Meta-Analysis of the Relationships between Different Leadership Practices and Organizational, Teaming, Leader, and Employee Outcomes

Autor/inn/en	Dunst, Carl J.; Bruther, Mary Beth; Hamby, Deborah W.; Howse, Robin; Wilkie, Helen
Titel	Meta-Analysis of the Relationships between Different Leadership Practices and Organizational, Teaming, Leader, and Employee Outcomes
Quelle	In: Journal of International Education and Leadership, 8 (2018) 2, (45 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	2161-7252
Schlagwörter	Leadership Styles; Administrator Behavior; Teamwork; Employees; Leadership Qualities; Interpersonal Communication; Visualization; Role Models; Participative Decision Making; Interpersonal Relationship; Work Environment; Self Esteem; Coaching (Performance); Expectation; Rewards; Foreign Countries; North America; Europe; Australia; New Zealand; Asia; Africa + Suchen Sie Ihr Suchwort? Führungsstil; Employee; Arbeitnehmer; Beschäftigter; Führungseigenschaft; Interpersonale Kommunikation; Visualisation; Visualisierung; Identifikationsfigur; Interpersonal relation; Interpersonal relations; Interpersonelle Beziehung; Zwischenmenschliche Beziehung; Arbeitsmilieu; Self-esteem; Selbstaufmerksamkeit; Expectancy; Erwartung; Reward; Belohnung; Ausland; Nordamerika; Europa; Australien; Neuseeland; Asien; Afrika
Abstract	The meta-analysis described in this paper evaluated the relationships between 11 types of leadership practices and 7 organizational, teaming, leader, and employee outcomes. A main focus of analysis was whether the leadership practices were differentially related to the study outcomes. Studies were eligible for inclusion if the correlations between leadership subscale measures (rather than global measures of leadership) and outcomes of interest were reported. The random effects weighted average correlations between the independent and dependent measures were used as the sizes of effects for evaluating the influences of the leadership practices on the outcome measures. One hundred and twelve studies met the inclusion criteria and included 39,433 participants. The studies were conducted in 31 countries in different kinds of programs, organizations, companies, and businesses. Ninety-six percent of the practice-outcome effect sizes were statistically significant where approximately half of the relationships were moderated by organizational types (for-profit, not-for-profit, education, healthcare, government, etc.). Results indicated that the 11 types of leadership practices were differentially related to the study outcomes even in the presence of considerable between study heterogeneity. Implications for leadership development are described. (As Provided).
Anmerkungen	Journal of International Education and Leadership. 432 Rittiman Road, San Antonio, Texas 78209. Tel: 210-519-9870; e-mail: editor@jielusa.org; Web site: http://www.jielusa.org
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2020/1/01