Ali Shariat Najade; Farnaz Mehdikhani
Abstract
1- INTRODUCTION
Considering the importance of the role of government organizations in society, it should be stated that if the leaders of these organizations do not have leadership competence and competence, they can have dangerous effects on the organization with any of their behaviors, such ...
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1- INTRODUCTION
Considering the importance of the role of government organizations in society, it should be stated that if the leaders of these organizations do not have leadership competence and competence, they can have dangerous effects on the organization with any of their behaviors, such as leadership incompetence, corruption, vandalism, immoral behavior, and criminal behavior. Therefore, it can be said that it is necessary to pay attention to the managers' leadership style, specifically exploitative leadership in these organizations. So far, most studies have investigated positive and constructive leadership styles, but less attention has been paid to the exploitative leadership style. In fact, despite a high amount of research on destructive leadership and its different styles in the country, there is little about exploitative leadership style, indicating a theoretical and practical gap. As a result, this research seeks to identify and highlight the indicators of exploitative leadership and the unfortunate outcomes of this leadership style in government organizations.
2- THEORETICAL FRAMEWORK
Exploitative leadership falls under the umbrella of destructive leadership because these leaders show a variety of negative behaviors. Despite research on leader self-interest, there is limited understanding of leader exploitation. Exploitative leadership is defined as a destructive leadership style in which the leader (1) exhibits selfish behavior, (2) pressures employees, and (3) undermines their skills and expertise and creates barriers to their personal growth. Previous research has shown many unfavorable effects of exploitative leadership on employees, including reduced job satisfaction and emotional commitment, increased turnover intention, burnout, workplace deviance, and perceived imbalance in social exchange.
3- METHODOLOGY
The current research is an applied study in terms of purpose, and regarding the method, it is an exploratory study. The expert team of the current research is the managers of the government organizations of Lorestan province along with the university professors, which was conducted using the purposeful sampling method and numbered 25 people. The tool for collecting information is an interview in the qualitative part and a questionnaire in the quantitative part. Qualitative data were analyzed using the opinions of 25 experts and up to the point of information saturation and theoretical adequacy. Qualitative data were analyzed with "Atlas T" software and content analysis method, and quantitative data were analyzed with the fuzzy cognitive mapping method.
4- RESULTS & DISCUSSION
The findings of the research show that the most influential indicators of exploitative leadership are extreme ambition, hubristic personality, self-centeredness, and self-interest. Also, the reduction of motivation and innovative performance of employees, job and emotional burnout, the emergence of a paranoid atmosphere, and the spread of organizational pessimism were identified as the most significant consequences of exploitative leadership.
5- CONCLUSIONS & SUGGESTIONS
The performance and actions of leaders do not always lead to the organization's success and progress. In some cases, adverse and unethical leadership styles, such as exploitative leadership, can be the cause of pushing employees and the organization toward decline. In general, exploitative leadership can have unfavorable effects on the performance of employees and, consequently, on the organization's performance. Therefore, the current research was conducted to identify indicators and consequences of exploitative leadership in government organizations.
Hosain Ali najafi; Naser Poursadegh; Hamed Rahmani
Abstract
1- INTRODUCTION
Leadership is one of the most vital roles and duties of a manager. The inadequacies caused by the increase in the size of the government and the expenses of the government sector, more than ever, reveal the importance of changing government management and paying attention to ...
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1- INTRODUCTION
Leadership is one of the most vital roles and duties of a manager. The inadequacies caused by the increase in the size of the government and the expenses of the government sector, more than ever, reveal the importance of changing government management and paying attention to the role of leaders. In this article, the authors have concluded that according to the multiple characteristics of government organizations in the present era, among the theories, models, and new concepts of leadership, attention to characteristics of the leader, follower, and context can be an efficient approach for leadership in government organizations. On this basis, considering human knowledge management with an Islamic and Quranic perspective, a new model has been designed to fill the gap in the literature.
2- THEORETICAL FRAMEWORK
Avolio (2012) believes that leadership comes to the fore when a leader interacts with followers in a specific context, and all work together to achieve a common goal or a set vision. Many researchers have emphasized the need to pay attention to the mutual interactions of the three dimensions of leader, follower, and context. Leadership research has gone through different paths. Leadership in Islamic culture is a blessing given by God to humanity. Talib Hasham (1991) considers leadership in the organization to be aligned with Sharia. The life-giving school of Islam is a comprehensive and perfect religion with rules and regulations for all aspects of human individual and social life. Leadership in Islamic culture is a blessing that God has made available to humanity; for that, He puts a blessing on man's neck. Therefore, in Islamic culture, man is a creature created by God and covers all his needs and shortcomings in his life. The most critical need is how to use facilities and tools i.e. leadership and management. In terms of management, it is logical and necessary for societies to have a forward-looking view of their growth and survival and plan accordingly. Leadership can pave the way for motivating everyone's determination toward the realization of the desired future, decision-making, and capacity-building for the continued life of the organization. Therefore, the present research has designed a new image of leadership by referring to Islamic texts and considering the aspects of the leader, follower, and context to provide a practical solution for the leaders and managers of the organization.
