Ethical leadership resources in southern Africa's Sesotho-speaking culture and in King Moshoeshoe I

The problem addressed in this paper is the need for fresh resources for enhanced ethical leadership in South Africa and elsewhere in Africa. To respond to that problem the paper uses two valuable but insufficiently known sources from the culture of the Sesotho-speaking people of southern Africa, now found in Lesotho and much of South Africa's Free State province. The first one is a set of concepts that pertain to sound human relationships. The second one is Basotho history in the persons of the founding monarch of the Basotho nation, King Moshoeshoe I (ca. 1786–1870) and to a lesser extent his remarkable mentor, Chief Mohlomi (ca. 1720–1815). A final section of this paper draws these sources together into a set of contentions about successful leadership in which ethical quality is seen as paramount.     

Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety

This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.     

Leaders' achievement goals and their integrative management of creative ideas voiced by subordinates or superiors

The purpose of this research was to examine the joint impact of leader achievement goals and hierarchical position of the voicer of creative ideas (subordinate vs. superior) on the extent to which leaders (intent to) integrate these voiced creative ideas with their own ideas (integrative idea management). In a scenario‐based survey (study 1; N = 189), in which we measured participants' achievement goals, we found that the relationship between leaders' performance goals and their intention to integrate voiced creative ideas is contingent on the hierarchical position of the idea voicer. Similarly, in an experimental study (study 2; N = 94), in which we experimentally induced achievement goals, we found that leaders display lower integrative intentions when ideas are voiced by a subordinate rather than a superior, but this was only true for leaders pursuing performance goals. Furthermore, the results of an additional, exploratory analysis suggest that the hierarchical position of the voicer of creative ideas had an indirect effect on integrative behavior through integrative intentions for performance goal leaders and no effect for mastery goal leaders. Together, these findings advance our understanding of how middle management leaders are influenced by their own achievement goals when managing the creative ideas voiced by subordinates and superiors.     

What good leaders actually do: micro-level leadership behaviour,leader evaluations,and team decision quality

We supplement broad definitions of leadership behaviour with the concept of micro-level leadership behaviour, leaders’ verbal and non-verbal visible conduct and interaction. For the context of team decision-making, we identify two potentially beneficial micro-level leadership behaviours, question asking and behavioural mimicry. Specifically, we propose that under conditions of informational complexity and unshared information, participative leadership is most appropriate for team decision-making, that its effects are mediated by inquiring and empathy, and that question asking and mimicry are the behavioural micro-level manifestations of inquiring and empathy. We thus hypothesize that the effect of participative leadership on team decision quality and leader evaluation is mediated by question asking and mimicry. We conduct a laboratory experiment with student teams working on a hidden profile decision-making task and measure question asking through behavioural coding and mimicry with motion sensors. Results show that the effect of participative leadership on decision quality is mediated by question asking, and that the effect of participative leadership on leader evaluation as transformational is mediated by leaders’ behavioural mimicry and question asking. Under control of these micro-level behaviours, team decision quality and leader evaluations were unrelated.     

Sentiment de responsabilité pour le changement et l'innovation dans le contexte du comportement de santé : le rôle de la charge de travail cognitive,le leadership,l’autonomisation et la personnalité proactive

The innovation is one of the possible answers to the actual global competitive context able to foster and cope the high standards necessary for survival and competition of the organisations. The objective of this study, realized in the health context, is the exploration of the relationships between the innovative work behaviour and three antecedents (proactive personality, job cognitive demands and empowering leadership) trying to maintain the interactionist perspective between individual factors and context factors. These relationships have been investigated with a mediator role of felt responsibility to change, the individual belief that has a person when has feeling of responsibility in a realisation of transformations and new and constructive changes.     

I follow,therefore I lead: A longitudinal study of leader and follower identity and leadership in the marines

It is acknowledged that identity plays an important role in a person's leadership development. To date, however, there has been little consideration of the possibility – suggested by the social identity perspective – that individuals who identify as followers may be especially likely to emerge as leaders. We test this possibility in a longitudinal sample of recruit commandos in the Royal Marines. Recruits rated their identification with leader and follower roles five times over the course of their 32-week training programme. Recruits’ leadership and followership were evaluated by their commanders, and their leadership was assessed by their peers. Analysis indicated that while recruits who identified as leaders received higher leadership ratings from their commanders, recruits who identified – and were perceived – as followers emerged as leaders for their peers. These findings suggest that follower and leader identities underpin different aspects of leadership and that these are differentially recognized by others.     

Pastor as friend: Reinterpreting Christian leadership

Christian leadership has long enjoyed the idea of servant‐leadership or doularchy that has been seen as standing against any form of kyriarchy. This article is an attempt to solve the problems left by doularchy and construct a model of philiarchic leadership based on the identity of pastors as friends. Several texts in the Gospel of John will be reinterpreted using the philiarchic lens. The article concludes with three applied ideas that today's Christian leaders should take into consideration.