Configuration of Interactions in Leadership Practices

Linda Yun Dong; Charles Liu; Tony Peng-Hao Dong; Raymond Pyan Shaw

doi:doi:10.11648/j.ebm.20160202.18

| Peer-Reviewed

Configuration of Interactions in Leadership Practices

Linda Yun Dong, Charles Liu, Tony Peng-Hao Dong, Raymond Pyan Shaw

Published in European Business & Management (Volume 2, Issue 2)

Received: 31 October 2016 Accepted: 30 December 2016 Published: 20 January 2017

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

Recent trending always consider that astute leadership practice requires followership - they are Yin and Yen of successful leadership practice. However, a successful leadership practice can't isolated from leadership traits and behaviors, leadership personal factors such as identity construct, gender, narcissism level, aesthetic, ethic and justice level, as well as the influence of followership. In this paper, multiple aspects that contributed to the success of the leadership practice are studied. Some important concepts of Leadership is introduced. Components, including leader, follower, communication and situation and the interactions regarding leader are also analyzed. Related issues such as leadership modeling, trait and behavior, personal factors and influence of followership, are critically discussed along with conclusions and practical suggestions.

Published in	European Business & Management (Volume 2, Issue 2)
DOI	10.11648/j.ebm.20160202.18
Page(s)	66-72
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2017. Published by Science Publishing Group

Keywords

Leadership, Followership, Traits, Identity, Narcissism, Aesthetic Level, Ethic and Justice Level

