Sendjaya Leading for High Performance in Asia

Contemporary Research and Evidence-Based Practices
1. Auflage 2019
ISBN: 978-981-13-6074-9
Verlag: Springer Nature Singapore
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 204 Seiten

How do leaders lead for high performance in Asia, the fastest growing region in the world? What are the new leadership influential processes and skillsets needed to engage the organizational members in creative and meaningful ways? In this book, readers will find strategic insights and tips derived from cutting-edge studies on specific leadership and management issues in Asia. Using a range of methodologies from in-depth interviews, field surveys, and computer simulation, the studies include the following topics: Strategies to foster citizenship and pro-social behaviors in high-performing firms; the roles of culture-specific values such as paternalism and collectivism, the construction of leader identity, the effects of leadership on team satisfaction, the development of female leaders, and key lessons in strategic leadership development.  Featuring studies conducted in China, Indonesia, Singapore, and Australia, this book will equip readers with a set of strategic and actionable tools for tackling the leadership challenges in Asia. Further, each chapter includes a 'Managerial Implications' section, in which subject experts share evidence-based practical and contextual recommendations. 

Sen Sendjaya, PhD. is Professor of Leadership at Swinburne Business School, Melbourne, Australia. Over the course of his career he has developed leaders in the government, transportation, higher education, and finance sectors, enabling them to produce profound and lasting impacts on their followers and organizations. Sen is a leading scholar on servant leadership, and has authored Personal and Organizational Excellence through Servant Leadership (Springer, 2015).

Autoren/Hrsg.

