The Unconventional Leadership of Corporate Leaders in the 21st Century
This paper discusses the various traits that modern corporate leaders of the 21st century that have adopted a different approach towards leadership and have guided their company to newer heights. Amongst the leaders discussed in this research paper is, Steve Jobs, Mark Zuckerberg and Larry Page. The purpose of this paper is to explore the decisions and choices that these revolutionary leaders have made and what made them different. At the end of this paper, we will learn of what are the good ideologies or practices we can take from them.
The Impact Of Leadership Styles On Ethical Behaviour
Ethical behaviour is one of the dynamics of modern business life of which importance have been increasing. Many factors affect to make the employees behave ethically. Being one of these factors, leader's behaviour is a premise of ethical behaviour as it is of many organizational behaviors. The main objective of this study is to investigate the effect of transformational leadership and contingent reward leadership styles, two important leadership styles, on the employees' ethical behaviour. An empirical study was performed to investigate the effect of leadership styles on the employees' ethical behaviour and mediating role of Leader-Member Exchange (LMX) for this effect. It was seen that transformational leadership and contingent reward leadership styles affected leader-member exchange positively and meaningfully and leader-member exchange affected employees' ethical behaviour positively. According to the findings of hierarchical regression analysis of the effect of Transformational Leadership (TL) and Contingent reward leadership (CRL) on ethical behaviour (EB) that composed in Structural Equation Model, it was not found any meaningful effect of TL and CRL on EB. Also, it was seen that the relation between LMX and EB is unmeaningful while this relation was meaningful in SEM.
Assessing the Flexibility of Managers: A Comparison of Methods
Despite keen interest, questions remain about defining and measuring the behavioral flexibility of managers. This paper reports a conceptual and empirical comparison of three alternative methods of assessing this construct. Results suggest that the way managerial flexibility is typically assessed in practice - as a trait-like characteristic with coworker ratings that describe a general tendency to vary behavior across situations - is deficient. However, more complex models that represent flexibility as a higher-order construct reflecting mastery of specific and opposing behaviors in both the social/interpersonal domain and the functional/organizational domain show promise. They demonstrate construct validity evidence, predict as much as 42% of the variance in overall effectiveness, and provide more specific diagnostic information to guide behavior change.