References

[1]	Army, U. S. (1983). FM 22-100, Military Leadership. Washington, DC.
[2]	Avolio, B., Sosik, J., Jung, D. & Berson, Y., 2003. Leadership modesl, methods, and application: Small steps and giant leaps.. Handbook of psychology, Volume Vol. 12, 277-307.
[3]	Behery, M. (2016). A New Look at Transformational Leadership and Organizational Identification: A Mediation Effect of Followership Style in a Non-Western Context. Journal of Applied Management and Entrepreneurship, 21 (2), 70.
[4]	Blake, R. & Mouton, J., 1964. The managerial grid. Houston: TX: Gulf.
[5]	Blake, R. R., & Mouton, J. S., 1968. The Managerial Grid; Key Orientations for Achieving Production through People.
[6]	Blake, R. R., Mouton, J. S., Barnes, L. B., & Greiner, L. E., 1964. Breakthrough in organization development. Harvard Business Review, 42 (6), 133-155.
[7]	Blake, R. R., & Mouton, J. S. (1984). Solving costly organizational conflicts. Jossey-Bass Inc Pub.
[8]	Brown, A. D. & Thornborrow, W. T., 1996. Do organizations get the followers they deserve?. Leadership & Oganization Development Journal, Vol.17 (1), 5-11.
[9]	Bryman, A. et al., 2011. The SAGE handbook of leadership. London; Log Angeles: SAGE.
[10]	Collinson, D., 2006. Rethinking followership: A post-structuralist analysis of follower identities. The Leadership Quarterly, Volume Vol.17, 179-189.
[11]	Day, D. V., Gronn, P. & Salas, E., 2004. Leadership capacity in teams. Tlhe Leadership Quarterly, Vol. 15 (Issue 6), 857-880.
[12]	Derue, D., Nahrgang, J. D., Wellman, N. & Humphrey, S. E., 2011. Trait and Behavioral Theories of Leadership: An integration and Meta-Analytic Test of Their Relative Validity. Personnel Psychology, Issue 64, 7-52.
[13]	Dobbins, G. H. & Platz, S. J., 1986. Sex Differences in Leadership: How Real Are They?. Academy of Management, Vol. 11 (No. 1), 118-127.
[14]	Fiedler, F., 1967. A theory of leadership effectiveness.. New York: McGraw-Hill Education.
[15]	Ford, J., 2006. Discourses of Leadership: Gender, Identity and Contradiction in a UK Public Sector Organization. Leadership, Vol.2 (1), 77-99.
[16]	Fulmer, R. M. & Conger, J. A., 2004. Growing your company's leaders: How great organizations use succession management to sustain competitive advantage.. Academy of Management, Vol.18 (No.1), 137-138.
[17]	Hersey, P., & Blanchard, K. H. (1969). Management of organizational behavior (p. 65). Englewood Cliffs, NJ: Prentice-Hall.
[18]	Hollander, E. P., 1992. Leadership, followershi, self, and others. Leadership Quarterly, 3 (1), 43-54.
[19]	House, R. J. et al., 1999. Cultural influences on leadership and organizations: Project GLOBE.. In W. H. Mobley(Ed), Advances in global leadership, Volume vol. 1, 171-233.
[20]	Huselid, M. A., 1995. The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of management journal, 38 (3), 635-672.
[21]	Judge, T. A. & Bono, J. E., 2002. Personality and Leadership: A Qualitative and Quantitative Review. Vol. 87 (No. 4), 765-780.
[22]	Judge, T. A., Bono, J. E., Ilies, R. & Gerhardt, M. W., 2002. Personality and leadership: Aqualitative and quantitative review.. Vol. 87(No. 4), 765-780.
[23]	Kavanagh, M. H., & Ashkanasy, N. M., 2006. The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17 (S1), S81-S103.
[24]	Kelley, R. E., 1992. The Power of Followership: How to Creat Leaders People Want to Follow and Followers Who Lead Themselves.. Publishers Weekly, p. 44.
[25]	Klein, K. J. & House, R. J., 1995. On fire:Charismatic leadership and levels of analysis. The Leadership Quarterly, Vol.6 (2), 183-198.
[26]	Ladkin, D., 2008. Leading Beautifully:How Mastery, Congruence and Purpose Create the Aesthetic of Embodied Leadership Practice. The Leadership Quarterly, Vol.19 (1), 31-41.
[27]	Leroy, H., Anseel, F., Gardner, W. L., & Sels, L. (2015). Authentic Leadership, Authentic Followership, Basic Need Satisfaction, and Work Role Performance A Cross-Level Study. Journal of Management, 41 (6), 1677-1697.
[28]	Mischel, W., 1968. Personality and Assessment. New York: Wiley.
[29]	Nielson, M. & Gahlwat, V., 2012. Bridging the Gap: Leadership Theories Applied in Distance set up. 10 Jan.
[30]	Northouse, P. G., 2015. Leadership: Theory and practice. Sage publications.
[31]	Rhodes, C., n. d. Ethics, alterity and the rationality of leadership justice. Human Relations, 1311-1331.
[32]	Schilling, J., 2009. From ineffectiveness to destruction: A qualitative study on the meaning of negative leadership. Leadership, 5 (1), 102-128.
[33]	Sims, D., 2010. Looking for the key to leadership under the lamp post. European Management Journal, 253-259.
[34]	Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of psychology, 25 (1), 35-71.
[35]	Storey, J. (Ed.). (2016). Leadership in Organizations: Current Issues and Key Trends. Routledge, pp 12-35.
[36]	Pacleb, T. G., & Bocarnea, M. C. (2016). The Relationship between Leadership Styles, Leader Communication Style, and Impact on Leader–Member Exchange Relationship within the Banking Sector in the United States. In Challenges, Performances and Tendencies in Organisation Management, World Scientific, 275-287.
[37]	Phillips, J. J. & Schmidt, L., 2004. The leadership scorecard: ROI for leaders.. Burlington, MA: Elsevier Butterworth-Heinemann.
[38]	Peterson, R. S., Smith, D. B., Martorana, P. V., & Owens, P. D., 2003. The impact of chief executive officer personality on top management team dynamics: one mechanism by which leadership affects organizational performance. Journal of Applied Psychology.
[39]	Pullen, A. & Rhodes, C., 2008. 'It's All About Me!':Gendered Narcissism and Leaders' Identity Work. Leadership, Vol. 4 (1), 5-25.
[40]	Verbeke, W., Bagozzi, R. P., & Belschak, F. D. (2016). The role of status and leadership style in sales contests: A natural field experiment. Journal of Business Research.
[41]	Yu, X., Wu, Y., & Shan, W. The Relationship between Transformational Leadership and Leader-Member Exchange in Different Culture: A Meta-Analysis. In 2011 7th International Conference on Wireless Communications, Networking and Mobile Computing, 1-5.

