Factor analysis of global trends in twenty‐first century leadership

Abstract

Purpose -The purpose of this study is to examine whether the nature of leadership in the early years of the twenty-first century as conceptualized in the research literature is valid among real organizational leaders across four global regions. Design/methodology/approach -A literature review of recent scholarly articles suggested that today's leadership best practices can be sorted into six categories, or zones: Reflection, Society, Diversity, Ingenuity, People, and Business. These six zones became topics for focus groups of organizational leaders that tentatively supported the six-zone structure and provided qualitative data used to create a 42-item measure, the AchieveGlobal Leadership Scale (AGLS). The AGLS was then employed to examine the degree to which 899 leaders in Asia, Europe, Latin America, and the USA felt that each zone was important in meeting their organizational challenges. Findings -The data from the 42 items were analyzed using a confirmatory factor analysis, which suggested that the six zones all triangulated on and comprised the larger construct, Leadership in the twenty-first century. Regional differences emerged in the importance that leaders attributed to the zones, in the degree to which leaders effectively demonstrated the zones, and in the order in which leaders ranked their organizations' top business challenges. Originality/value -The six-zone model of leadership and its differences by geographic region hold potential to help leaders examine and improve their own leadership abilities.

Relación entre liderazgo transformacional y transaccional con la conducta de compartir conocimiento en dos empresas de servicios.

“…Específicamente, proponen que el concepto de liderazgo puede variar según la cultura. En esa dirección, en el contexto japonés, considerado un país con una cultura colectivista, Perrin, et al (2012) encontraron relación entre liderazgo transformacional y compartir conocimiento. Shao, Feng & Liu (2012) en China hallaron que el liderazgo transformacional tiene una relación directa con la cultura organizacional e indirecto con la conducta de compartir conocimiento.…”

Cultivating Empathy: New Perspectives on Educating Business Leaders

“…"'Emotional intelligence [EI]' is a concept including perception, expression and control of emotions, self-control and empathy, communication, conflict resolution process, conscience, and perhaps many more" (Ioannidou & Konstantikaki, 2008, p. 118). Twenty years of studies on EI in the workplace (Perrin et al, 2012) have coalesced around the idea that a high EI score not only reflects better interpersonal skills, but improved professional performance. Leaders with high levels of EI are very well-equipped in putting others at ease.…”

“…One of these paradigms is the six-zone model (Perrin, Perrin, Blauth, Apthorp, Duffy, Bonterre, & Daniels, 2012), which is not novel in regard to the leadership components it entails, but rather in the integration of these aspects. The six zones articulated in this model include: 1) reflection, which encourages self-examination by asking leaders to examine their behaviors, attitudes, decisions, successes, and mistakes, and how these affect people and their respective environments; 2) society, which reminds leaders to maintain economic, environmental, and ethical fairness to individual stakeholders as well as stakeholder groups;…”

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“…Twenty years of studies on EI in the workplace (Perrin et al, 2012) have coalesced around the idea that a high EI score not only reflects better interpersonal skills, but improved professional performance. Leaders with high levels of EI are very well-equipped in putting others at ease.…”

“…One of these paradigms is the six-zone model (Perrin, Perrin, Blauth, Apthorp, Duffy, Bonterre, & Daniels, 2012), which is not novel in regard to the leadership components it entails, but rather in the integration of these aspects. The six zones articulated in this model include: 1) reflection, which encourages self-examination by asking leaders to examine their behaviors, attitudes, decisions, successes, and mistakes, and how these affect people and their respective environments; 2) society, which reminds leaders to maintain economic, environmental, and ethical fairness to individual stakeholders as well as stakeholder groups; 3) diversity, which exhorts leaders to value and embrace human differences in the broadest sense possible when making decisions; 4) ingenuity, which inspires leaders to remain receptive to creative ideas in order to nurture a climate of continued innovation; 5) people, in which engagement and the creation of a trustworthy and inspirational work climate become critical focus points for leaders; and 6) business, in which leaders concentrate on trends, data analysis, and consumer demands to elevate the organization (Perrin et.…”