This document provides an overview of Nathan Eva's confirmation seminar which examines the relationship between servant leadership and job satisfaction, with a focus on the mediating role of decision making processes and the moderating role of organizational structure. The study aims to address gaps in the literature by exploring how servant leadership influences decision making and how organizational factors like centralization and formalization impact these relationships. Quantitative surveys of managers will assess servant leadership styles, decision making, job satisfaction, and structural variables, with the goal of collecting a sample of 200-250 for analysis using structural equation modeling.
The Nominal Group Technique – a practical guide for facilitators Tünde Varga-Atkins
This document provides guidance on using the Nominal Group Technique (NGT), a structured group process for achieving consensus on a topic. It describes the context and benefits of NGT, including giving equal voice to participants and reducing personality effects. The document then outlines the typical stages of NGT: individual idea generation, clarification of ideas, ranking of ideas, and analysis/reporting. It provides details on setting up and facilitating an NGT session, using the example topic of gathering student feedback on curriculum changes. Key practical considerations like resources, facilitation, and group size are also discussed.
The document outlines an agenda for a lecture on pragmatism as a philosophy of science and research. The lecture will cover three parts: a pragmatic approach, design science research and action research, and student presentations analyzing journal papers within pragmatism. The learning outcomes are for students to receive an overview of pragmatism, experiment with design science research and action research, and analyze and present journal papers using pragmatism. The lecture will be given by Sergejs Groskovs, an external lecturer and PhD candidate.
Ergonomics terms are explained in the document. Ergonomics, also called human factors, is concerned with understanding interactions between humans and other elements of a system. It applies principles and methods to optimize human well-being and system performance. Human factors is similar but has its roots in psychology while ergonomics considers a broader range of sciences. Task analysis systematically documents and assesses risks of specific tasks. Administrative controls like policies and procedures aim to reduce exposure to work hazards.
1. A focus group is a form of qualitative research where a small group of people discuss their perceptions, opinions, beliefs and attitudes towards a topic.
2. The purposes of focus groups are to explore experiences, generate hypotheses, and reveal group dynamics.
3. Techniques used in focus groups include direct questioning, projective techniques, subgrouping, and confronting participants with stimuli.
This document provides information about powhiri and Māori cultural practices. It begins with a powhiri karakia and outlines the key stages of a powhiri ceremony. It then discusses the philosophy and protocols of powhiri, including the symbolic challenges, roles of speakers, and significance of gestures like hongi. The document also explores Māori spiritual beliefs and how they relate to well-being, such as the connection between physical and spiritual bodies. It emphasizes that traditional practices have adapted over time and the importance of cultural identity for Māori health and wellness.
The Nominal Group Technique – a practical guide for facilitators Tünde Varga-Atkins
This document provides guidance on using the Nominal Group Technique (NGT), a structured group process for achieving consensus on a topic. It describes the context and benefits of NGT, including giving equal voice to participants and reducing personality effects. The document then outlines the typical stages of NGT: individual idea generation, clarification of ideas, ranking of ideas, and analysis/reporting. It provides details on setting up and facilitating an NGT session, using the example topic of gathering student feedback on curriculum changes. Key practical considerations like resources, facilitation, and group size are also discussed.
The document outlines an agenda for a lecture on pragmatism as a philosophy of science and research. The lecture will cover three parts: a pragmatic approach, design science research and action research, and student presentations analyzing journal papers within pragmatism. The learning outcomes are for students to receive an overview of pragmatism, experiment with design science research and action research, and analyze and present journal papers using pragmatism. The lecture will be given by Sergejs Groskovs, an external lecturer and PhD candidate.
Ergonomics terms are explained in the document. Ergonomics, also called human factors, is concerned with understanding interactions between humans and other elements of a system. It applies principles and methods to optimize human well-being and system performance. Human factors is similar but has its roots in psychology while ergonomics considers a broader range of sciences. Task analysis systematically documents and assesses risks of specific tasks. Administrative controls like policies and procedures aim to reduce exposure to work hazards.
1. A focus group is a form of qualitative research where a small group of people discuss their perceptions, opinions, beliefs and attitudes towards a topic.
2. The purposes of focus groups are to explore experiences, generate hypotheses, and reveal group dynamics.
3. Techniques used in focus groups include direct questioning, projective techniques, subgrouping, and confronting participants with stimuli.
This document provides information about powhiri and Māori cultural practices. It begins with a powhiri karakia and outlines the key stages of a powhiri ceremony. It then discusses the philosophy and protocols of powhiri, including the symbolic challenges, roles of speakers, and significance of gestures like hongi. The document also explores Māori spiritual beliefs and how they relate to well-being, such as the connection between physical and spiritual bodies. It emphasizes that traditional practices have adapted over time and the importance of cultural identity for Māori health and wellness.
This document outlines a research plan to investigate how the design of material artifacts representing physical activity data can influence people's relationship with exercise. The goal is to discover new ways of creating 3D printed objects that embody past activities. The research will involve collecting physical activity data, analyzing it digitally, and translating it into physical artifacts using personal fabrication technologies. Three exploratory case studies are proposed to understand the impact of these artifacts on exercise behavior and experience. The overall research question is how the design of a material representation of exertion influences one's relationship with physical activity.
This presentation was presented as part of my PhD confirmation on the 9th of December 2013. This slides aim to express where I am up to in my research so far in terms of what my research question is, the progress of my research thus far, what my projects will be, and how I intend to go about the research from now. More information on this research project can be found at http://hannahbrasier.tumblr.com/tagged/phd
Presentation for confirmation seminar 30 aug 13Paul Perkins
Paul Perkins proposes research on Box'Tag, a modified form of boxing that prohibits head strikes and uses sensors in gloves and vests to electronically score lower-force body blows. The research aims to identify factors affecting widespread community participation in Box'Tag to address whether it can sustain large-scale uptake. It will enhance safety through impact-absorbing gloves, refine scoring technology, and develop online coach/athlete resources. The goal is to transform boxing by emphasizing safety and enjoyment over risks of conventional boxing that concern medical authorities.