Sendjaya, Sen

Inhaltsverzeichnis

1;Preface;5
2;Contents;7
3;1 Fostering Organisational Citizenship Behaviour in Asia: The Mediating Roles of Trust and Job Satisfaction;9
3.1;1.1 Introduction;9
3.2;1.2 Theory and Hypothesis Development;10
3.2.1;1.2.1 Servant Leadership and Organizational Citizenship Behavior;10
3.2.2;1.2.2 The Mediating Role of Trust;11
3.2.3;1.2.3 The Mediating Role of Job Satisfaction;12
3.2.4;1.2.4 Contexts of the Study;13
3.3;1.3 Method;14
3.3.1;1.3.1 Samples;14
3.3.2;1.3.2 Measures;15
3.3.3;1.3.3 Method of Analysis;15
3.4;1.4 Results;16
3.4.1;1.4.1 Hypotheses Testing;16
3.5;1.5 Discussion;19
3.5.1;1.5.1 Managerial Relevance;20
3.5.2;1.5.2 Limitations and Future Directions;21
3.6;References;22
4;2 Transformational Leadership and Follower Citizenship Behavior: The Roles of Paternalism and Institutional Collectivism;27
4.1;2.1 Theory and Hypothesis Development;29
4.1.1;2.1.1 Transformational Leadership and Follower Citizenship Behavior;29
4.1.2;2.1.2 The Mediating Role of Paternalism;30
4.1.3;2.1.3 The Moderating Role of Institutional Collectivism;32
4.2;2.2 Methods;33
4.2.1;2.2.1 Sample and Procedures;33
4.2.2;2.2.2 Measures;34
4.2.3;2.2.3 Analytical Strategy;36
4.3;2.3 Results;36
4.3.1;2.3.1 Hypothesis Tests;38
4.4;2.4 Discussion;40
4.4.1;2.4.1 Theoretical Contributions;41
4.4.2;2.4.2 Managerial Implications;42
4.4.3;2.4.3 Strengths, Limitations, and Future Research;42
4.5;References;43
5;3 Contact Employees’ Prosocial Behaviors: The Role of Leader-Member Exchange and Perceived Organizational Support;49
5.1;3.1 Introduction;49
5.2;3.2 Theoretical Background;52
5.3;3.3 Methodology;56
5.3.1;3.3.1 Procedures;56
5.3.2;3.3.2 Participants;56
5.3.3;3.3.3 Measures;57
5.4;3.4 Results;58
5.4.1;3.4.1 Descriptive Statistics;58
5.5;3.5 Confirmatory Factor Analysis;59
5.6;3.6 Structural Analysis and Hypotheses Testing;60
5.7;3.7 Discussion;61
5.8;3.8 Strengths, Limitations, and Future Research;65
5.9;3.9 Managerial Implications;66
5.10;References;68
6;4 The Construction of Positive Leader Identity: Acquiring a Leadership Position and Being Accepted by Others;72
6.1;4.1 Introduction;73
6.2;4.2 Positive Leader Identity Construction Through the Claiming and Granting Mechanism;74
6.2.1;4.2.1 Positive Leader Identity;74
6.2.2;4.2.2 Leadership Self-efficacy;75
6.2.3;4.2.3 Leader Group Prototypicality;76
6.2.4;4.2.4 Leader Endorsement;77
6.2.5;4.2.5 Leader Group-Oriented Behavior;78
6.3;4.3 Methods;79
6.3.1;4.3.1 Procedure and Sample;79
6.3.2;4.3.2 Measures;80
6.4;4.4 Positive Leader Identity;81
6.5;4.5 Leadership Self-efficacy;81
6.6;4.6 Leader Group Prototypicality;81
6.7;4.7 Leader Endorsement;81
6.8;4.8 Leader Group-Oriented Behavior;81
6.8.1;4.8.1 Control Variables;82
6.9;4.9 Results;82
6.10;4.10 Discussions;85
6.10.1;4.10.1 Research Findings;85
6.10.2;4.10.2 Limitations;87
6.11;4.11 Managerial Implication;87
6.11.1;4.11.1 Enhancing Leader Identity Claim;88
6.11.2;4.11.2 Displaying Group-Oriented Behavior;89
6.11.3;4.11.3 Cultivating an Open and Employee-Empowering Culture;90
6.12;4.12 Conclusions;90
6.13;References;91
7;5 Career Sponsorship: An Effective Way for Developing Women Leaders;96
7.1;5.1 Introduction;96
7.2;5.2 Career Sponsorship as a Leadership Development Strategy?;98
7.3;5.3 Research Methodology;99
7.3.1;5.3.1 Autoethnography;100
7.3.2;5.3.2 Case Study Research;101
7.4;5.4 Results;103
7.4.1;5.4.1 Results from the Autoethnography;103
7.4.2;5.4.2 Results from the Case Study Research;104
7.5;5.5 Discussion;107
7.6;5.6 Contribution to Theory;109
7.7;5.7 Implications to Practice;109
7.8;5.8 Limitations;109
7.9;5.9 Conclusion;110
7.10;Appendix 1—List of all the Behaviors of the Sponsor;110
7.11;References;110
8;6 Examining Servant Leadership Effects on Team Satisfaction: An Agent-Based Approach;113
8.1;6.1 Introduction;113
8.2;6.2 Team Work, Interdependence and Team Effectiveness;114
8.3;6.3 Servant Leadership;117
8.4;6.4 Leadership and Team Performance;118
8.5;6.5 Agent Based Approach for Modelling Complexity;120
8.6;6.6 The Proposed Agent-Based Model;121
8.7;6.7 Experimental Design and Computer Simulation;124
8.8;6.8 Simulation Results and Discussion;128
8.8.1;6.8.1 Validity;128
8.8.2;6.8.2 Emerging Patterns;129
8.9;6.9 Managerial Implication;131
8.10;6.10 Conclusion;132
8.11;References;133
9;7 Social Exchange or Social Learning: A Theoretical Fork in Road for Servant Leadership Researchers;138
9.1;7.1 Servant Leadership;139
9.2;7.2 Servant Leadership in an Asian Context;141
9.3;7.3 Social Learning Theory;142
9.4;7.4 Servant Leadership and Social Learning Theory;144
9.5;7.5 Social Exchange Theory;148
9.6;7.6 Servant Leadership and Social Exchange Theory;149
9.7;7.7 Looking at These Two Theoretical Pathways Concurrently;150
9.8;7.8 Future Research Direction;157
9.9;7.9 Implications for Managers;158
9.10;7.10 Conclusion;159
9.11;References;160
10;8 Looking Back to Look Forward: Lessons for Leadership Development;164
10.1;8.1 Introduction;164
10.2;8.2 Leadership Development;166
10.3;8.3 Approaches to Leadership Development;168
10.4;8.4 Transformational Leadership and Leadership Development;169
10.5;8.5 Servant Leadership and Leadership Development;170
10.6;8.6 Transformational and Servant Leadership;172
10.7;8.7 The Study;173
10.8;8.8 Methodology;173
10.9;8.9 Results and Discussion;175
10.10;8.10 Voluntary Subordination;176
10.11;8.11 Authentic Self;177
10.12;8.12 Covenantal Relationship;178
10.13;8.13 Responsible Morality;178
10.14;8.14 Transcendent Spirituality;179
10.15;8.15 Transforming Influence;180
10.16;8.16 Theoretical and Practical Contributions;181
10.17;8.17 Limitations and Future Research Directions;182
10.18;References;183
11;9 ‘Pergumulan’ as the Starter and Sustainer of Servant Leadership: A Case of Academic Leadership in an Indonesian Private University;190
11.1;9.1 Changes and Servant Leadership;191
11.2;9.2 The Servant Leadership Case;193
11.3;9.3 Methodology;196
11.4;9.4 ‘Pergumulan’;197
11.5;9.5 Pergumulan as the Starter of Servant Leadership;197
11.6;9.6 Pergumulan as the Sustainer of Servant Leadership;200
11.7;9.7 Conclusion and Recommendation;202
11.8;References;203