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Session Type: Paper Session
Program Session: 908 | Submission: 20207 | Sponsor(s): (PNP)
Scheduled: Monday, Aug 13 2018 8:00AM - 9:30AM at Marriott Chicago Downtown - Magnificent Mile in Chicago B
 
Leadership in Public and Nonprofit Organizations
Leadership
Research

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Chair: Dominik Vogel, U. of Hamburg
PNP: Mission-based Leadership: A Leadership Theory for the Nonprofit Sector
Author: Erynn Beaton, Ohio State U.
Nonprofit leaders are central to the positive functioning of nonprofit organizations. However, our understanding of nonprofit leadership is often built upon theories derived from the for-profit sector. In this research, I propose a framework for “mission-based leadership,” a style of leadership unique to the nonprofit sector. Through ethnographic fieldwork with a cohort of nonprofit leaders, I inductively develop a multidimensional, grounded theory of the behaviors and processes they utilize to preserve mission integrity. My findings reveal that mission-based leadership is not merely a task for nonprofit executives, it is a shared construct whereby nonprofit staff, through speaking out and building organizational norms, also play an important role in defending the organization against the various diversions of time, money, and attention that take away from the mission.
Paper is No Longer Available Online: Please contact the author(s).
PNP: Two Sides of the Same Coin? Understanding Divergent Self- and Other-Ratings of Leadership
Author: Dominik Vogel, U. of Hamburg
Author: Alexander Kroll, Florida International U.
Leadership research has treated differences among ratings of the same leaders as measurement error. Our study makes such varying perceptions of leadership behavior its main phenomenon of investigation. We agree with previous research that studying leadership is crucial, but argue that understanding misperceptions can be just as fruitful as understanding the behavior itself. We conceptualize divergent leadership ratings based on the difference between managers’ self-ratings and team members’ assessments of leadership behavior. Using data from three German public organizations on 51 teams and 190 leader-follower dyads, we find the following: divergent leadership ratings are a function of managers’ motivation, their use of managerial reflection routines, and team members’ personality. More specifically, misperceptions of leadership decrease, as managers become more intrinsically motivated to lead and establish reflection and learning routines which provide opportunities for managers and team members to exercise and experience leadership.
Paper is No Longer Available Online: Please contact the author(s).
PNP: What Fosters Transformational Leadership?
Author: Beate Jelstad Lovaas, VID Specialized U.
Author: Tomas Jungert, Lund U.
Author: Anja Van Den Broeck, KU Leuven
Author: Haavard Haug, PGM
Leadership plays an important role for innovation (Mumford & Licuanan, 2004). This study investigates the conditions facilitating leadership and leadership behavior by exploring motivational aspects fostering transformational leadership. More specifically, we study the associations of intrinsic and prosocial motivation with transformational leadership among 252 middle managers in the largest nonprofit (religious-based) organization in Norway. In addition, we investigate the link between transformational leadership and innovation. Analyses in structural equation modelling (SEM) show a positive relationship between intrinsic motivation and transformational leadership, whereas the relationship between prosocial motivation and transformational leadership was not significant. Furthermore, a positive association between transformational leadership and innovation was shown, and the relationship between intrinsic motivation and innovation was mediated by transformational leadership. These findings indicate that facilitating leaders´ intrinsic motivation seems to increase transformational leadership and innovation. We discuss implications for theory and future research as well as practical consequences.
Paper is No Longer Available Online: Please contact the author(s).
PNP: The relationship between self-other agreement on quality of leadership and absenteeism
Author: Ann-Kristina Løkke Møller, Aarhus BSS, Aarhus U.
Author: Sarah Krøtel, Aarhus U.
This paper investigates the effect of self-other agreement on quality of leadership on leader and employee absenteeism. A longitudinal study of 335 Danish municipal leaders, 94 of their superiors, and 4,449 of their subordinates are conducted. The findings confirm that self-superior agreement of quality of leadership as well as self-subordinate agreement is suitable in predicting an objective performance measure in the form of leader and employee absence frequency. Specifically, leaders who are over-estimators have a higher absence frequency than under-estimators, whereas a difference between in-agreement/good and in-agreement/poor only is weakly supported. Moreover, subordinates of in-agreement/poor leaders tend to have the highest levels of absence frequency, unexpectedly followed by subordinates of in-agreement/good leaders. In particular, leaders’ self-rating is important for the level of absence frequency. The practical implications of the results are discussed.
Paper is No Longer Available Online: Please contact the author(s).
PNP: How Value Fit Moderates the Impact of Transformational Leadership on Employee Job Performance
Author: Ulrich Jensen, Arizona State U.
Author: Anne Boellingtoft, Aarhus U.
Transformational leadership has long been pointed to as a lever that managers can pull to improve performance. However, it seems premature to assume that transformational leadership is universally effective. In this paper, we argue that transformational leaders raise performance to higher levels when person- organization value fit is high. How well values embedded in a vision resonates with employees is expected to depend on the match between organizational values and employees’ set of existing values. To empirically evaluate this argument, we draw on a field experimental design. 74 managers of childcare centers were randomly assigned to a one-year leadership training program in transformational leadership or to a control group. Using pre- and post-surveys of 441 preschool teachers’ perception of the person-organization value fit and evaluations of their job performance, we find that the effect of the transformational leadership intervention on employees’ job performance indeed is higher when the initial fit between organization and employee values is high.
Paper is No Longer Available Online: Please contact the author(s).
  
KEY TO SYMBOLS Teaching-oriented Teaching-oriented   Practice-oriented Practice-oriented   International-oriented International-oriented   Theme-oriented Theme-oriented   Research-oriented Research-oriented   Teaching-oriented Diversity-oriented
Selected as a Best Paper Selected as a Best Paper