This document provides an overview of a PhD research project that aims to understand how early career academics use information to learn while building their developmental networks. The research will use a constructivist grounded theory methodology involving semi-structured interviews with 14 early career academic participants. A preliminary literature review explores relevant concepts around early career academics, networking, developmental networking, informed learning, and information behavior. A pilot study with 8 participants has been conducted to identify preliminary themes and evaluate the data collection and analysis procedures for the main study. The outcomes will be a theoretical model and empirical basis to inform academic development strategies.
At Aalborg University PhD students are required to give a 1 Year progress report. A professor (different from supervisor) acts as opponent. A discussion about the project usually follows with other professors and students. In my case there were 15 people and I obtained critical feedback for my project. I welcome any idea.
The document defines research and nursing research. Research is systematically searching for new facts and relationships to answer questions and solve problems. Nursing research aims to develop knowledge about health promotion across lifespan, care for those with health issues, and respond to health problems. Nursing research is needed to develop the scientific nursing knowledge base, enhance professional practice, provide evidence-based care, and solve problems in nursing education, practice, and administration.
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
Servant Leadership, Decision Making and StructureNathan Eva
The document summarizes research on the relationship between servant leadership and job satisfaction, and how this relationship is moderated by decision-making processes and organizational structure. It presents 8 hypotheses about how involvement and dominance in decision-making, and levels of formalization and centralization, impact the relationship between servant leadership and employee job satisfaction. The research uses an experimental vignette study and an organizational survey of managers to test these hypotheses.
This document summarizes Ed Turner's dissertation on trust in an organization undergoing change. The study examines the relationship between trusting behaviors of senior leaders at a Colorado telecommunications company and subordinates' perceptions of trust during a period of mergers, downsizings and restructuring. The dissertation committee and informed consent are noted. The problem statement, purpose statement, significance, research questions and methodology are outlined. A correlational study using a trust inventory survey of 357 employees from different levels will determine if trust differs by gender, job level or position in the changing organization.
Functional leadership theory focuses on tasks rather than people, with the goal of maximizing organizational effectiveness. It argues leaders should ensure tasks are completed rather than focusing on employee feelings. John Adair expanded on this with his three-circle model emphasizing tasks, teams, and individual needs. His eight leadership functions provide a framework for functional leadership, including defining tasks, planning, briefing teams, and leading by example. Research found strong associations between school leaders' functional practices and teacher morale as well as student achievement and belongingness. Effective principals promote teacher learning and accountability through collaboration.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
Here are some questions to consider:
1. What are the ethical responsibilities of leaders during times of crisis and uncertainty?
2. How can leaders balance short-term responses to a crisis with long-term organizational sustainability and well-being?
3. What leadership approaches and behaviors help build trust and fairness perceptions among employees during difficult times?
4. How do different leadership styles (e.g. transformational, servant, authentic) compare in addressing challenges like those from the pandemic?
5. What communication strategies are most effective for leaders to share information, address concerns, and rally support during a crisis?
Exploring these types of questions could provide useful insights into the role of ethics and different leadership approaches
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
UTSpeaks: Sustaining Business
Will vision and leadership be the keys that safeguard corporations in an uncertain future?
Australia's widely diverse corporations make a 'one-size-fits-all' strategy for adopting sustainable practices impossible. Yet the pressure to transform how business does business has never been greater.
In this special UTSpeaks event, senior researchers in business sustainability will introduce and lead a discussion with some of Australia's major corporations in how they are working towards being sustainable enterprises.
The strategic approach of each in transforming their business operations also features in a new book - Cases in Corporate Sustainability and Change. We invite you to join us in celebrating the launch of this book and to participate in the enlightening forum to follow.
Speakers:
Professor Suzanne Benn
Suzanne Benn is Professor of Sustainable Enterprise in the UTS Business School and provides leadership across the University and in partnership with external stakeholders to promote sustainability. Suzanne has worked with many Australian organisations to facilitate learning and change for sustainability.
Professor Dexter Dunphy
Dexter Dunphy has an international reputation for thought leadership, research and consulting in corporate sustainability and the management of organisational change. He has held visiting professorships at major international universities and several of his 24 books are business best sellers. Dexter actively supports and documents sustainability initiatives in leading Australian companies.
Dr Bruce Perrott
Bruce has been a strategy consultant and senior academic at UTS and UNSW, working with international corporations including the United Nations to develop long-term sustainable growth strategies. His research, teaching and publications cover strategic management and strategic marketing in industries such as health, financial services and government.
Special forum panelists representing:
Westpac, Fuji Xerox and Interface
UTSPEAKS: is a free public lecture series presented by UTS experts discussing a range of important issues confronting contemporary Australia.
Use the hashtag #utspeaks to tweet about the lecture on Twitter.
This document contains lecture slides on leadership from a management course. It discusses different leadership theories like trait theory, behavioral theories, and contingency theories. It outlines characteristics of encouraging and discouraging leaders. It contrasts managers with leaders and describes the five sources of a leader's power. The document provides examples of leadership challenges and discusses team leadership. It also provides an example case study on leadership issues at a fresh produce company.
