تعداد نشریات | 161 |
تعداد شمارهها | 6,532 |
تعداد مقالات | 70,502 |
تعداد مشاهده مقاله | 124,118,129 |
تعداد دریافت فایل اصل مقاله | 97,223,982 |
Implicit Leadership Theories: A Qualitative Study in an Iranian Organization | ||
Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies) | ||
مقاله 1، دوره 10، شماره 1، خرداد 2017، صفحه 1-29 اصل مقاله (741.45 K) | ||
نوع مقاله: Research Paper | ||
شناسه دیجیتال (DOI): 10.22059/ijms.2017.60205 | ||
نویسندگان | ||
Mohammad Sadegh Sharifirad؛ Saeed Mortazavi* ؛ Fariborz Rahimnia؛ Mohamad Mahdi Farahi | ||
Faculty of Economic and Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran | ||
چکیده | ||
This research aims at discovering the traits and abilities which characterize ideal leaders in the minds of employees in an Iranian context. After employing the strategy of phenomenology to reach the components of ideal leadership, 15 tenured middle managers and employees possessing decent management knowledge in the context were interviewed and after theme analysis, global, basic, and organizing themes were extracted. The results showed that the whole themes could be categorized into two groups of prototypes and anti-prototype. Five of the themes are the prototypes labeled as charismatic, humane oriented, employee’s servant, emotionally mature, and decisive and three of them are the anti-prototype labeled as selfish, deceptive, and narrow-minded. Although some of the components of Implicit Leadership Theories (ILTs) are generalizable, the context can produce some distinct features of ILTs. This research tried to discover implicit leadership theories in an Iranian context. According to the available themes in the literature of ILTs, employee’s servant, emotionally mature and decisive are the three novel prototypes and deceptive and narrow-minded are the new anti-prototypeanti-prototype. Moreover, this is the first study using interview to discover ILTs with the inclusion of data retrieved from participants’ semantic memory. | ||
کلیدواژهها | ||
Implicit Leadership Theories؛ Iran؛ prototypes؛ anti-prototypeanti-prototype | ||
مراجع | ||
Ajjawi, R., & Higgs, J. (2007). Using hermeneutic phenomenology to investigate how experienced practitioners learn to communicate clinical reasoning. The qualitative Report, 12(4), 612-638.
Anderson, R. (2007). Thematic content analysis (TCA). Descriptive Presentation of Qualitative Data. Retrieved on April 23, 2008 from http://www.wellknowingconsulting.org/publications/pdfs/ThematicContentAnalysis.pdf
Andreas, M. (2003). Validity and reliability tests in case study research: A literature review with hands-on applications for each research phase. Qualitative Market Research: An International Journal. 6(2), 75-86.
Attride-Stirling, J. (2001). Thematic networks: An analytic tool for qualitative research. Qualitative Research, 1(3), 385-405.
Awamleh, R., & Gardner, W. L. (1999). Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance. The Leadership Quarterly, 10(3), 345-373.
Ayman, R., Mead, A. D., Bassari, A., & Huang, J. (2012). Implicit leadership in Iran: Differences between leader and boss and gender. In Worldly Leadership (pp. 135-157). UK: Palgrave Macmillan.
Bass, B. M., & Avolio, B. J. (1989). Potential biases in leadership measures: How prototypes, leniency, and general satisfaction relate to ratings and rankings of transformational and transactional leadership constructs. Educational and Psychological Measurement, 49(3), 509-527.
Bass, B. M., & Bass, R. (2009). The Bass handbook of leadership: Theory, research, and managerial applications. New York: Simon and Schuster.
Beck, C. D. (2014). Antecedents of servant leadership: A mixed methods study. Journal of Leadership & Organizational Studies, 21)3(, 299-314.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
Chamberlain, V. C. (1960). Adolescence to maturity. London: The Badley Head.
Chamorro-Premuzic, T. (2012). The dark side of charisma. Harvard Business Review. Retrieved on December 12, 2014 from https://hbr.org/2012/11/the-dark-side-of-charisma
Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), 511.
Chiu, C. Y., Hong, Y. Y., & Dweck, C. S. (1997). Lay dispositionism and implicit theories of personality. Journal of Personality and Social Psychology, 73(1), 19-30.
Cohen, J. (1960). A coefficient of agreement for nominal scales. Educational and Psychosocial Measurement, 20(1), 37-46.
Corbin, J., & Strauss, A. (2008). Basics of qualitative research (3rd ed.).
Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
Daft, R. L. (2014). The leadership experience (6th ed.). Stamford, CT: Cengage Learning.
Dastmalchian, A., Javidan, M., & Alam, K. (2001). Effective leadership and culture in Iran: An empirical study. Applied Psychology, 50(4), 532-558.