3- METHODOLOGY
This research was done in a mixed method. For extracting the dimensions and designing the model, the meta-synthesis method and interview with thematic experts have been used, and the structural equation modeling method has been used to test the model. In the qualitative part, the concepts related to leadership in the three areas of leader, follower, and context from theoretical literature, previous research, and native and Islamic studies were summarized and categorized in three stages and led to the identification of 320 basic themes and 20 secondary themes. These 20 themes were finally classified into three main categories: leader, follower, and context. Before meta-synthesis, the advantage of the qualitative method of content analysis was used to extract themes from native and Islamic studies. Based on a sample of 300 experts from defense, cultural, social, and distribution organizations, the quantitative part examined the research hypotheses. The findings of the quantitative section showed that the leader dimension and the follower dimension have a beta coefficient of 0.096 and 0.094, respectively, and the background dimension has a beta coefficient of 0.082.
4- RESULTS & DISCUSSION
Leadership is one of the topics that can create the power of clear foresight to achieve goals in both leaders and followers. The findings of the present research show the dimensions of leadership in the three dimensions of the leader with the components of projection and foresight, encouraging and empowering, cleaning and organizing, competence, servanthood and good deeds, the dimension of the follower with the components of self-leadership and multi-dimensionality, empowerment and development, responsibility and resilience, moderation and moderation, jihadi activity and moral virtues and the context dimension with the components of social, political, cultural, economic, legal and legal contexts, security, national and international and technology have been identified and explained. The results of the quantitative section indicate that the combined attention to all three dimensions of leader, follower, and context has been able to explain 82% of the significant impact of leadership. Also, the influence of the leader dimension is stronger than the other two dimensions. The leader dimension alone can predict 93% of the meaningful impact of leadership. At the same time, the correlation of the leadership dimension with the dimensions of leader and followers is stronger than the correlation of the leader and context.
5- CONCLUSIONS & SUGGESTIONS
The results of the present study based on the significant impact of all three dimensions of leader, follower, and context in the leadership of Iranian government organizations were consistent with several other studies that emphasized the identified dimensions in different areas of leadership. Also, by simultaneously considering all three structures of leader, follower, and context, it is possible to solve the complexities and dynamics of the environment. In future research, researchers can investigate the mediation role in the relationship between leader, follower, and context and the mutual correlation between these dimensions and its impact on the leadership of Iran's government organizations.
amirmasoud ataei; ali safari; mohammadsaleh tayebnia
Abstract
Extended abstract 1-INTRODUCTION The self-leadership concept is a popular topic in leadership and management studies, which has attracted a lot of attention during the past few decades. the purpose of the present study was to develop a comprehensive model to explain the dimensions of self-leadership ...
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Extended abstract 1-INTRODUCTION The self-leadership concept is a popular topic in leadership and management studies, which has attracted a lot of attention during the past few decades. the purpose of the present study was to develop a comprehensive model to explain the dimensions of self-leadership based on instructions in the holy quran and nahj al-balaghah. in other words, it was to look at the concept of self-leadership based on islamic teachings to extract the effects of different cultural and religious conditions. 2-THEORETICAL FRAMEWORK Self-leadership is a process of behavioral and mental strategies through which individuals influence themselves to control and manage their behaviors. while self-leadership is closely related to concepts such as the need for success, self-regulation, and self-control, it should be considered as an independent concept. therefore, it may have outcomes different from that of similar concepts. this concept is developed based on four theories of self-regulation, self-management, social cognition, and intrinsic motivation. previous studies identified three distinct but complementary strategies for self-leadership including the behavioral, natural reward, and thought-building strategies. 3-METHODOLOGY This was a mixed-methods study. in the qualitative phase, it has interviewed a number of experts, and based on thematic analysis it extracted the dimensions of self-leadership. in the quantitative phase, it has utilized structural equation modeling to validate the findings of the previous phase. the qualitative sample was comprised of 17 experts in different fields of islamic management (such as quranic and nahj al-balaghah sciences) selected by conducting purposeful sampling. the participants in the qualitative phase have revised and confirmed the final codes, themes, and model. in the next phase, to test the research hypotheses, quantitative data was gathered from a sample size of 300 encompassing the managers of entekhab investment development group using a researcher-made questionnaire. 