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Isopraxis leadership: leader confidence, managerial strategy and organizational performance

Meier, Kenneth J. and O'Toole, Laurence J. 2017. Isopraxis leadership: leader confidence, managerial strategy and organizational performance. Chinese Public Administration Review 8 , pp. 47-64.

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Abstract

Attention has been given to the notion that organizational leaders’ expressed confidence and optimism regarding their organizations’ performance can affect that performance by increasing the motivation and/or selfefficacy of subordinates. This idea, a part of various leadership theories, we call “isopraxis leadership.” This paper examines the logic of the claim, reviews and critiques extant evidence, develops a measure of leader confidence (the starting point for isopraxis leadership), undertakes initial validation of the measure, and then tests for the link between leader confidence and performance among several hundred public organizations. Leader confidence is found to be largely unrelated to performance; some evidence indicates that it can help only for those organizations that are already doing well or have more resources than average – that is, where it is least needed.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Publisher: School of Public Affairs and Administration, Rutgers University
ISSN: 1539-6754
Funders: None
Date of First Compliant Deposit: 12 December 2017
Date of Acceptance: 1 November 2017
Last Modified: 13 Dec 2017 15:19
URI: http://orca-mwe.cf.ac.uk/id/eprint/107557

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