiced by leaders in organizations.
The main aim of the chapter is to identify the leadership style that promotes succession planning through the existence of leadership development practices within organizations. The middle and top leaders are very important to identify and develop new leaders within the organization. The authors reach three main conclusions: 1) The laissez-faire leadership style is related to the succession planning. Succession planning is positively influenced by leaders that adopt a passive leadership style. 2) There are some practices of leadership development that are related to the existence of succession planning in organizations. 3) The 360º feedback and coaching/executive coaching are related to the succession planning. These practices promote the human capital development, so it is assumed that succession planning may be related to the leader development. Theoretically they concluded that organizations should have a leadership pipeline in order to prepare leaders to assume leadership positions.
Purpose The aim of the paper is to propose an integrative model of the leader competences through the analysis of the several models of competence found in the literature review. Design/methodology/approach The methodology used was qualitative, based partially on an integrative literature review (Torraco 2016). This paper aims to review, update and criticize the literature related to the competences approach in the organizational context and, on the other hand, to review, criticize and synthesize the literature, namely, the models and competences. Findings Difficulties in choosing and implementing a leader competency model led to the integration of competencies in a single model, seeking to simplify the choice and implementation process in organizations. The integrative model of leader competences arises from the literature review, more specifically from the analysis of the different approaches found. This model is grouped into four dimensions – intellectual competences, management competences, social competences and emotional competences. This research is a contribution to reduce the fragmentation of leadership and management theories and facilitates the choice and implementation of a leader competence model suited to the organization’s needs, contributing to the leadership effectiveness. Originality/value The integrative model of the leader competences allows the choice and implementation of a competence model with a wide range of competences considered as essential in the organizational context by several researchers. This model simplifies the process of identifying the competences that need to be developed, feeding the human resources development process within the organization.
This chapter seeks to highlight the importance of positive leadership in combating the phenomenon of quiet quitting. This phenomenon is not new, but it has gone viral with the COVID-19 pandemic, being more 'visible' in the organizational context. Thus, the objective of this research is to identify the main advantages of positive leadership in mitigating the quiet quitting movement. The research methodology is qualitative and starts by conceptualizing and identifying the main causes and consequences of the quiet quitting movement. Afterwards, the advantages of positive leadership are identified and, finally, this leadership style is systematized in relation to happiness and well-being at work. This research thus integrates the positive leadership approach with practices to improve employee engagement and organizational culture, highlighting the importance of human resource management practices to attract, integrate and manage talent in companies.
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