4-RESULTS & DISCUSSION First, self-leadership and its relevant concepts were studied from the viewpoint of holy quran and nahj al-balaghah. according to the initial analysis, 1,536 and 435 codes were respectively extracted from holy quran and nahj al-balaghah. after summarizing these initial codes in three stages, 214 secondary codes emerged that were classified into 79 sub-themes and 20 themes. these themes were finally categorized into four categories called self-leadership antecedents, main concept, strategies, and results. themes included recognizing oneself, recognizing god, recognizing the opponents and enemies, recognizing the environment and surroundings, activating perceptual inputs, creating internal affecting factors, creating external affecting factors, and understanding the necessity of self-leadership were the eight antecedents of self-leadership. the main-concept of self-leadership encompassed the five themes of self-assessment, self-motivation, self-challenging, self-improvement, and self-protection. four strategies of mental, behavioral, mental-behavioral, and ethical were identified as self-leadership strategies. and finally, it was determined that self-leadership outcomes encompass three categories of life, the afterlife, and life-afterlife results. quantitative findings revealed that both the antecedents and strategies of self-leadership positively affected the main concept of self-leadership with a coefficient of 0.97. the main concept also positively affected the self-leadership results with a coefficient of 0.89. since the literature on self-leadership is limited to strategies and results of self-leadership, it should be noted that the findings on its antecedents and main concept cannot be completely interpreted by literature. the findings on self-leadership strategies and results, however, are consistent with the existing literature. 5-CONCLUSIONS & SUGGESTIONS Based on obtained results, it is suggested that individuals especially managers must first manage themselves. the managers need to establish the prerequisites of self-leadership in themselves and simultaneously utilize its strategies to benefit from the mentioned results. it should be noted that since the self-leadership strategies positively affected its main concept on the one hand and the main concept affected the results on the other, it is not far-fetched the positive effect of strategies on results. this issue is in line with the existing literature. in terms of directions for research, it is suggested that future researchers approach the other leadership concepts such as authentic, inspirational, charismatic, pragmatic, and transformational leadership from the viewpoint of islamic teachings and expand these concepts in models based on the value system of islam.
behzad mohammadian; hassan zarei matin; jabbar babashahi; hamidreza yazdani
Abstract
Extended abstract
1- INTRODUCTION
Humility-based leadership is a style which is based on virtue. A virtue that is deeply rooted in the beliefs and basic assumptions of staffs. Theoretical development and empirical findings about this subject is very poor. The traces of recent organizational scandals ...
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Extended abstract
1- INTRODUCTION
Humility-based leadership is a style which is based on virtue. A virtue that is deeply rooted in the beliefs and basic assumptions of staffs. Theoretical development and empirical findings about this subject is very poor. The traces of recent organizational scandals have been blamed on arrogance, sense of selfishness and self-righteousness of the managers. Virtues such as humility have faced with an incresingly interest in organizational studies. The aim of this study is to provide a conceptual model of components, requirements and outcomes of humility-based leadership.
2- THEORETICAL FRAMEWORK
Humility-based leadership is a style which is based on virtue. It is a penetrating feature that allows a person to fit and even prevail in a particular society. Humility has been defined as possessing a multi-dimensional construct, which includes the passion for self-assessment (i.e., self-awareness and recognition of constraints), orientation and tendency to others (againest self-centred), interpersonal acceptance, the ability to regulate the emotions of others, and confirmation and appreciation of the value of creatures. Humble leadership is recognized as the acknowledgment of individuals’ limitations, highlighting the strengths of others and readiness to learn from models. Here it is assumed that this set of behaviors helps to reduce the social distance between leaders and followers through the promotion of bilateral exchange relations. Initially, with the acknowledgment of individual limitations, a leader will be able to stay close to the subordinates.
3- METHODOLOGY
The philosophy of research is interpretive, its approach is meta-synthesis and its strategy is grounded-theory, which is carried out qualitatively and through data collection using the instrument of documentation. Meta synthesis is qualitative analysis of concepts in previous studies using the common coding method in qualitative research and qualitative strategies such as grounded theory.
4- RESULTS & DISCUSSION
Analysis have shown that the main phenomenon (humility-based leadership) consists of four components: self-awareness, coaching, mentoring, and teachability. The first component of the definition of humility is the desire to engage enthusiastically in an influential process called self-awareness. In case of the second component, theorists have recently suggested that modesty is a driving force for credible service and leadership. The third essential component of humility is the ability to learn (experiential, responsive). As humility is rooted in development tendencies, this component also has implicit beliefs about the utility of learning and its potential for self-development.
5- CONCLUSIONS & SUGGESTIONS
For further research, future researchers are advised to study the process of forming this leadership style in a variety of quantitative and qualitative ways. Reviewing the personality characteristics of these leaders can also significantly contribute to organizational growth. It is suggested that researchers investigate the impact of this phenomenon on other behavioral structures such as organizational citizenship behavior, organizational vocation, and organizational learning.