Current Issue : January - March Volume : 2017 Issue Number : 1 Articles : 5 Articles
Authentic leadership, as a new leadership concept emerging from the demand for honest and\nreliable leaders, has attracted the attention of the business community. The relationship\nbetween authentic leaders and their followers is being investigated across many disciplines.\nThis study focuses on authentic leadership in sales management and explores how it affects\nthe task-related outcomes of salespeople, such as learning orientation, customer orientation,\nintrinsic motivation and working hard. The data for the study were obtained from 364\nsalespeople and analysed using the partial least squares method. The results indicate that\nauthentic leadership has significant positive effects upon learning orientation (�²=0.251;\np<0.01), customer orientation (�²=0.358; p<0.01), intrinsic motivation (�²=0.334; p<0.01), and\nworking hard (�²=0.251; p<0.01). As the theory suggests that authentic leadership makes\nimportant contributions to the development of followers, this study is the first to explore\nthese contributions upon salespeopleâ�Ÿs activities that they undertake within their sales tasks\nand leads to success in personal selling. Findings indicate that authentic leadership has\nsignificant positive effects upon salespeopleâ�Ÿs individual task related outcomes....
The purpose of the study was to analyze the impact of the vision attributes, individually as well as in combinations,\non employee satisfaction, and testing the mediating effect of vision sharing. Analysis is based on the data collected\nfrom 314 employees working in public, private and development sectors. The study finds that five vision attributes\nincluding clarity, brevity, challenge, stability and abstractness have significant effect on employee satisfaction, while\neffect of two attributes i.e. future orientation and desirability is statistically insignificant. The study has also examined\nthe effect of vision attributes in combinations. Combinations include clarity with brevity, future orientation with\ndesirability and challenge, and stability with abstractness. Effect of all combinations on the employee satisfaction\nhas also been found significant. Similarly, the mediation effect of vision sharing between each combination of vision\nattributes and the employee satisfaction has also been found significant....
The purpose of this research is to examine the leadership effectiveness of leaders in higher education institutions\nin order to pinpoint possible areas of improvement. Leaders in this context refer to those who assume leadership role\nin the universities ranging from department head to university president. To approach the problem systematically,\ndescriptive cross sectional research design was employed. About 120 questionnaires were distributed to those\nleaders from three public universities randomly selected and only 95 questionnaires qualified for analysis. The\nimportance performance grid was used for data analysis and it was supplemented by paired sample t test to see\nwhether the gap between importance and performance is statistically significant. Accordingly, about 28% of the\nworks of the leaders is characterized by high importance and low performance and some 19% of the works is\ncharacterized by low importance and high performance. This implies that about 48% of the tasks of those leaders\nare not on their intended priority schedule. Hence, possible planning and differentiating the daily routines from the\nstrategic works are required for the academic leaders in order to perform their activities based on their level of\nimportance to their universities....
This study aim to achieve a better thoughtful of the Executivesâ�� disposition to explore the factors that influence the\nintention to Retain Older Employees in Corporate Sectors in Libya using Theory of paling behavior as a model. However,\nthe study analyzed the intention of managers to absorb older employees in an organization through pragmatic behaviors and\nengagements. As a result, the study engaged the theory of planned behavior (TPB). It focused on the unwelcome stereotype\nattitude meted out to the older employees in a working situation. Quantitative method of research was implemented through\na well prepared questionnaire which was used to collect data on the related research questions. Over-all 600 questionnaire\nwas dispersed but 402 was reverted. Therefore, the data gathered from the returned 402 questionnaires was then analyzed by\nCorrelation and regression analyses which revealed a number of significant relationships between the variables (behavioral\nbelief and Intention), (normative belief and Intention). The results indicate that behavioral belief, significantly influenced the\ndisposition of executivesâ�� to retain older employees (�²=0.499, p<0.05), also, the normative belief significantly influenced\nthe disposition of executivesâ�� to retain older employees (�²=0.336, p<0.05). Contrarily, Control belief does not significantly\ninfluenced the disposition of Executivesâ�� to retain older employees in Libyan corporate sector (�²=-0.012, p>0.05). The\nfindings unambiguously contribute to the knowledge expansion of Executivesâ�� disposition to Retain Older Employees in\nVarious Corporate Sectors....
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