Despotic leadership and IT project efficiency: the role of resilience

PurposeBased on conservation of resources theory, the present study aims to investigate the negative leadership style (i.e. despotic leadership) and its influence on a key dimension of project success (i.e. project efficiency) directly and indirectly via employees’ job stress. Moreover, this study also aims to investigate the moderating role of resilience on the relationship between despotic leadership and employees’ job stress.Design/methodology/approachThis study used a time-lagged design and collected data via purposive sampling technique from 342 information technology project employees. Data were analyzed using SPSS 25 and AMOS 24.FindingsThe findings are in line with the proposed relationship, as despotic leadership negatively influences project efficiency via employees’ job stress and resilience plays a vital role in mitigating the effects of despotic leadership on employees' job stress.Practical implicationsThe findings of this study provide direction to information technology firms to develop strategies to decrease employees’ stress and increase project efficiency.Originality/valueThis study extends the literature on leadership and information technology projects by examining how despotic leadership influences project efficiency via employees’ job stress. Negative leadership exists in organizations but has not yet been empirically explored; this study finds that it increases subordinates’ stress level and ultimately influences project efficiency.

Effects of Anger and Moral Identity on the Relationship between Supervisors’ Incivility and Deviant Behavior: A Study of Public Service Officers in Republic of Korea

This study investigated the effects of supervisors’ incivility regarding employees’ deviant behavior, the mediating effect of anger, and the moderating role of moral identity in the relationship between incivility and deviant behavior. To test our hypotheses, we collected data from supervisor–employee dyads in South Korean military units, applying a time-lagged design, hierarchical regression, and SPSS macro. The results elicited three relevant findings. First, supervisors’ incivility was found to positively influence employees’ deviant behavior. Second, employees’ anger was confirmed to have a mediating effect between supervisors’ incivility and employees’ deviant behavior. Third, the analysis demonstrated that moral identity moderates the relationship between anger and deviant behavior, and incivility through anger has an indirect effect on deviant behavior. These findings imply that supervisors’ incivility, which is readily observed within the organization, is a harmful behavior that increases anger and deviant behavior. These findings suggest that negative leadership should be minimized and employees with high moral identity should be selected to reduce deviant behavior that harms the organization.

Identifying leadership in medical trainees: valuation of a competency-based approach

BackgroundAs medical professional roles diversify, it is essential to understand what makes effective medical leaders. This study develops and validates a medical leadership competency framework that can be used to develop and evaluate leaders across all levels of medical organisations.MethodIn Phase One, the authors derived desired leadership traits and behaviours in the medical context from a panel of subject matter experts (SMEs). Traits and behaviours were then combined into multifaceted competencies which were ranked and further refined through evaluation with additional SMEs. In Phase Two, the final seven competencies were evaluated with 181 medical trainees and 167 supervisors between 2017 and 2018 to determine the validity of rapid-form and long-form leadership assessments of medical trainees. Self and supervisor reports of the seven competencies were compared with validated trait and leadership behaviour measures as well as clinical performance evaluations.ResultsThe final seven leadership competencies were: Ethical and Social Responsibility, Civility, Self-Leadership, Team Management, Vision and Strategy, Creativity and Innovation, and Communication and Interpersonal Influence. Results demonstrate initial validity for rapid-form and long-form leadership evaluations; however, perceptions of good leadership may differ between trainees and supervisors. Further, negative leadership behaviours (eg, incivility) are generally not punished by supervisors and some positive leadership behaviours (eg, ethical leadership) were associated with poor leadership and clinical performance evaluations by supervisors. Supervisor perceptions of leadership were significantly driven by trainee scores on social boldness (a facet of extraversion).ConclusionsA multicompetency framework effectively evaluates leadership in medicine. To more effectively reinforcepositive leadership behaviours and discourage negative leadership behaviours in medical students and resident physicians, we recommend that medical educators:: (1) Use validated frameworks to build leadership curriculum and evaluations. (2) Use short-term and long-term assessment tools. (3) Teach assessors how to evaluate leaders and encourage positive leadership behaviours early in training.

