Keywords : Leadership


Leadership 4.0: Digital Leaders in the Age of Industry 4.0

Birgit Oberer; Alptekin Erkollar

International Journal of Organizational Leadership, Volume 7, Issue 4, Pages 404-412
DOI: 10.33844/ijol.2018.60332

Industry 4.0 stands for ‘fourth industrial revolution and is a term referring to rapid transformations in the design, production, implementation, operation, and service of manufacturing systems, products, and components. To get the most out of Industry 4.0 technologies, organizations will have to heavily invest in building capabilities in the following dimensions: data and connectivity, analytics and intelligence, conversion to the physical world, and human-machine interaction. In this study, the human dimension of industry 4.0 has priority, by analyzing behavioral leadership theories that focus on the study of the specific behaviors of a leader (the leader behavior is the predictor of his leadership influences and is the best determinant of his leadership success). A two dimensional 4.0 leadership style matrix was developed (x-axis: innovation/technology concern; y-axis: people concern). The results of this study revealed that the developed industry 4.0 leadership style might have the dimensions of first-year students, social, technological or digital, where the 4.0 digital leader forms the highest reachable level in the 4.0 leadership matrix.

Leadership Styles of Managers from the Perspective of Gender

Lucia Zbihlejová; Miroslav Frankovský; Zuzana Birknerová

International Journal of Organizational Leadership, Volume 7, Issue 4, Pages 340-347
DOI: 10.33844/ijol.2018.60216

The main objective of the study is to find out whether there are any statistically significant differences in the assessment of the selected leadership attributes between managers from the perspective of gender. A differential analysis was conducted on the sample of 129 respondents (55 male managers – 42.6% and 74 female managers – 57.4%) on the basis of the data collected by means of two methodologies for detecting the leadership behavior attributes: Managerial Grid (Blake and Mouton, 1964) and the new original methodology PALEQ (Paternalistic Leadership Questionnaire). The results of the analyses confirmed the existence of statistically significant differences between male and female managers in assessing the individual leadership attributes. Based on these results, it can be concluded that in terms of the assessment of leadership behavior, male managers use the authoritarian forms of leadership more extensively, whereas female managers are more oriented at the lenient, clement leadership behavior, as compared to the male managers.

Leadership and Organization for the Companies in the Process of Industry 4.0 Transformation

Özlem Akçay Kasapoglu

International Journal of Organizational Leadership, Volume 7, Issue 3, Pages 300-308
DOI: 10.33844/ijol.2018.60217

The global effect of disruptive technology has brought about huge productivity improvements in manufacturing. The changing and differentiated demand of the customers pushed the industry to improve their production systems in the Industry 4.0 concept for being more responsive to the changing conditions. The increased knowledge level on the data science made the data analytics possible and more meaningful. Industry 4.0 is the common name used to describe the current trend towards a fully connected and automated manufacturing system, or Smart Factory. All production decisions are optimized based on real time information from a fully integrated and linked set of equipment and people. There is an urgency in the manufacturing companies to change their technology, knowledge, and he workforce skills for the Industry 4.0 understanding in order to stay competitive. The transformation process to the Industry 4.0 concept is a strategic decision and it requires leadership to deploy the strategy all through the organization by training from the top to the bottom of the organization.

A Critical Review of Implicit Leadership Theory on the Validity of Organizational Actor-National Culture Fitness

Alperen Öztürk; M. Abdülkadir Varoglu; Demet Varoglu

International Journal of Organizational Leadership, Volume 6, Issue 4, Pages 456-469
DOI: 10.33844/ijol.2017.60357

According to implicit leadership literature, actor-national culture fitness is a necessity to be labeled as a leader. However, studies which focus on implicit leadership theory and national culture have some contradictory findings. A systematic review of these studies reveals that participants could score high on opposite implicit leadership values and a sufficient theoretical explanation for these surprising results have not been given so far. This paper argues that showing full harmony with the cultural expectations of followers is not a necessity to be seen as a leader. Actors who can fill the cultural gap with their different cultural values can also be labeled as leaders. This paper contends that organizational actors with cultural values differing from those of the followers with certain cultural orientations are more likely to be labeled as leaders. People from individualistic societies may be more prone to label ‘team-oriented leadership’ dimension as their outstanding leadership prototype whereas people from masculine societies may show ‘humane oriented leadership’ as their outstanding leadership prototype.

Assessment of Leadership for Innovation and Perceived Organizational Innovativeness: Differences between Self-Reported Individual and Social Creativity

Per Eisele

International Journal of Organizational Leadership, Volume 6, Issue 4, Pages 470-480
DOI: 10.33844/ijol.2017.60326

The aim of the present study was to investigate how employees assess innovation and leadership and to know if there was a difference between individual and social creativity in these assessments. In a private firm within the creative industry, employees (N=153) assessed organizational innovativeness and leadership for innovation. The perceived organizational innovativeness scale (PORGI) and a new leadership for innovation scale (LIS) were used. Independent variables were self-report measurements of individual creativity and social creativity. Analysis indicates that the company is perceived as innovative but the leaders score low on leadership for innovation. Socially creative employees view their workplace as less innovative than individually creative people and is also more negative in the assessment of their leader’s ability to facilitate innovation. Notably, social creativity correlated negatively with leadership for innovation and perceived organizational innovativeness.

A guide on taking the leadership of your life

Tobias Ebbing; Arne Petermann

International Journal of Organizational Leadership, Volume 6, Issue 2, Pages 296-307
DOI: 10.33844/ijol.2017.60390

Having control over your life requires selected modern and classical concepts of leadership and tranquillity to assist you in analysing and approaching different situations in life and business. Based on Heifetz (1994) a method of building a distant view on events is introduced to enable more rational decision-making. A theory of contextual awareness is developed based on classical philosophies. Responsibilities in a certain context are identified and classified in order to help you understand the effects of your actions. For proper interaction with the own context, a model of integrity based on Erhard, Jensen, and Zaffron (2014) is suggested. Finally, a selection of sources for strength and courage are introduced to lead us a happy and meaningful life constantly. This paper should serve as an expandable framework for the application of inspired and reflected theories on leadership in the reader’s life. Therefore, the present study concludes with recapitulating questions to support putting theories into action and applying the presented instruments.