Cite This Article

Plain Text BibTeX RIS

APA Style

Linda Yun Dong, Charles Liu, Tony Peng-Hao Dong, Raymond Pyan Shaw. (2017). Configuration of Interactions in Leadership Practices. European Business & Management, 2(2), 66-72. https://doi.org/10.11648/j.ebm.20160202.18

Copy | Download

ACS Style

Linda Yun Dong; Charles Liu; Tony Peng-Hao Dong; Raymond Pyan Shaw. Configuration of Interactions in Leadership Practices. Eur. Bus. Manag. 2017, 2(2), 66-72. doi: 10.11648/j.ebm.20160202.18

Copy | Download

AMA Style

Linda Yun Dong, Charles Liu, Tony Peng-Hao Dong, Raymond Pyan Shaw. Configuration of Interactions in Leadership Practices. Eur Bus Manag. 2017;2(2):66-72. doi: 10.11648/j.ebm.20160202.18

Copy | Download

@article{10.11648/j.ebm.20160202.18,
  author = {Linda Yun Dong and Charles Liu and Tony Peng-Hao Dong and Raymond Pyan Shaw},
  title = {Configuration of Interactions in Leadership Practices},
  journal = {European Business & Management},
  volume = {2},
  number = {2},
  pages = {66-72},
  doi = {10.11648/j.ebm.20160202.18},
  url = {https://doi.org/10.11648/j.ebm.20160202.18},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20160202.18},
  abstract = {Recent trending always consider that astute leadership practice requires followership - they are Yin and Yen of successful leadership practice. However, a successful leadership practice can't isolated from leadership traits and behaviors, leadership personal factors such as identity construct, gender, narcissism level, aesthetic, ethic and justice level, as well as the influence of followership. In this paper, multiple aspects that contributed to the success of the leadership practice are studied. Some important concepts of Leadership is introduced. Components, including leader, follower, communication and situation and the interactions regarding leader are also analyzed. Related issues such as leadership modeling, trait and behavior, personal factors and influence of followership, are critically discussed along with conclusions and practical suggestions.},
 year = {2017}
}

Copy | Download

TY  - JOUR
T1  - Configuration of Interactions in Leadership Practices
AU  - Linda Yun Dong
AU  - Charles Liu
AU  - Tony Peng-Hao Dong
AU  - Raymond Pyan Shaw
Y1  - 2017/01/20
PY  - 2017
N1  - https://doi.org/10.11648/j.ebm.20160202.18
DO  - 10.11648/j.ebm.20160202.18
T2  - European Business & Management
JF  - European Business & Management
JO  - European Business & Management
SP  - 66
EP  - 72
PB  - Science Publishing Group
SN  - 2575-5811
UR  - https://doi.org/10.11648/j.ebm.20160202.18
AB  - Recent trending always consider that astute leadership practice requires followership - they are Yin and Yen of successful leadership practice. However, a successful leadership practice can't isolated from leadership traits and behaviors, leadership personal factors such as identity construct, gender, narcissism level, aesthetic, ethic and justice level, as well as the influence of followership. In this paper, multiple aspects that contributed to the success of the leadership practice are studied. Some important concepts of Leadership is introduced. Components, including leader, follower, communication and situation and the interactions regarding leader are also analyzed. Related issues such as leadership modeling, trait and behavior, personal factors and influence of followership, are critically discussed along with conclusions and practical suggestions.
VL  - 2
IS  - 2
ER  -

