Who develops? Understanding the role of leadership mindset in developmental opportunities

Walter, Sheryl L.

doi:10.17077/etd.cx0wgi85

Cited by 3 publications

(2 citation statements)

References 114 publications

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“…Day et al (2014) emphasize the need to consider leadership and its development holistically, taking into cognizance the dominant role of behaviour patterns influenced by mindset. The study by Kramer (2016), proposed that leader development should focus on transforming mindsets more than skill sets – this promotes flexible adaption to current innovations and creativity in leadership (Walter, 2016).…”

Section: Introductionmentioning

confidence: 99%

Exploring the linkages between project managers' mindset behaviour and project leadership style in the Ghanaian construction industry

Owusu‐Manu¹,

Debrah²,

Amissah³

et al. 2020

ECAM

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PurposeLeadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager's mindset behaviour and project leadership style in the construction industry.Design/methodology/approachLiterature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian construction industry (GCI). A quantitative research strategy was then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson's correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style.FindingsThe study's results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the “growth mindset”. Furthermore this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style.Research limitations/implicationsThis research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policymakers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries.Originality/valueThis research represents the first comprehensive study appraising the linkages between project managers’ mindset behaviour and project leadership style in the construction industry. Empirical data presented bridge the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers' mindset has on leadership styles in the GCI.

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Section: Introductionmentioning

confidence: 99%

Exploring the linkages between project managers' mindset behaviour and project leadership style in the Ghanaian construction industry

Owusu‐Manu¹,

Debrah²,

Amissah³

et al. 2020

ECAM

View full text Add to dashboard Cite

show abstract

“…Four items validated by Walter (2016) were adopted and refined by the authors to measure developmental opportunities. Sample items include "My company provides opportunities for employees to attend formal developmental activities such as training" and "My company provides guidance and counsel for employees to develop their internal career paths."…”

Section: Instrumentsmentioning

confidence: 99%

The multi-level effects of developmental opportunities, pay equity, and paternalistic leadership on organizational commitment

Chai

Jeong

Joo

2020

EJTD

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Purpose The purpose of this study is to examine the effects of developmental opportunities and perceived pay equity-and paternalistic leadership on affective organizational commitment and the moderating role of paternalistic leadership at the team level in a Korean context. Design/methodology/approach Hierarchical linear modeling with a two-level design was used to analyze data collected from 844 employees and 59 work teams. Findings The study identified that developmental opportunities and perceived pay equity were significantly associated with affective organizational commitment. However, paternalistic leadership was not significantly related to affective organizational commitment. The results also showed that the moderation effect of paternalistic leadership on the relationship between pay equity and organizational commitment was non-significant, and paternalistic leadership moderated the relationship between developmental opportunities and organizational commitment. In particular, the relationship of developmental opportunities with organizational commitment became weaker when the supervisor’s paternalistic leadership was stronger. Research limitations/implications The results of this study supported the applicability of organizational support theory and previous empirical studies supporting the relationships between human resource (HR) practices and commitment, particularly in the Korean cultural context. The results have several practical implications for employers, mangers and HR practitioners in an East Asian cultural context. Originality/value This study extends the body of knowledge in leadership research by investigating the influences of two key factors of HR practices and a Confucianism-based indigenous leadership theory on organizational commitment. More importantly, the results can guide future cross-national or cross-organizational studies exploring the relationships among leadership, organizational culture and organizational effectiveness. This study also offers clearer empirical evidence for why and how developmental opportunities and perceived pay equity need to be enhanced in an East Asian cultural context.

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Motivation to Lead: a Novel Theorical Approach

Santos,

Porto

2023

Trends in Psychol.

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Who develops? Understanding the role of leadership mindset in developmental opportunities

Cited by 3 publications

References 114 publications

Exploring the linkages between project managers' mindset behaviour and project leadership style in the Ghanaian construction industry

Exploring the linkages between project managers' mindset behaviour and project leadership style in the Ghanaian construction industry

The multi-level effects of developmental opportunities, pay equity, and paternalistic leadership on organizational commitment

Motivation to Lead: a Novel Theorical Approach

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