ICWES15 - Family-Friendly Policies and Women Engineers Career. Presented by K...Engineers Australia
This document summarizes a study on how engineering consultancies' human resources policies and practices affect women engineers' careers. The study used a qualitative methodology, conducting document analysis of company websites and interviews with HR managers and women engineers from three engineering consultancies. Key findings included that companies do not prominently promote family-friendly policies, organizational cultures remain masculinist, and policies are formulated differently at each company. The study also found that a lack of childcare options and perceptions about employees who take time off for family reasons create career barriers for women engineers. The conclusion calls for organizations to provide more childcare support and further research on part-time engineering management roles.
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
This document provides notes on management theories and approaches. It discusses classical approaches like scientific management and bureaucracy. It also covers administrative approaches, human resources approaches, quantitative approaches, systems perspectives, and contingency approaches. Specific contributors and their works are outlined, such as Taylor's principles of scientific management, Fayol's functions of management, and Maslow's hierarchy of needs. Attributes of excellence from Peters and Waterman are also summarized.
Practitioner research as organisational changePhilwood
This document discusses organizational change and the role that practitioners can play in leading change through research. It outlines two models of organizations - hierarchical and complex - and argues that organizations are inherently complex adaptive systems. Practitioner research is presented as a way to develop professional capital and expertise within an organization by addressing real issues of relevance. The document suggests practitioners and leaders work together in knowledge networks to foster emergent, practitioner-led organizational change through activities like action research and case studies. This collaborative, complexity-focused approach is presented as an alternative to top-down, hierarchical models of change.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
Here is an analysis of a principal I worked with using the factors of transformational leadership:
The principal displayed idealized influence through being a role model who built trust. She was honest, ethical and led by example with integrity. Followers respected her principles and values.
She provided inspirational motivation by communicating high expectations and using symbols to focus efforts on student achievement. She helped staff believe in their ability to succeed and meet challenging goals.
The principal stimulated intellectual curiosity by encouraging innovation and creativity. She supported new ideas and questioned assumptions to address problems from different perspectives.
She paid attention to individual needs through mentoring and coaching. The principal knew staff members personally and supported their development, growth and desires for advancement.
This document outlines a research plan to investigate how the design of material artifacts representing physical activity data can influence people's relationship with exercise. The goal is to discover new ways of creating 3D printed objects that embody past activities. The research will involve collecting physical activity data, analyzing it digitally, and translating it into physical artifacts using personal fabrication technologies. Three exploratory case studies are proposed to understand the impact of these artifacts on exercise behavior and experience. The overall research question is how the design of a material representation of exertion influences one's relationship with physical activity.
This presentation was presented as part of my PhD confirmation on the 9th of December 2013. This slides aim to express where I am up to in my research so far in terms of what my research question is, the progress of my research thus far, what my projects will be, and how I intend to go about the research from now. More information on this research project can be found at http://hannahbrasier.tumblr.com/tagged/phd
Presentation for confirmation seminar 30 aug 13Paul Perkins
Paul Perkins proposes research on Box'Tag, a modified form of boxing that prohibits head strikes and uses sensors in gloves and vests to electronically score lower-force body blows. The research aims to identify factors affecting widespread community participation in Box'Tag to address whether it can sustain large-scale uptake. It will enhance safety through impact-absorbing gloves, refine scoring technology, and develop online coach/athlete resources. The goal is to transform boxing by emphasizing safety and enjoyment over risks of conventional boxing that concern medical authorities.
This document provides an overview of a PhD research project that aims to understand how early career academics use information to learn while building their developmental networks. The research will use a constructivist grounded theory methodology involving semi-structured interviews with 14 early career academic participants. A preliminary literature review explores relevant concepts around early career academics, networking, developmental networking, informed learning, and information behavior. A pilot study with 8 participants has been conducted to identify preliminary themes and evaluate the data collection and analysis procedures for the main study. The outcomes will be a theoretical model and empirical basis to inform academic development strategies.
At Aalborg University PhD students are required to give a 1 Year progress report. A professor (different from supervisor) acts as opponent. A discussion about the project usually follows with other professors and students. In my case there were 15 people and I obtained critical feedback for my project. I welcome any idea.
The document defines research and nursing research. Research is systematically searching for new facts and relationships to answer questions and solve problems. Nursing research aims to develop knowledge about health promotion across lifespan, care for those with health issues, and respond to health problems. Nursing research is needed to develop the scientific nursing knowledge base, enhance professional practice, provide evidence-based care, and solve problems in nursing education, practice, and administration.
The document is a mid-candidature review for Nathan Eva's PhD thesis examining the relationship between servant leadership and job satisfaction, moderated by decision making processes and organizational structure. It outlines 8 hypotheses regarding how involvement, dominance, formalization, and centralization impact the servant leadership to job satisfaction relationship. It describes a 2-part study using experiments and an organizational survey to test the hypotheses. Preliminary results from Study 1 provide support for some hypotheses and contradictions for others.
Servant Leadership, Decision Making and StructureNathan Eva
The document summarizes research on the relationship between servant leadership and job satisfaction, and how this relationship is moderated by decision-making processes and organizational structure. It presents 8 hypotheses about how involvement and dominance in decision-making, and levels of formalization and centralization, impact the relationship between servant leadership and employee job satisfaction. The research uses an experimental vignette study and an organizational survey of managers to test these hypotheses.
This document summarizes Ed Turner's dissertation on trust in an organization undergoing change. The study examines the relationship between trusting behaviors of senior leaders at a Colorado telecommunications company and subordinates' perceptions of trust during a period of mergers, downsizings and restructuring. The dissertation committee and informed consent are noted. The problem statement, purpose statement, significance, research questions and methodology are outlined. A correlational study using a trust inventory survey of 357 employees from different levels will determine if trust differs by gender, job level or position in the changing organization.