PERAN MODERASI DISIPLIN KERJA PADA PENGARUH KEPEMIMPINAN TERHADAP PRODUKTIVITAS KERJA KARYAWAN PERBANKAN SYARIAH DI MAKASSAR

This study aims to examine the influence of leadership on employees work activity moderated work discipline at Islamic banking in Makassar. Data collection uses the primary data obtained from questionnaires using technitk proportionated random sampling. The population is all 162 permanent employees from 11 Islamic banks in Makassar City, while the sample taken is 62 respondents. The results of the questionnaire have been tested for validity and reliability. Methoddata analysis using SEM technique (Sturctural equation modeling) assisted with WarphPLS Ver.5.0. The results of this study indicate that the hypothesis of leadership is accepted in part because it shows the result of hypothesis test that negative and significant. This means that influential negative leadership and significant to employees work activity. then result research on work discipline shows that the hypothesis is accepted because it shows results a positive and significant hypothesis. this means that positive discipline work is positive and significant to employees work activity. While the results of research on discipline work as the strengthening variable indicates that the hypothesis is accepted as it shows the results a positive and significant hypothesis. This means that the work discipline variable can strengthen variable leadership on employees work activity. Keywords: Leadership, Work Discipline, Employee Performance, Islamic Banking

Leadership Styles That Mostly Promote Social Entrepreneurship

Creating social value with the help of social entrepreneurship is among the most meaningful goals of ventures in the modern world. The intent of this chapter is to evaluate the effects of different leadership styles on social entrepreneurship theoretically. A detailed literature scanning was conducted in order to find correlations between different leadership styles and social entrepreneurship so as to note which of them mostly promotes social entrepreneurship. Among the leadership styles included in the study, there exists entrepreneurial leadership, responsible leadership, innovative leadership, value-based leadership, visionary leadership, strategic leadership, transformational leadership, authentic leadership, cultural leadership, paternalistic leadership, servant leadership, ambidextrous leadership, ethical leadership, and negative leadership styles. As a consequence, all of the leadership styles included in this chapter, except for negative leadership styles, were proposed to promote social entrepreneurship based on the related literature.

Recruitment and Retention of International School Teachers in Remote Archipelagic Countries: The Fiji Experience

In current school environments, teacher recruitment, turnover, and retention present significant problems, particularly for rural and remote international schools in archipelagic countries. Employing the Social Cognitive Career Theory (SCCT), this study analyzed international school teachers with teaching experience at a Fijian international school about their career development, retention ideas, and the decision of teaching service. As there is not a large population of international school teachers in archipelagic countries due to the unique environment of the school and country, the researcher employed the Interpretative Phenomenological Analysis (IPA) to better understand six international school teachers who have taught and are teaching at one of the Fijian international schools. The study categorized two directions for leaving and staying at a remote location. Participants indicated that the managerial styles, negative leadership, and limited social networking were the most significant challenges while respectfulness and simple living style were the most significant advantages of their Fijian teaching experience. As this study mainly focused on the issues for rural, remote, and archipelagic countries, the result of this study serves as one of the first blueprints for organizational leaders in those regions to improve their management styles in order to recruit and retain their skillful professionals.

The Dark Side of the Leadership: The Effects of Toxic Leaders on Employees

Studies on leadership have been overwhelmingly focused on the positive aspects of leadership, and tried to reach certain conclusions on the positive effects of leadership in organizations. However, the dark side of leadership has been ignored. Those negative leadership styles in general, toxic leadership, in particular, may have extremely negative effects on organizations, which have the potential to overshadow the effects of positive leadership. Toxic leadership can create a decrease in workplace performance, productivity, and output, as well as its remarkable negative reflections on employees. So, examining the outputs of toxic leadership is inevitable. In this paper, we aim to examine the consequences of toxic leaders on employees by a quantitative search on the finance industry.