Deal, J. J., & Stevenson, M. A. (1998). Perceptions of female and male managers in the 1990s: Plus ça change. Sex Roles, 38(3-4), 287-300.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
Dorfman, P. W., Hanges, P. J., & Brodbeck, F. C. (2004). Leadership and cultural variation: The identification of culturally endorsed leadership profiles. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, 669-719.
Ebrahimi, S. R., Bakhshayesh, E. V., Ebrahimi, S. R., & Bakhshayesh, E. V. (2013). Manifestation of evil in Persian Mythology from the perspective of the Zoroastrian religion. International Journal of English Language and Literature Studies, 2(1), 1-9.
Epitropaki, O., & Martin, R. (2004). Implicit leadership theories in applied settings: Factor structure, generalizability, and stability over time. Journal of Applied Psychology, 89(2), 293-310.
Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659-676.
Epitropaki, O., Sy, T., Martin, R., Tram-Quon, S., & Topakas, A. (2013). Implicit leadership and followership theories “in the wild”: Taking stock of information-processing approaches to leadership and followership in organizational settings. The Leadership Quarterly, 24(6), 858-881.
Felfe, J., & Petersen, L. E. (2007). Romance of leadership and management decision making. European Journal of Work and Organizational Psychology, 16(1), 1-24.
Forbis, W. H. (1980). The fall of the peacock throne: The story of Iran. New York: Harper and Row.
Gardner, H. (2003). Multiple intelligences after twenty years. American Educational Research Association, Chicago, IL.
Gardner, W. L. (2003). Perceptions of leader charisma, effectiveness, and integrity effects of exemplification, delivery, and ethical reputation. Management Communication Quarterly, 16(4), 502-527.
Gerstner, C. R., & Day, D. V. (1994). Cross-cultural comparison of leadership prototypes. The Leadership Quarterly, 5(2), 121-134.
Given, L. (2008). Encyclopedia of qualitative research methods. California: Sage publications.
Goodwin, V. L., Wofford, J. C., & Boyd, N. G. (2000). A laboratory experiment testing the antecedents of leader cognitions. Journal of Organizational Behavior, 21(7), 769-788.
Gordon, R. A., & Arvey, R. D. (2004). Age bias in laboratory and field settings: A meta‐analytic investigation1. Journal of Applied Social Psychology, 34(3), 468-492.
Groenewald, T. (2004). A phenomenological research design illustrated. International Journal of Qualitative methods, 3(1), 42-55.
Hassan, S., Mahsud, R., Yukl, G., & Prussia, G. E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133-146.
Holmberg, I., & Åkerblom, S. (2006). Modelling leadership: Implicit leadership theories in Sweden. Scandinavian Journal of Management, 22(4), 307-329.
Holritz, P. J. (2009). Exploring the relationship between religious beliefs and implicit leadership theory: A study of the leadership preferences of Japanese employees. Regent University.
Hoption, C. (2015). It does not add up: Comparing episodic and general leadership ratings. Leadership, 12(4), 491-503.
House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (Eds). (2004). Culture, leadership, and organizations: The GLOBE study of 62 societies. Sage publications.
Jacquart, P., & Antonakis, J. (2015). When does charisma matter for top-level leaders? Effect of attributional ambiguity. Academy of Management Journal, 58(4), 1051-1074.
Javidan, M., & Dastmalchian, A. (2003). Culture and leadership in Iran: The land of individual achievers, strong family ties, and powerful elite. The Academy of Management Executive, 17(4), 127-142.
Javidan, M., Dorfman, P. W., De Luque, M. S., & House, R. J. (2006). In the eye of the beholder: Cross cultural lessons in leadership from Project GLOBE. The Academy of Management Perspectives, 20(1), 67-90.
Kabasakal, H., Bodur, M., Chhokar, J. S., Brodbeck, F. C., & House, R. J. (2008). Culture and leadership across the world: The globe book of in-depth studies of 25 societies. New York, NY: Taylor and Francis
Kerr, R., Garvin, J., Heaton, N., & Boyle, E. (2006). Emotional intelligence and leadership effectiveness. Leadership & Organization Development Journal, 27(4), 265-279.
Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36-51.
Koenig, A. M., Eagly, A. H., Mitchell, A. A., & Ristikari, T. (2011). Are leader stereotypes masculine? A meta-analysis of three research paradigms. Psychological Bulletin, 137(4), 616-642.
Levy, S. R., Chiu, C. Y., & Hong, Y. Y. (2006). Lay theories and intergroup relations. Group Processes & Intergroup Relations, 9(1), 5-24.
Lim, S., Othman, R., Zain, A. Y., & Pengiran, D. S. R. (2012). Implicit leadership theories of Bruneians. Journal of Asia-Pacific Business, 13(4), 302-319.
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry (Vol. 75). Newbury Park, CA: Sage Publication.
