Evaluating the Impacts of New Forms of Leadership on Workers and Organizations: Is Leadership a “More than Meets the Eye” Subject?

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: closed (30 September 2023) | Viewed by 5874

Special Issue Editors


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Guest Editor
Departamento de Comunicação e Ciências Empresarias, Instituto Politécnico de Coimbra, 3045-093 Coimbra, Portugal
Interests: human resource management; organizational development; management; organizational theory; leadership; change management; strategic management; strategic planning; business; sustainability
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CARME - Centre of Applied Research in Management and Economics, Polytechnic Institute of Leiria, 2411-901 Leiria, Portugal
Interests: human resources management; personal marketing and leadership; organizational behavior; people management; coaching and teambuilding; human capital management
Special Issues, Collections and Topics in MDPI journals

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Guest Editor
Indian Institute of Management, 834001 Ranchi, India
Interests: human resources management; leadership

Special Issue Information

Dear Colleagues,

Organizations are currently facing tremendous challenges aiming at encountering successful functioning models, and struggling to find valid paths towards positive market differentiation to deal with a post-COVID and a heavy inflation worldwide period. In effect, these days, organizations’ agendas are severely constrained by a changing economic environment that seems to be far away from stabilizing.

The way organizations develop enduring Human Resources Management practices and develop enriched working environments are areas that are quite appealing for managers as ways of stimulating their organizations facing challenging environments. This is mainly because, in recent years, researchers have been investing in shaping knowledge regarding diverse issues on organizational behavior and human resources management, such as: avoiding workers’ turnover intention, stimulating innovative behavior, and stimulating performance (amongst others).

A key issue that traditionally seems to collect researchers’ interest is leadership. In effect, recent years have been presenting constant reshaping of approaches regarding leadership issues. Consequently, existing knowledge presents wide forms of leadership types and promising significative associations with relevant organizational outputs. As such, it is possible to understand that leadership is a complex issue deserving practitioners and researchers’ attention, in which new forms of leadership have emerged bearing innovative approaches to the subject, such as innovative leadership, virtuous leadership, sustainable leadership, responsible leadership, and inclusive leadership.

The Special Issue we are proposing here is intended to discuss in what way can new forms of leadership present valid solutions towards problems that organizations are facing in the current economic scenario. We are thus seeking submissions that focus on the impacts of these new leadership approaches over the employee–organization relation to clarify if existing knowledge over leadership is still in a state of a “more than meets the eye” subject.

Relevant theoretical perspectives might include (but are not limited to):

  • innovative leadership;
  • sustainable leadership;
  • responsible leadership;
  • virtuous leadership;
  • inclusive leadership;
  • leadership and corporate social responsibility;
  • diversity and leadership;
  • leadership and changing work environments;
  • leadership and internal communication;
  • LMX;
  • ethical leadership;
  • transformational leadership.

Prof. Dr. Daniel Roque Gomes
Prof. Dr. Neuza Ribeiro
Dr. Rajasekhar David
Guest Editors

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Keywords

  • • innovative leadership
  • • virtuous leadership
  • • sustainable leadership
  • • responsible leadership
  • • inclusive leadership

Published Papers (2 papers)

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Research

31 pages, 963 KiB  
Article
Employee Perspectives of Leader Value Orientations, Affect, Trust, and Work Intentions
by Richard Egan and Drea Zigarmi
Adm. Sci. 2023, 13(11), 233; https://doi.org/10.3390/admsci13110233 - 31 Oct 2023
Viewed by 1869
Abstract
This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully [...] Read more.
This empirical study on employee perspectives of latent leader value orientations (LVOs), employee psychological job states, and work intentions deployed an online survey to 944 employees within global organizations. Empirical analysis using structural equation modeling confirmed that employee job state positive affect fully mediated relations between LVOs and employee work intentions more so than employee job state negative affect and cognitive-based and affective-based trust in leader. LVO1 (low self-concern and high other-orientation) triggered positive employee psychological job states of greater magnitude than LVO2 (high self-concern and high other-orientation). This finding offers new insight relating to the influence of high leader other-orientation on employee psychological experiences of work considering LVO2 had been reported as ideal. LVO3 (high self-concern and low other-orientation) had the strongest differential associations with employee psychological job states implying that leaders who are perceived by employees to be driven by high self-concern, even in the presence of low other-orientation, evoke strong negative employee psychological responses. Implications for theory and practical strategies to develop leader other-orientation in organizations are presented. Full article
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17 pages, 877 KiB  
Article
How Does Authentic Leadership Boost Work Engagement? Exploring the Mediating Role of Work Meaningfulness and Work–Family Enrichment
by Vítor Hugo Silva, Ana Patrícia Duarte and Joana Palmeira Oliveira
Adm. Sci. 2023, 13(10), 219; https://doi.org/10.3390/admsci13100219 - 12 Oct 2023
Cited by 1 | Viewed by 2992
Abstract
Leadership is crucial in organizational life. Positive leadership is marked by transparent, trust-based leader–follower relationships that significantly boost employees’ dedication and engagement. Work engagement stems from a positive bond between workers, their job, and their organization. Authentic leadership, in particular, has been found [...] Read more.
Leadership is crucial in organizational life. Positive leadership is marked by transparent, trust-based leader–follower relationships that significantly boost employees’ dedication and engagement. Work engagement stems from a positive bond between workers, their job, and their organization. Authentic leadership, in particular, has been found to enhance work engagement, but this relationship is quite complex. Prior studies have explored the psychological processes linking organizational context and work-related attitudes and provided intriguing insights, such as that employees consider work to be part of their identity and that positive work experiences enrich family life. This research more closely examined authentic leadership’s impact on work engagement, including the mediating effect of meaningful work and work–family enrichment. A cross-sectional study was conducted with data from various organizations’ employees (number = 292). Multiple regression analyses’ results support the theoretical model, confirming a significant positive link between perceived authentic leadership and work engagement. These variables are directly and indirectly related through the proposed mediators. Implications for human resource management are discussed, especially strategies that increase work environments’ positive impacts on work engagement. Full article
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