Functional leadership theory focuses on tasks rather than people, with the goal of maximizing organizational effectiveness. It argues leaders should ensure tasks are completed rather than focusing on employee feelings. John Adair expanded on this with his three-circle model emphasizing tasks, teams, and individual needs. His eight leadership functions provide a framework for functional leadership, including defining tasks, planning, briefing teams, and leading by example. Research found strong associations between school leaders' functional practices and teacher morale as well as student achievement and belongingness. Effective principals promote teacher learning and accountability through collaboration.
The document describes two studies examining the relationship between servant leadership and employee job satisfaction, and the moderating roles of decision making processes and organizational structure. Study 1 surveyed 336 managers, measuring their CEO's leadership style, decision making approach, organizational structure, and job satisfaction. Study 2 used an experimental vignette design with 1,569 respondents to further test the relationships. The studies found servant leadership was positively related to job satisfaction, and this relationship was strongest when leadership involved employees in decision making and the organization had high formalization and centralization.
Here are some questions to consider:
1. What are the ethical responsibilities of leaders during times of crisis and uncertainty?
2. How can leaders balance short-term responses to a crisis with long-term organizational sustainability and well-being?
3. What leadership approaches and behaviors help build trust and fairness perceptions among employees during difficult times?
4. How do different leadership styles (e.g. transformational, servant, authentic) compare in addressing challenges like those from the pandemic?
5. What communication strategies are most effective for leaders to share information, address concerns, and rally support during a crisis?
Exploring these types of questions could provide useful insights into the role of ethics and different leadership approaches
This study examines the relationships between servant leadership, subordinates' trust in their leader, job satisfaction, and organizational tenure. The researchers hypothesized that:
1. Servant leadership would be positively associated with trust in leader and job satisfaction.
2. Trust in leader would mediate the relationship between servant leadership and job satisfaction.
3. The positive effects of servant leadership on trust in leader and job satisfaction would be stronger for subordinates with shorter organizational tenure.
4. Trust in leader would mediate the joint effects of servant leadership and organizational tenure on job satisfaction.
The researchers surveyed 218 employees at a private company in China to test these hypotheses and better understand how servant leadership influences subordinates' attitudes.
UTSpeaks: Sustaining Business
Will vision and leadership be the keys that safeguard corporations in an uncertain future?
Australia's widely diverse corporations make a 'one-size-fits-all' strategy for adopting sustainable practices impossible. Yet the pressure to transform how business does business has never been greater.
In this special UTSpeaks event, senior researchers in business sustainability will introduce and lead a discussion with some of Australia's major corporations in how they are working towards being sustainable enterprises.
The strategic approach of each in transforming their business operations also features in a new book - Cases in Corporate Sustainability and Change. We invite you to join us in celebrating the launch of this book and to participate in the enlightening forum to follow.
Speakers:
Professor Suzanne Benn
Suzanne Benn is Professor of Sustainable Enterprise in the UTS Business School and provides leadership across the University and in partnership with external stakeholders to promote sustainability. Suzanne has worked with many Australian organisations to facilitate learning and change for sustainability.
Professor Dexter Dunphy
Dexter Dunphy has an international reputation for thought leadership, research and consulting in corporate sustainability and the management of organisational change. He has held visiting professorships at major international universities and several of his 24 books are business best sellers. Dexter actively supports and documents sustainability initiatives in leading Australian companies.
Dr Bruce Perrott
Bruce has been a strategy consultant and senior academic at UTS and UNSW, working with international corporations including the United Nations to develop long-term sustainable growth strategies. His research, teaching and publications cover strategic management and strategic marketing in industries such as health, financial services and government.
Special forum panelists representing:
Westpac, Fuji Xerox and Interface
UTSPEAKS: is a free public lecture series presented by UTS experts discussing a range of important issues confronting contemporary Australia.
Use the hashtag #utspeaks to tweet about the lecture on Twitter.
This document contains lecture slides on leadership from a management course. It discusses different leadership theories like trait theory, behavioral theories, and contingency theories. It outlines characteristics of encouraging and discouraging leaders. It contrasts managers with leaders and describes the five sources of a leader's power. The document provides examples of leadership challenges and discusses team leadership. It also provides an example case study on leadership issues at a fresh produce company.
ICWES15 - Family-Friendly Policies and Women Engineers Career. Presented by K...Engineers Australia
This document summarizes a study on how engineering consultancies' human resources policies and practices affect women engineers' careers. The study used a qualitative methodology, conducting document analysis of company websites and interviews with HR managers and women engineers from three engineering consultancies. Key findings included that companies do not prominently promote family-friendly policies, organizational cultures remain masculinist, and policies are formulated differently at each company. The study also found that a lack of childcare options and perceptions about employees who take time off for family reasons create career barriers for women engineers. The conclusion calls for organizations to provide more childcare support and further research on part-time engineering management roles.
The document provides an overview of leader-member exchange (LMX) theory. It defines LMX theory as focusing on the interactive relationship between a leader and subordinates. The theory proposes that leaders form distinct relationships, either in-groups or out-groups, with subordinates. In-groups receive more privileges and resources while out-groups receive the minimum. The document outlines the phases of LMX relationships, benefits of high-quality LMX, strengths and weaknesses of the theory, and provides examples of how LMX can be applied and measured in organizations.
This document provides notes on management theories and approaches. It discusses classical approaches like scientific management and bureaucracy. It also covers administrative approaches, human resources approaches, quantitative approaches, systems perspectives, and contingency approaches. Specific contributors and their works are outlined, such as Taylor's principles of scientific management, Fayol's functions of management, and Maslow's hierarchy of needs. Attributes of excellence from Peters and Waterman are also summarized.
