2010
DOI: 10.1108/17465261011016595
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A measurement tool for the evaluation of organizational leadership capability

Abstract: PurposeCollective concepts of leadership open up some essential aspects of organizational leadership that could be defined as the collective ability of leadership to detect and cope with changes in the external environment by maintaining the primary goals of the organization. The purpose of this paper is to design a tool to evaluate organizational leadership capability.Design/methodology/approachA total of 445 respondents from six Estonian organizations participated by completing a questionnaire about organiza… Show more

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Cited by 35 publications
(34 citation statements)
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“…Due to the nature and particularities of the hotel product, the personality and characteristics of hotel leaders have a major impact on their efficiency (Brown and Reilly, 2009). The sum of skills of leading executives determines to a great extent the ability of hotels to identify and meet the challenges of a highly competitive external environment, thus achieving their main corporate targets (Kivipold and Vadi, 2010). The leader must be characterised by intrapersonal, interpersonal and business skills and should be able to work within an environment that will allow making use of said skills (Mumford et al., 2000) to the benefit of the firm and its reputation.…”
Section: Introductionmentioning
confidence: 99%
“…Due to the nature and particularities of the hotel product, the personality and characteristics of hotel leaders have a major impact on their efficiency (Brown and Reilly, 2009). The sum of skills of leading executives determines to a great extent the ability of hotels to identify and meet the challenges of a highly competitive external environment, thus achieving their main corporate targets (Kivipold and Vadi, 2010). The leader must be characterised by intrapersonal, interpersonal and business skills and should be able to work within an environment that will allow making use of said skills (Mumford et al., 2000) to the benefit of the firm and its reputation.…”
Section: Introductionmentioning
confidence: 99%
“…Leaders with effective leadership can work together with their followers to achieve goals, can function well together and can adapt to changing demands from external forces (Nahavandi, 2009). Many studies attempt to explore the leadership effect on work outcomes such as employee commitment (Lee & Ahmad, 2009), job satisfaction (Lee & Ahmad, 2009;Duffield, Roche, O'Brien-Pallas & Catling-Paull, 2009), turnover intention (Ansari, Hung & Aafaqi, 2007), performance (Porr & Field, 2006;Kivipold & Vadi, 2010), attitudes (Martin & Bush, 2003), planning (Wilson & Eilertsen, 2010), and personal development (Mannion, 2009); and, again, the list is not exhaustive.…”
Section: Introductionmentioning
confidence: 99%
“…Finally, the creation of the TIReS addresses the need to approach the study of organizations with collective instruments. Specifically, as Kivipold and Vadi (2010) and Woolley et al (2010) suggest, there should be a shift from individual to collective tools to assess team effectiveness and to make use of the full potential at the level of team. The TIReS opens new possibilities for research, as it allows for studying configurations of influence stemming from its three different sources in teams that may form collective patterns, understanding of which may be necessary to capture the complex nature of influence in a team.…”
Section: Discussionmentioning
confidence: 99%