Leadership Is A Critical And Valuable Component.
View all 4 Articles. This study investigated the reasons that leaders have given for their leader role occupancy.
Original Research ARTICLE
By using a mixed-method approach and large leader data, we aimed to provide a more nuanced picture of how leader positions are occupied in real life. We examined how individual leadership motivation may associate with other reasons for leader role occupancy.
The survey data consisted of 1, leaders from various sectors of Leadership Is A Critical And Valuable Component life. Qualitative analysis revealed that leaders mention various factors behind their leader role occupancy, resulting 26 themes. After inductive investigation of the data, theory-driven analysis focused on the sustainable career components person, context, time and agency vs. Qualitative data was quantitized based on the theory-driven categories for statistical analysis. Leaders with more person-related and agentic reasons for leader role occupancy experienced better occupational well-being. Our study provided important information for practitioners in the field of human resources and development, as it has shown that if the reasons for leader role occupancy mainly reflect circumstances or other non-person-related reasons, the experienced occupational well-being and person-career fit may remain weak.
It is necessary to try to support the leadership motivation for those leaders, or to shape the job description in such a way that it can also offer the experiences of meaningfulness from aspects other than self-realization through a managerial role. Despite the long The Great Nick vs tradition on leadership, empirical and scientific research has not led to a conclusive understanding of how leadership emergence actually takes place among individuals who are acting in complex environments, such as employees and managers working in different organizations.
Importance of Leadership
Most of the research on leadership emergence is based on artificial, situation- and participant-specific group simulations, especially leaderless group Componrnt e. For a thorough exploration of who emerges as a leader, other techniques or perspectives in addition to leaderless group discussions are needed. Leader emergence is not a straightforward, static phenomenon, and this makes it more difficult to capture and examine. As Acton et al. Thus, the process perspective of Compohent emergence deserves more attention than it has previously been given. The studies conducted so far have treated concepts of leadership emergence and leader role occupancy either as a predictor or as an outcome variable Tuncdogan et al. However, it is clear that approaching an emergent, process-like phenomenon the question of who will eventually occupy a leader position by reducing it to a single factor or one learn more here result is likely to lead to the omission of relevant aspects.
In addition to understanding the process of leader emergence more systematically, it is important to investigate how the leader emergence process associates with leader careers, and how these careers unfold. Recently, the overemphasis on individual reasons and the under-emphasis on the situational or contextual factors of here emergence has received attention in the literature Hanna et al.
Hanna et al. As a way to address these shortcomings in the literature and to provide a more realistic and balanced view of the leadership emergence process, we adopted a mixed-methods approach using both qualitative and quantitative methods to investigate the reasons the leaders gave for occupying their leadership role as a starting point for our analysis. We used a merged concurrent nested approach Castro et al.]
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