Practitioner research as organisational changePhilwood
This document discusses organizational change and the role that practitioners can play in leading change through research. It outlines two models of organizations - hierarchical and complex - and argues that organizations are inherently complex adaptive systems. Practitioner research is presented as a way to develop professional capital and expertise within an organization by addressing real issues of relevance. The document suggests practitioners and leaders work together in knowledge networks to foster emergent, practitioner-led organizational change through activities like action research and case studies. This collaborative, complexity-focused approach is presented as an alternative to top-down, hierarchical models of change.
The document discusses the differences between leadership and management. Managers focus on maintaining the status quo through tasks like planning and budgeting, while leaders challenge the status quo by creating visions for change and empowering followers. The document also examines various theories of leadership, including trait, behavioral, contingency, and transformational theories. It explores how leadership styles may differ based on the situation and discusses topics like charismatic leadership, self-leadership, and whether men and women lead differently.
Here is an analysis of a principal I worked with using the factors of transformational leadership:
The principal displayed idealized influence through being a role model who built trust. She was honest, ethical and led by example with integrity. Followers respected her principles and values.
She provided inspirational motivation by communicating high expectations and using symbols to focus efforts on student achievement. She helped staff believe in their ability to succeed and meet challenging goals.
The principal stimulated intellectual curiosity by encouraging innovation and creativity. She supported new ideas and questioned assumptions to address problems from different perspectives.
She paid attention to individual needs through mentoring and coaching. The principal knew staff members personally and supported their development, growth and desires for advancement.
The document discusses the myth of becoming a complete leader and proposes a new theory of leadership. It argues that rather than trying to be skilled in all areas of leadership, it is better to be great in one or two areas and work with others who complement your strengths. The new theory of leadership has four propositions: 1) Leadership involves delivering results, building relationships, and teamwork; 2) It is difficult for individuals to be world-class in all areas so teams should have complementary strengths; 3) Leaders should develop their strengths and work with others on their limitations; 4) Effective leadership requires complementary contributions from individuals with different strengths.
The document summarizes a study on the impact of leadership behavior on work climate and team effectiveness. The study observed 29 leaders and 405 followers through surveys and video coding of meetings. It found no significant relationship between positive leadership behaviors and work climate or team effectiveness. An almost significant relationship was found between contra productive leadership behaviors and negative work climate. The study had limitations such as a small sample size and being conducted at a single organization. Further longitudinal research is recommended to better understand the relationships between these variables.
This document summarizes a research paper on how leadership styles can influence employee turnover rates. It provides background on how poor leadership can cause high turnover due to consequences like monetary costs and non-conformity to individual situations. Theoretical frameworks on leadership styles are discussed, along with research topics on the relationship between leadership style and burnout, strain, turnover intentions, and organizational commitment. Key findings from literature show links between leadership style, perception, commitment, salary and turnover. Gaps in past research are identified around longitudinal studies and a focus on single organizations.
The document discusses a study that examined the relationship between the personality traits and leadership styles of 105 Malaysian managers and their ability to lead change. The results showed that the managers tended to have personalities that were conscientious and open to experience, and they primarily used a consultative leadership style. Certain personality traits like extroversion and leadership styles like involvement were found to positively correlate with managers' ability to lead change.
Commitment to and passion for school renewalRobert Leneway
This document outlines Module 7 of a leadership development program focused on passion and commitment for school renewal. It includes definitions of passion and commitment, research findings on their importance for school improvement, assessments of participants' attributes, and learning activities. Participants explore the historical context of educational leadership theories and apply concepts like servant leadership and problem-solving to a case study. The module aims to help principals and aspiring principals develop and implement a school renewal activity demonstrating their passion and commitment.
This document provides information and advice about the exam for the MGF1100: Managerial Communication course. It discusses exam format and content, including that it is worth 40% and consists of 6 questions with 4 to be answered. Students are advised to plan their time, clearly lay out their work, and include an introduction, analysis, linking to class theories, and conclusion in their answers. The document also provides sample exam questions and encourages students to critically evaluate concepts from the course and not get overwhelmed. Finally, it reminds students to complete a course evaluation to provide feedback.
This document provides information and guidance about the exam for a business ethics course. It discusses exam format, including that it is worth 50% and consists of answering 3 out of 10 questions in a 3 hour closed book exam. Students have roughly 50-55 minutes per question. Answers will be marked out of 100 and the overall mark is the average of the 3 essays. The document provides tips for writing the exam, such as setting out answers clearly and including an introduction, analysis, and conclusion with definitions, examples and analysis of the question. It also notes that examples used cannot be from a student's own assignment.
The document provides information and advice about the exam for an international management course. It notes that the exam is worth 40% and consists of two parts: Part A involves answering 4 out of 6 short questions, while Part B involves analyzing a case study by providing an introduction, answering 3 questions in an analysis, and giving recommendations. It then reviews the key topics covered in each week of the course that could appear as exam questions and provides advice on how to structure answers for Part B of the exam. Finally, it encourages students to provide feedback and notes that completing an honors project can help students stand out.
This document summarizes key concepts from Confucianism, Christianity, and Islam that relate to business ethics. It then prompts discussion on the ethical explanations for endorsed Islamic business practices like honesty and family-based employment. Students are asked to consider the advantages and disadvantages of these practices. The document concludes by asking students to identify similarities and differences between the three religions' ethics and to debate whether and how religious values should influence corporate decision-making.
This document provides information about Week 11 of an international management course, including:
- A discussion of cross-cultural teams, defining different types of expatriate employees and considerations around international assignments.
- Four discussion questions about identifying team types and improving cohesion in cross-cultural teams.
- An announcement for an upcoming roadshow on opportunities through the Monash-Warwick Alliance.