Copy | Download

Author Information

Linda Yun Dong

Department of Economics, Macquarie University, Sydney, Australia
Charles Liu

PSI Work Group AU, SmartSys, Sydney, Australia
Tony Peng-Hao Dong

PSI Work Group AU, SmartSys, Sydney, Australia
Raymond Pyan Shaw

PSI Work Group CA, SmartSys, Toronto, Canada

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Linda Yun Dong, Charles Liu, Tony Peng-Hao Dong, Raymond Pyan Shaw. (2017). Configuration of Interactions in Leadership Practices. European Business & Management, 2(2), 66-72. https://doi.org/10.11648/j.ebm.20160202.18

Copy | Download

ACS Style

Linda Yun Dong; Charles Liu; Tony Peng-Hao Dong; Raymond Pyan Shaw. Configuration of Interactions in Leadership Practices. Eur. Bus. Manag. 2017, 2(2), 66-72. doi: 10.11648/j.ebm.20160202.18

Copy | Download

AMA Style

Linda Yun Dong, Charles Liu, Tony Peng-Hao Dong, Raymond Pyan Shaw. Configuration of Interactions in Leadership Practices. Eur Bus Manag. 2017;2(2):66-72. doi: 10.11648/j.ebm.20160202.18

Copy | Download

@article{10.11648/j.ebm.20160202.18,
  author = {Linda Yun Dong and Charles Liu and Tony Peng-Hao Dong and Raymond Pyan Shaw},
  title = {Configuration of Interactions in Leadership Practices},
  journal = {European Business & Management},
  volume = {2},
  number = {2},
  pages = {66-72},
  doi = {10.11648/j.ebm.20160202.18},
  url = {https://doi.org/10.11648/j.ebm.20160202.18},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ebm.20160202.18},
  abstract = {Recent trending always consider that astute leadership practice requires followership - they are Yin and Yen of successful leadership practice. However, a successful leadership practice can't isolated from leadership traits and behaviors, leadership personal factors such as identity construct, gender, narcissism level, aesthetic, ethic and justice level, as well as the influence of followership. In this paper, multiple aspects that contributed to the success of the leadership practice are studied. Some important concepts of Leadership is introduced. Components, including leader, follower, communication and situation and the interactions regarding leader are also analyzed. Related issues such as leadership modeling, trait and behavior, personal factors and influence of followership, are critically discussed along with conclusions and practical suggestions.},
 year = {2017}
}

Copy | Download

TY  - JOUR
T1  - Configuration of Interactions in Leadership Practices
AU  - Linda Yun Dong
AU  - Charles Liu
AU  - Tony Peng-Hao Dong
AU  - Raymond Pyan Shaw
Y1  - 2017/01/20
PY  - 2017
N1  - https://doi.org/10.11648/j.ebm.20160202.18
DO  - 10.11648/j.ebm.20160202.18
T2  - European Business & Management
JF  - European Business & Management
JO  - European Business & Management
SP  - 66
EP  - 72
PB  - Science Publishing Group
SN  - 2575-5811
UR  - https://doi.org/10.11648/j.ebm.20160202.18
AB  - Recent trending always consider that astute leadership practice requires followership - they are Yin and Yen of successful leadership practice. However, a successful leadership practice can't isolated from leadership traits and behaviors, leadership personal factors such as identity construct, gender, narcissism level, aesthetic, ethic and justice level, as well as the influence of followership. In this paper, multiple aspects that contributed to the success of the leadership practice are studied. Some important concepts of Leadership is introduced. Components, including leader, follower, communication and situation and the interactions regarding leader are also analyzed. Related issues such as leadership modeling, trait and behavior, personal factors and influence of followership, are critically discussed along with conclusions and practical suggestions.
VL  - 2
IS  - 2
ER  -

Copy | Download