Organizations use leadership studies in a variety of ways. One of the few elements essential to an organization's success is the impact of leadership through positive psychology on its personnel, policy planning and implementation, decision-making, change management, and human behaviors. By identifying an organization's direction, assessing its current positioning, future planning, sustainability, and forming its competitive advantages, these elements can determine an organization's success or failure.
Although the studies have expanded recently, little is known about the mechanisms through which a leader's actions affect the health and wellbeing of their followers. The connections between leaders' personal health/well-being and their leadership actions are similarly little understood. More theoretical work and empirical research are required to comprehend the potential causal mechanisms underpinning these processes, as well as for various types of leaders. Improved theoretical knowledge of these processes will have significant practical effects on employees in education sector.
This Research Topic will explore themes of interests that are related, but not limited, to:
• What are the consequences of positive leadership styles (e.g., transformational leadership, responsible leadership, ethical leadership, servant leadership, moral leadership, sustainable leadership) in Higher Education institutes?
• What are the consequences of negative leadership approaches (e.g., narcissistic leadership, Machiavellianism leadership, abusive supervisor, supervisor ostracism, leader’s knowledge hiding, destructive leadership, despotic leadership, exploitative leadership) in Higher Education institutes?
• What are the consequences of positive organizational behavior in Higher Education institutes?
• What are the consequences of negative organizational behavior in Higher Education institutes?
• Organizational citizenship behavior, turnover intentions, knowledge hiding, knowledge sharing, job satisfaction in education sector.
• Psychological wellbeing, psychological detachment, moral disengagement, feedback avoidance, silence in education sector.
• Perceived organizational support, high performance human resource practices, promotion, career success, financial performance organizational justice in education sector.
We welcome both quantitative and qualitative studies, and we especially welcome research that uses multiple sources of data, incorporates multiple levels of analyses, uses multiple methods, as well as longitudinal research.
Organizations use leadership studies in a variety of ways. One of the few elements essential to an organization's success is the impact of leadership through positive psychology on its personnel, policy planning and implementation, decision-making, change management, and human behaviors. By identifying an organization's direction, assessing its current positioning, future planning, sustainability, and forming its competitive advantages, these elements can determine an organization's success or failure.
Although the studies have expanded recently, little is known about the mechanisms through which a leader's actions affect the health and wellbeing of their followers. The connections between leaders' personal health/well-being and their leadership actions are similarly little understood. More theoretical work and empirical research are required to comprehend the potential causal mechanisms underpinning these processes, as well as for various types of leaders. Improved theoretical knowledge of these processes will have significant practical effects on employees in education sector.
This Research Topic will explore themes of interests that are related, but not limited, to:
• What are the consequences of positive leadership styles (e.g., transformational leadership, responsible leadership, ethical leadership, servant leadership, moral leadership, sustainable leadership) in Higher Education institutes?
• What are the consequences of negative leadership approaches (e.g., narcissistic leadership, Machiavellianism leadership, abusive supervisor, supervisor ostracism, leader’s knowledge hiding, destructive leadership, despotic leadership, exploitative leadership) in Higher Education institutes?
• What are the consequences of positive organizational behavior in Higher Education institutes?
• What are the consequences of negative organizational behavior in Higher Education institutes?
• Organizational citizenship behavior, turnover intentions, knowledge hiding, knowledge sharing, job satisfaction in education sector.
• Psychological wellbeing, psychological detachment, moral disengagement, feedback avoidance, silence in education sector.
• Perceived organizational support, high performance human resource practices, promotion, career success, financial performance organizational justice in education sector.
We welcome both quantitative and qualitative studies, and we especially welcome research that uses multiple sources of data, incorporates multiple levels of analyses, uses multiple methods, as well as longitudinal research.