- An overview of topics to be covered in the Week 11 lecture, including ethical issues in international management, ethical frameworks, corporate social responsibility, and Kohlberg's stages of moral development.
This document provides information for a Week 11 class on current issues in managerial communication. It includes details about the tutor, Nathan Eva, and three discussion topics: 1) the legal requirement for corporations to disclose financial information to investors and the advantages and disadvantages of this; 2) the illegal actions of Enron executives who falsified financial records to hide the company's poor financial situation; 3) the appropriate and inappropriate uses of technology by businesses today, including using social media for recruitment and the phone hacking scandal at News of the World. The document concludes by noting that next week's class will involve revision and students should come prepared.
This document contains lecture materials for an international management course. It discusses key topics in international human resource management, including defining different types of international employees and the advantages and disadvantages of expatriates. It also covers different orientations for international HRM and provides discussion questions on challenges in IHRM, managing diversity, and selecting and preparing international employees. The next lecture will focus on cross-cultural teams. Feedback is also provided on writing strong essay paragraphs and using appropriate referencing.
This document outlines the course content and materials for Week 9 of an international management course. It discusses leadership styles across cultures, including recommended styles for different cultural contexts defined by power distance and uncertainty avoidance. It also provides case studies on leadership in Germany and recommends a related leadership practices course. The next week's lecture topics are defined as international human resource management concepts like expatriate types and orientations.
This document outlines the topics to be covered in Week 10 of the course MGX5020: Business ethics in a global environment. The week will examine Confucianism and Christianity and their influence on business practices. It will discuss these religions' perspectives on previous cases of unethical business behavior and whether they can help identify issues and provide guidance to avoid problems. The influence of Christianity on the capitalist work ethic will also be explored through video links on Niall Ferguson and the Cadbury company. Students will consider the benefits and risks of embodying religious principles in organizational culture.
This document contains lecture slides from a business ethics course at Monash University. It discusses various topics around environmental responsibility, assignment details, a lecture on Confucianism and business, questions about organ markets, commodification and sacralization of markets, and contrasts Western and Aboriginal Australian conceptions of property rights.
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This document provides an overview of a university lecture on organizational structures and control systems for international management. It defines and compares different types of organizational structures for multinational enterprises, including export departments, international divisions, global area structures, global product structures, and matrix structures. For each structure, it outlines advantages and disadvantages. It also discusses debates around centralization versus decentralization of control.
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1. Confirmation Seminar 10/05/2011
The relationship between servant leadership
and job satisfaction:
The mediating role of decision making process
and the moderating role of structure.
Nathan Eva
Supervisors: Dr. Sen Sendjaya
Dr. Daniel Prajogo
www.monash.edu.au
2. Purpose and Significance
• Literature has largely ignored the black box between
leadership and job satisfaction, looking at the
relationship without any mediating or moderating
factors.
– (Cerit, 2009; Griffith, 2004; Laub, 1999; Miears, 2004)
• This study will examine the mediating role of leaders'
decision making style in the relationship between
servant leadership and job satisfaction.
• It will also examine the impact of organisational
structure on this relationship.
• Finally, we will explore why and how the decision
making patterns of servant leaders may change due to
the structure of the organisation.
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3. Literature Review
• This research draws its theoretical origins from
empowerment literature.
• Empowered employees are more satisfied with their
employment.
– (Menon, 2001; Ugboro & Obeng, 2000)
• Relational-style leaders have been found to increase
job satisfaction.
– (Castaneda & Nahavandi, 1991; Kim & Joigaratnam, 2010)
• SL is associated with many positive organisational
attributes including strong moral base, motivation and
superior profitable returns.
– (Graham, 1991; De Cremer, 2006; Van Dierendonck & Nuijten, 2010)
www.monash.edu.au
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4. Dimensions of Servant Leadership
Altruistic
+
Transformational Authentic
Moral Relational
Spiritual
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5. SL/DMP Relationship
• Drawing on the Upper Echelons theory, leaders choose
their own decision making process.
– (Hambrick & Mason, 1984; Hambrick, 2007)
• Two contrasting styles of decision-making: Dominant
and Involved.
– (Black & Gregersen, 1997)
• As seen in the SL literature, servant leaders are more
inclined to undertake an involved process of decision
making.
– (Russell, 2001; Taylor et al., 2007)
Hypothesis 1: There is a positive association between servant leadership and
leader involvement in the decision making process.
Hypothesis 2: There is a negative association between servant leadership
and leader dominance in the decision making process
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6. DMP/JS Relationship
• The structural element of empowerment.
– (Menon, 2001; Tymon, 1988)
• CEOs who are more involved in the decision making
process will make better decisions.
– (Black & Gregersen, 1997; Solansky et al., 2008)
• An involved style of decision making is likely to foster
higher employee job satisfaction.
– (Kearney & Hays, 1994; Parnell & Menefee, 1995)
Hypothesis 3: There is a positive association between leader involvement
in the decision making process and job satisfaction of employees.
Hypothesis 4: There is a negative association between leader dominance in
the decision making process and job satisfaction of employees.
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8. Moderated SL/DMP Relationship
• Leaders intentions do not always equal
implementation. Often the decision making process
may be hindered by the constraints of organisational
structure.
– (Walter & Bruch, 2010)
• Organisational structure has been largely ignored in
leadership research.
– (Porter & McLaughlin, 2006; Walter & Bruch, 2010)
• This study will look at the structural factors of
centralisation & formalisation.
– (Atwater, 1995; House, 1991; Walter & Bruch, 2010)
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9. Formalisation
• Formalisation reduces the need for leadership; instead
rules and regulations guide employee behaviour.
– (Shamir & Howell, 1999; Wright & Pandey, 2010)
• It reduces the potential to exercise leadership.
