Leadership development: teaching versus learning

Allio, Robert J.

doi:10.1108/00251740510610071

Cited by 101 publications

(73 citation statements)

References 2 publications

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“…An ongoing debate in the leadership literature is whether or not managers and leaders are different, with managers often referred to as risk-averse bureaucrats, and leaders as inspirational visionaries (Allio, 2005;Day and Schoemaker, 2008;Kent, 2005;Kotterman, 2006). Zaleznik et al (2003) argue that what organisations really need are people who can be both managers and leaders.…”

Section: Theoretical Framework and Hypotheses Formulationmentioning

confidence: 99%

Senior management leadership, social support, job design and stressor‐to‐strain relationships in hospital practice

Buttiġieġ

West

2013

Journal of Health Organization and Management

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Purpose -The purpose of this paper is to examine the effect of the quality of senior management leadership on social support and job design, whose main effects on strains, and moderating effects on work stressors-to-strains relationships were assessed. Design/methodology/approach -A survey involving distribution of questionnaires was carried out on a random sample of health care employees in acute hospital practice in the UK. The sample comprised 65,142 respondents. The work stressors tested were quantitative overload and hostile environment, whereas strains were measured through job satisfaction and turnover intentions. Structural equation modelling and moderated regression analyses were used in the analysis. Findings -Quality of senior management leadership explained 75 per cent and 94 per cent of the variance of social support and job design respectively, whereas work stressors explained 51 per cent of the variance of strains. Social support and job design predicted job satisfaction and turnover intentions, as well as moderated significantly the relationships between quantitative workload/hostility and job satisfaction/turnover intentions. Research limitations/implications -The findings are useful to management and to health employees working in acute/specialist hospitals. Further research could be done in other counties to take into account cultural differences and variations in health systems. The limitations included self-reported data and percept-percept bias due to same source data collection. Practical implications -The quality of senior management leaders in hospitals has an impact on the social environment, the support given to health employees, their job design, as well as work stressors and strains perceived. Originality/value -The study argues in favour of effective senior management leadership of hospitals, as well as ensuring adequate support structures and job design. The findings may be useful to health policy makers and human resources managers.

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Section: Theoretical Framework and Hypotheses Formulationmentioning

confidence: 99%

Senior management leadership, social support, job design and stressor‐to‐strain relationships in hospital practice

Buttiġieġ

West

2013

Journal of Health Organization and Management

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“…Allio (2005) notes that programs tend to promote leadership literacy but not leadership competences. Posner (2009) believes that teaching leadership requires more than theories but doing, and he suggests using "action-learning" (or learning on the job).…”

Section: Diallo Laminementioning

confidence: 99%

Leadership Academic Program Development in North America: Theoretical and Contextual Challenges

Diallo¹

2017

Proceedings of the 3rd International Conference on Higher Education Advances

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“…The ethical leader must also understand and develop the values of purpose, knowledge, authority, and trust in the exercise of leadership. These four elements are interrelated and failure to attend to any one of them may undercut the benefits of ethical leadership (Allio, 2005).…”

Section: Review Of Related Literaturementioning

confidence: 99%

Rethinking Ethical Leadership in Kenya: Adopting A New Paradigm

Minja¹

2017

JVBL

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The purpose of this paper is to encourage students and scholars in the field of ethics to re-think and develop new approaches concerning the actual practice of ethical leadership. While many authors have written on the subject of leadership values and ethics, this paper examines, in particular, the works of Aristotle, James Burns, James O'Toole, John Kotter, Edgar Schein, as well as other notable scholars. Additionally, it attempts to add to the body of knowledge an ethical leadership approach that could assist those in positions of power and influence to more effectively link theory to practice. The author argues that a leader who espouses and upholds values in an organisation is not sufficient to transform a corrupt system. This individual must indeed directly model the desired behaviour, create a sense of urgency within the entity to develop and embrace a new principled culture, and form a team of like-minded co-leaders and followers. The paper postulates that the application of the Theory of Mechanical Advantage would help usher an organisation into a state in which a firm foundation for ethical leadership could be established. This paper finally formulates what the author refers to as the Law of PseudoRevolutionary Change which states that change that does not directly impact the core of the organisational culture never effects real and fundamental change within that entity.

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Leadership development: teaching versus learning

Cited by 101 publications

References 2 publications

Senior management leadership, social support, job design and stressor‐to‐strain relationships in hospital practice

Senior management leadership, social support, job design and stressor‐to‐strain relationships in hospital practice

Leadership Academic Program Development in North America: Theoretical and Contextual Challenges

Rethinking Ethical Leadership in Kenya: Adopting A New Paradigm

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