Four Types of Leadership and Orchestra Quality

Krause, Diana E.

doi:10.1002/nml.21132

Cited by 6 publications

(2 citation statements)

References 44 publications

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“…Leadership and how this relates to power has been further assessed, for example, when Krause (2015) reported that leadership styles and leadership power structures varied based on accentuated outcome criteria. The influential element to power was further examined by Gibson et al (2014) who stated that power is the ability to get others to do what you want them to do by interactions within social settings.…”

Section: Literature Reviewmentioning

confidence: 99%

The way employees are treated predict power feelings

Parmer

Dillard

2019

LODJ

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Purpose The purpose of this paper is to examine the relationship between the perceptions employees have regarding how they are treated in the workplace environment by their current or most recent supervisor, and how this predicted their feelings of power within themselves. The perceptions were measured utilizing the Managerial Leadership Perceptions Questionnaire (MLPQ) created by Parmer (2017). Employee power was measured utilizing the Power Instrument developed by Hinkin and Schriesheim (1989) which stemmed from French and Raven’s (1959) five original bases of power theory to include referent, expert, legitimate, reward, and coercive. Design/methodology/approach The authors collected a sample of 199 participants gathered from Amazon’s Mechanical Turk digital labor pool. Participants completed a survey which measured their managerial perceptions, bases of power, and demographic characteristics. Statistical analysis was used, including a factor analysis, to explore the relationship between managerial perceptions, bases of power, and demographic characteristics. Findings This study demonstrated that there were no significant associations between the demographic associations and personal power. There were significant associations between the demographic associations and position power, managerial perceptions and personal power, managerial perceptions and position power, and managerial leadership style and power. Research limitations/implications Five bases of power were examined in this study to include referent, expert (i.e. personal power), legitimate, reward, and coercive (i.e. position power). There is a sixth power now, information power, as noted by Northouse (2016) that needs to be additionally examined. Self-confidence and empowerment feelings were not technically measured quantifiably in this study but were expected feelings based on what mindsets power can produce within a person. Researching these additional feelings of self-confidence and empowerment and how this relates to follower power is needed moving forward in this research area. Finally, ethnic differences need to be measured moving forward. Practical implications The practical implications of this study show that employees do embody perceptions and attitudes regarding their current or most recent supervisor based on how they are being treated. This, in turn, can affect their own personal feelings of power within themselves and within the overall organization at large. Careers can be affected, both good and bad, organizational cultures can be impacted by both good and bad, workplace assumptions and norms, as well as, workplace relationships can be affected, both good and bad. Social implications The social implications of this study indicated that employees’ perceptions and attitudes regarding their immediate supervisor can create positive or negative feelings toward the supervisor which can, in turn, affect the organization’s culture and workplace environment, both good and bad. Working at an organization is within a social environment that needs to be managed and cultivated appropriately for all parties involved. Originality/value The majority of the prior research examines leader–follower relationships. No prior research has utilized this particular perception and attitudinal model, the MLPQ developed by Parmer (2017), and the five bases of power model developed by Hinkin and Schriesheim (1989) together in one study. This study explored employee managerial perceptions and their feelings of power within the follower–leader dyadic relationship, as opposed to the leader–follower dyadic relationship which has been more commonly reported within the literature.

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Section: Literature Reviewmentioning

confidence: 99%

The way employees are treated predict power feelings

Parmer

Dillard

2019

LODJ

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“…In the context of cultural organization theory, leadership has made inroads as a sub-discipline of management studies (Chong 2010). Topics of particular concern to cultural leadership scholars have commonly been issues such as "dual leadership" (Castañer 1997;Cray, Inglis, and Freeman 2007;Järvinen, Ansio, and Houni 2015;Reid and Karambayya 2009), the leadership of "creative people" (Torr 2008) and leadership for "artistic quality" (Krause 2015).…”

Section: Introductionmentioning

confidence: 99%

Experience Leadership: Lessons FromJohn Dewey

Sigurjónsson¹

2018

NKT

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This paper explores the possibility that John Dewey's metaphorical redefinition of art as experience can help reclaim the concept of "experience" for cultural leadership. Far from being a promoter of the consumable experiences in the "experience economy", Dewey's leader is an energetic educator and a critic of the institutionalization of art and the aesthetical. Seeing art as an active process of doing and undergoing, Dewey is concerned with the problem of isolated high culture and his aim is to change the elitist and market-transactional conception of art and open up the conventional discourse, something he dubbed "the museum conception of art". The museum conception of art entails creating a view of fine art as objects to be served, consumed, stored away and appreciated in a safe environment, preferably secured in a glass box, at a location which people must obtain permission to enter. This model, which still prevails, also applies in the theatre and the concert hall, where important works of art are segregated from ordinary people and everyday life. Dewey's idea of art as experience should not, however, be interpreted in an overly managerial, limiting or regulating manner, and to develop the discourse it is helpful to look beyond its supposed essentialism. For that purpose, the metaphor of "art as experience" is best understood as an instrument of imagination, a tool, for rethinking institutions. Rather than being a formula or a set of instructions, Dewey's critical culture-political approach provokes questions about the role of institutions, knowledge processes and power structures, and emphasises the centrality of labor in the process of reflection.

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Mapping out the Roles of Top Management in Nonprofit Arts and Cultural Organizations

Labaronne,

Müller

2023

The Journal of Arts Management, Law, and Society

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Four Types of Leadership and Orchestra Quality

Cited by 6 publications

References 44 publications

The way employees are treated predict power feelings

The way employees are treated predict power feelings

Experience Leadership: Lessons FromJohn Dewey

Mapping out the Roles of Top Management in Nonprofit Arts and Cultural Organizations

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