– (Bass & Riggio, 2006; Shamir & Howell, 1999; Wright & Pandey, 2010)
• Given highly formalised procedures, servant leaders
may be less involved in the decision making process.
Hypothesis 5: Formalisation moderates the relationship between servant
leadership and leader involvement whereby that the more formalised
the organisation the less positive the relationship between servant
leadership and leader involvement in the decision making process.
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10. Centralisation
• Follower-centred leaders, such as SL, need open
organisations in which to flourish.
– (Davis, Eisenhardt & Bingham, 2009)
• In a company which is highly centralised, leaders are
constraint by the hierarchical decision making
process.
– (Walter & Bruch, 2010)
• Servant leaders may be inclined to undertake a
dominant decision making style.
Hypothesis 6: Centralisation moderates the relationship between servant
leadership and leader dominance whereby the more centralised the
organisation the more positive the relationship between servant
leadership and leader dominance in the decision making process.
www.monash.edu.au
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11. Moderation Model
Formal
isation
Involvement
H5
Servant
Leadership
H6
Dominance
Central
isation
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12. Methodology
• In order to fully answer the research problems a mixed
methods approach must be undertaken.
– (Creswell & Plano Clark, 2007; Dial, 2006; Yukl, 1989)
• The source of evidence will be single respondent mail
surveys and semi-structured interviews.
– (Lee, 1999; Miller, 1991; Yin, 2009)
• All scales used in the survey are derived from previous
studies to ensure reliability and validity.
– Servant Leadership
> (Sendjaya, et al., 2008)
– Job Satisfaction
> (Moyes & Redd, 2008)
– Decision Making Process
> (Black & Gregersen, 1997)
– Structure
> (Walter & Bruch, 2010)
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13. Methodology – Sample Items
• Involvement
– My CEO participates in most strategic decision making
meetings.
• Dominance
– My CEO is reluctant to compromise their decisions with others’
views.
• Centralisation
– Even small matters have to be referred to someone higher up
for a final answer.
• Formalisation
– The company has a large number of written rules and policies.
www.monash.edu.au
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14. Methodology – Quantitative
• The quantitative sample will consist of middle managers who
rate the leadership style and decision making process of their
CEO.
• Medium to large Australian firms, randomly selected from Dun
& Bradstreet mailing list.
• The interaction effects are difficult to detect when the sample
size is small, therefore a rather large sample size is needed.
– (Maxwell, 2000)
• The literature shows that leadership effect sizes have been
relatively low (0.05-0.25).
– (Bocarnea & Dimitrova, 2010; Cerit, 2009)
• Previous studies have used sample sizes ranging from 60-400.
– (e.g. Black & Gregersen, 1997; Bocarnea & Dimitrova, 2010; Carmeli et al., 2008)
www.monash.edu.au
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15. Methodology – Quantitative
• In order to use Structural Equation Modelling a sample of 200 is
needed.
– (Hair et al., 2009)
• Theoretically, it is suggested that the sample size should be
200-250.
– (Hair et al., 2009; Maxwell, 2000)
• Due to typically low Australian response rates (10%), 2500
surveys will be sent out and follow-ups will be made.
• Once collected, the data will be screed, and checks for scale
validly and reliability will be made.
• Relationship analysis with SEM for the mediating relationship
and regression for the moderating.
– (Hair et al., 2009; Pallant, 2007; Tabachnick & Fidell, 2006)
www.monash.edu.au
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16. Methodology – Qualitative
• The sample will consist of middle managers and their CEO’s.
• Randomly selected from Dun & Bradstreet mailing list.
• The interviews will be pared to shed light on discrepancies in
perceptions of SL behaviours and the leader’s DMP and to what
extent they impact job satisfaction.
• Previous studies have used sample sizes ranging from 3-15.
– (Ebner & O’Connell, 2010; Sendjaya, et al., 2008)
• Therefore, 10-14 paired semi-structured interviews will occur.
• All interview will be verbatim transcribed.
• Content (template) analysis on the basis of the servant
leadership dimensions
– (Crabtree & Miller, 1999; Holsti, 1969; Sommer & Sommer, 1991)
www.monash.edu.au
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17. Timeline
2010 2011 2012 2013
Jun-Aug Sept-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun Jul-Sept Oct-Dec Jan-Mar Apr-Jun
Activity
Literature
Review
Methodology
Ethics Approval
Data Collection
(Survey)
Data Collection
(Interviews)
Data Analysis
Results
Discussion
Conclusion
Introduction
Revisions&
Submission
www.monash.edu.au
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19. References
Atwater, L. E. (1995). The relationship between supervisory power and organizational characteristics. Group
& Organization Management, 20(4), 460-485.
Bass, B. M. & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Mahwah, NJ: Lawrence Erlbaum
Associates.
Black, J. S., & Gregersen, H. B. (1997). Participative Decision-Making: An Integration of Multiple
Dimensions. Human Relations, 50(7), 859-878.
Bocarnea, M. C. & Dimitrova, M. (2010) Testing servant leadership theory with Bulgarian students.
International Journal of Leadership Studies, 5(3), 255-268.
Castaneda, M., & Nahavandi, A. (1991). Link of Manager Behavior to Supervisor Performance Rating and
Subordinate Satisfaction. Group & Organization Studies, 16(4), 357.
Carmeli, A., Sheaffer, Z., & Halevi, M. Y. (2009). Does participatory decision-making in top management
teams enhance decision effectiveness and firm performance? Personnel Review, 38(6), 696-714.
Cerit, Y. (2009). The Effects of Servant Leadership Behaviours of School Principals on Teachers' Job
Satisfaction. Educational Management Administration & Leadership, 37(5), 600-623.
