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Article
Publication date: 13 May 2022

Robyn Dunlop and Caren Brenda Scheepers

The purpose of this study is investigating the influence of leadership on work engagement. The definition of leadership is primarily couched in culturally masculine terms (and…

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Abstract

Purpose

The purpose of this study is investigating the influence of leadership on work engagement. The definition of leadership is primarily couched in culturally masculine terms (and known as an agentic leadership style) that disfavours women, who are often perceived as being communal leaders who are compassionate and humble. The research gap addressed is whether communal and agentic leadership styles of female leaders have positive associations with work engagement.

Design/methodology/approach

A quantitative study was undertaken by applying purposive non-probability sampling and using an online survey with screening questions to ensure the respondent reported to a senior female manager. The survey consisted of reliable and valid Likert scales: agentic and communal leadership styles were assessed using the Agency-Communion-Inventory (AC-IN) scale with 20 questions and the Utrecht Work Engagement Scale (UWES-9) with three sub-scales: vigour, dedication and absorption. The 153 usable responses in this study were used to conduct validity and reliability tests and to apply multiple regression to test associations.

Findings

Both agentic and communal leadership have a positive impact on work engagement when exhibited by a female. Although agentic leadership had an influence on all the elements of work engagement, communal leadership had a far stronger impact.

Originality/value

Female managers with communal leadership styles need to realise that they have more influence on their employees’ emotional, physical and cognitive connections to their work than female managers with agentic leadership styles. Those with agentic leadership styles need to exhibit a communal style as well, so as to enhance the influence they have on their employees’ work engagement.

Details

Management Research Review, vol. 46 no. 3
Type: Research Article
ISSN: 2040-8269

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Book part
Publication date: 9 March 2021

Michael Jenkins

Abstract

Details

Expert Humans: Critical Leadership Skills for a Disrupted World
Type: Book
ISBN: 978-1-80071-260-7

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Article
Publication date: 1 August 2002

Pawan Budhwar, Andy Crane, Annette Davies, Rick Delbridge, Tim Edwards, Mahmoud Ezzamel, Lloyd Harris, Emmanuel Ogbonna and Robyn Thomas

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce �…

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Abstract

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Details

Management Research News, vol. 25 no. 8/9/10
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 8 February 2016

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Abstract

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Journal of Managerial Psychology, vol. 31 no. 1
Type: Research Article
ISSN: 0268-3946

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Case study
Publication date: 20 January 2017

James Shein, Rebecca Frazzano and Evan Meagher

The case briefly describes the history of Electronic Data Systems (EDS) under Ross Perot and GM before turning to the beginning of a tumultuous decade in the late 1990s. As the…

Abstract

The case briefly describes the history of Electronic Data Systems (EDS) under Ross Perot and GM before turning to the beginning of a tumultuous decade in the late 1990s. As the turn of the century approached, EDS made critical strategic missteps such as missing opportunities in the Internet space, overlooking the onset of client-server computing, and failing to obtain major Y2K-related projects. The company attempted a turnaround by replacing the CEO with Dick Brown, whose leadership helped streamline the sprawling company. Despite initial successes, Brown's tenure ultimately ended in failure, due largely to his failure to recognize the growing Indian market and his willingness to buy business at the expense of the company's margin. The disastrous multibillion-dollar Navy & Marine Corp Intranet contract typified the type of high-profile transactions that Brown pursued, often boosting EDS's stock price in the short term while eroding its cash flow short term and its profitability over the long term. EDS management went through several stages of the turnaround process: the blinded phase, the inactive phase, and the faulty action phase, until Michael Jordan replaced Brown as CEO and enacted a three-tiered operational, strategic, and financial turnaround.

EDS's near-decade of turnaround efforts takes students through every phase of the turnaround process and demonstrates that even initially successful turnaround efforts can become distracted, rendering them ineffective. The case will show both a failed turnaround and a subsequent successful one, while adding an international component with respect to EDS's overlooking an important, growing Indian market.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

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