Ling, W., Chia, R. C., & Fang, L. (2000). Chinese implicit leadership theory. The Journal of Social Psychology, 140(6), 729-739.
Lord, R. G., & Maher, K. J. (1991). Leadership and information processing: Linking perceptions and performance. Boston: Unwin Hyman.
Lord, R. G., Foti, R. J., & De Vader, C. L. (1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343-378.
Mackey, S. (1996). The Iranians: Persia, Islam and the soul of a nation. New York: Plume Books.
Martin, R., & Epitropaki, O. (2001). Role of organizational identification on implicit leadership theories (ILTs), transformational leadership and work attitudes. Group Processes & Intergroup Relations, 4(3), 247-262.
Merriam, S. B. (2009). Qualitative research: A guide to design and interpretation. San Francisco: Jos-sey-Bass.
Miles, M. B., & Huberman, A. M. (1994), Qualitative data analysis. Thousand Oaks, CA.: Sage.
Mohamadzadeh, Z., Mortazavi, S., Lagzian, M., & Rahimnia, F. (2015). Toward an exploration of follower's implicit followership theories of Mashhad's large organizations using a qualitative approach. Iranian Journal of Management Studies, 8(3), 397.
Neuman, W.L. (2006). Social research methods: Qualitative and quantitative approaches. Boston: Pearson.
Nye, J. L., & Forsyth, D. R. (1991). the effects of prototype-based biases on leadership appraisals: A test of leadership categorization theory. Small Group Research, 22(3), 360-379.
Offermann, L. R., Kennedy, J. K., & Wirtz, P. W. (1994). Implicit leadership theories: Content, structure, and generalizability. The Leadership Quarterly, 5(1), 43-58.
Rai, R., & Prakash, A. (2012). A relational perspective to knowledge creation: role of servant leadership. Journal of Leadership Studies, 6(2), 61-85.
Robbins, P. S., & Judge, A. T. (2013). Organizational Behavior (15th ed.). New Jersey: Pearson Prentice Hall.
Roberts, P. (2006). Reliability and validity in research. Nursing Standard, 20(44), 25-41.
Rydberg, J. D. (2016). Differences in leadership preferences of working and student populations: A study in implicit leadership theories. 2016. Ann Arbor: Capella University. Retrieved on Octobor, 28th 2016 from ProQuest.
Shaked, S. (1995). From Zoroastrian Iran to Islam: Studies in religious history and intercultural contacts (Vol. 505). Aldershot: Variorum Collected Studies Series.
Shondrick, S. J., Dinh, J. E., & Lord, R. G. (2010). Developments in implicit leadership theory and cognitive science: Applications to improving measurement and understanding alternatives to hierarchical leadership. The Leadership Quarterly, 21(6), 959-978.
Simons, T. (2014). What message does your conduct send? Building integrity to boost your leadership effectiveness [Electronic article]. Cornell Hospitality Report, =(24), 6-10.
Sternberg, R. J. (1985). Implicit theories of intelligence, creativity, and wisdom. Journal of Personality and Social Psychology, 49(3), 607-625.
Strauss, A., & Corbin, J. (1998). Basics of qualitative research. Thousand Oaks.
Subramaniam, A., Othman, R., & Sambasivan, M. (2010). Implicit leadership theory among Malaysian managers: Impact of the leadership expectation gap on leader-member exchange quality. Leadership & Organization Development Journal, 31(4), 351-371.
Sy, T., Côté, S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90(2), 295-305.
Sy, T., Shore, L. M., Strauss, J., Shore, T. H., Tram, S., Whiteley, P., Ikeda-Muromachi K. (2010). Leadership perceptions as a function of race–occupation fit: The case of Asian Americans. Journal of Applied Psychology, 95(5), 902-919.
Topakas, A. (2011). Measurement of implicit leadership theories and their effect on leadership processes and outcomes. (Doctoral dissertation). UK: Aston University.
Van Manen, M. (1990). Researching lived experiences. Albany, NY: State University of New York Press.
van Quaquebeke, N., & Brodbeck, F. C. (2008). Entwicklung und erste Validierung zweier Instrumente zur Erfassung von Führungskräfte-Kategorisierung im deutschsprachigen Raum. Zeitschrift für Arbeits-und Organisationspsychologie A&O, 52(2), 70-80.
Van Quaquebeke, N., Van Knippenberg, D., & Brodbeck, F. C. (2011). More than meets the eye: The role of subordinates' self-perceptions in leader categorization processes. The Leadership Quarterly, 22(2), 367-382.
Weik, K. E. (1995). Sensemaking in organizations. Thousand Oaks.
Yukl, G. A. (2013), Leadership in organizations. Upper Saddle River, NJ: Pearson Education. | ||
آمار تعداد مشاهده مقاله: 3,677 تعداد دریافت فایل اصل مقاله: 2,709 |