Crabtree, B. F., & Miller, W. L. (1999). Doing qualitative research (2 ed.). Newbury Park, CA: Sage.
Creswell, J. W. & Plano Clark, V. L. (2007). Designing and conducting mixed methods research. Thousand
Oaks, CA.: SAGE Publications.
Cycyota, C. S., & Harrison, D. A. (2006). What (not) to expect when surveying executives: A meta-analysis
of top manager response rates and techniques over time. Organizational Research Methods, 9(2), 133-
160.
Davis, J. P., Eisenhardt, K. M., & Bingham, C. B. (2009). Optimal Structure, Market Dynamism, and the
Strategy of Simple Rules. Administrative Science Quarterly, 54(3), 413-452.
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19
20. References
De Cremer, D. (2006). Affective and motivational consequences of leader self-sacrifice: The moderating
effect of autocratic leadership. Leadership Quarterly, 17(1), 79-93.
Dial, D. (2006). Students' perceptions of leadership and the ways in which leadership influences the
development of student leaders. Louisiana State University.
Ebener, D. R. & O'Connell, D. J. (2010). How might servant leadership work? Nonprofit Management &
Leadership, 20(3), 315-335.
Graham, J. W. (1991). Servant-leadership in organizations: Inspirational and moral. The Leadership
Quarterly, 2(2), 105-119.
Griffith, J. (2004). Relation of principal transformational leadership to school staff job satisfaction, staff
turnover, and school performance. Journal of Educational Administration, 42(3), 333-356.
Hair, J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2009). Multivariate data analysis (7th ed.). Upper
Saddle River, N.J.: Pearson Prentice Hall.
Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of Management Review, 32(2), 334-
343.
Hambrick, D. C. & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top
managers. Academy of Management Review, 9(2), 193-206.
Holsti, O. R. (1969). Content analysis for the social sciences and humanities. Reading, MA: Addison-Wesley.
House, R. J. (1991). The distribution and exercise of power in complex organizations: A meso theory. The
Leadership Quarterly, 2(1), 23-58.
Kearney, R. C. & Hays, S. W. (1994). Labor-management relations and participative decision making:
Toward a new paradigm. Public Administration Review, 54(1), 44-51.
www.monash.edu.au
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21. References
Kim, K., & Jogaratnam, G. (2010). Effects of Individual and Organizational Factors on Job Satisfaction and
Intent to Stay in the Hotel and Restaurant Industry. Journal of Human Resources in Hospitality &
Tourism, 9(3), 318-339.
Laub, J. (1999). Assessing the servant organisation: Development of the servant organizational leadership
assessment (SOLA) instrument. Unpublished doctorial dissertation, Florida Atlantic University, Boca
Raton, FL.
Lee, T. W. (1999). Using qualitative methods in organisational research. Thousand Oaks, CA: Sage.
Maxwell, S. (2000). Sample size and multiple regression analysis. Psychological Methods, 5(4), 434-458.
Menon, S. T. (2001). Employee empowerment: An integrative psychological approach. Applied Psychology:
An International Review, 50(1), 153-180.
Miears, L. D. (2004). Servant-leadership and job satisfaction: A correlational study in Texas Education
Agency Region X public schools. Unpublished 3148083, Texas A&M University - Commerce, United
States -- Texas.
Miller, D. (1991). Handbook of research design and social measurement (5th ed.). Newbury Park, CA.: Sage
Publications.
Moyes, G. D., & Redd, T. C. (2008). Empirical analysis of factors influencing the level of job satisfaction of
caucasian and hispanic accounting professionals. International Business & Economics Research
Journal, 7(10), 21-42.
Pallant, J. (2007). SPSS survival manual (3 ed.). Sydney, NSW: Allen & Unwin.
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Impact of Strategy-Participation Fit on Performance. American Business Review, 13(2), 90.
Porter, L. W. & McLaughlin, G. B. (2006). Leadership and the organizational context: Like the weather?
Leadership Quarterly, 17(6), 559-576.
www.monash.edu.au
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22. References
Russell, R. (2001). The role of values in servant leadership. Leadership & Organization Development
Journal, 22(2), 76-84.
Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in
organizations. Journal of Management Studies, 45(2), 402-424.
Shamir, B. & Howell, J. M. (1999). Organizational and contextual influences on the emergence and
effectiveness of charismatic leadership. The Leadership Quarterly, 10(2), 257-283.
Solansky, S. T., Duchon, D., Plowman, D. A. & Martínez, P. G. (2008). On the same page: The value of paid
and volunteer leaders sharing mental models in churches. Nonprofit Management & Leadership, 19(2),
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York, NY: Oxford University Press.
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Taylor, T., Martin, B. N., Hutchinson, S., & Jinks, M. (2007). Examination of leadership practices of principals
identified as servant leaders. International Journal of Leadership in Education, 10(4), 401-419.
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doctoral dissertation, Temple University, Philadelphia.
Ugboro, I. O. & Obeng, K. (2000). Top management leadership, employee empowerment, job satisfaction,
and customer satisfaction in TQM organizations: An empirical study. Journal of Quality Management,
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www.monash.edu.au
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Editor's Notes
Black box intro. L to JS Cant cover every mod, med & lead due to time constSo looking at what the lit say are the two big cont
Empowerment – leadership and structural
Dom – taking control, heavily weighting their own opinion over othersInv – Being involved in the decision making process, means not either making decisions without consulting or leaving all the decisions to the subordinates
Now going to look at the black box between SL and the DMP
Ignored – tended to go to concepts such as trust, wellbeing
Exercize – moral & ethics
SL anecdotal. Argued both forms are needed to understand behavioural sciences such as leadership.