If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This empirical study aims to consider the stability and connection of implicit leadership theories to authentic leadership using performance feedback as a first step in a larger research agenda. Design/methodology/approach -Scenarios were created to operationalize implicit and authentic leadership, manipulate implicit leadership theory between followers and leaders, and discover perceptions of leader effectiveness. The use of scenarios was purposely intended to create anticipatory future research agendas. Findings -Components of authentic leadership may be a part of implicit leadership theory and leadership performance feedback may alter leader and follower implicit leadership theories. Research limitations/implications -Data collected in this study were from students' perceptions, and did not infer causality between constructs. This study is also subject to mono-operation and monomethod bias. Originality/value -This research provides an extension of theory in several ways: by looking at the authentic leadership paradigm; and by viewing perceptions of leader authentic effectiveness as a continuous influence on implicit leadership theories.
We examine the association between leadership style (transformational and servant) and the type of supply chain (efficient or responsive) and the impact of employee engagement on customer satisfaction. We propose a model for examining the influence of transformational and servant leadership on the efficient and responsive type supply chains. We present 7 propositions and present a novel view of leadership by viewing it through the lens of contextual leadership theory in which the context is defined by the type of supply chain, effective or responsive. While both transformational and servant leadership are viewed as positive, even normative, forms of leadership, we have found that the efficacy of each type of leadership can be influenced by the context in which they operate and especially in supply chain environments.
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