Retraction: Leaders and decision making: a study of the drivers of courage
-
Author(s)Rasoava RijamampianinaLink to ORCID Index: https://orcid.org/0000-0002-4631-4801
-
DOIhttp://dx.doi.org/10.21511/ppm.16(1).2018.31
-
Article InfoVolume 16 2018, Issue #1, pp. 320-329
- Cited by
- 2088 Views
-
196 Downloads
This work is licensed under a
Creative Commons Attribution-NonCommercial 4.0 International License
Retracted on the 15th of October, 2020 by the Journal’s Editor-in-Chief request dated October 12, 2020. The type of retraction – plagiarism.
The journal was asked to retract this article because of plagiarism. The request came from the author of the article. The author informed the journal that original idea published in this paper wasn’t his and asked to remove the article.
- Keywords
-
JEL Classification (Paper profile tab)M10, Z00
-
References68
-
Tables2
-
Figures0
-
- Table 1. Summary of the first cycle coding
- Table 2. The drivers of courage
-
- Allen, V. L., & Klenke, K. (2009). Failed Moral Decision Making in High-Profile Leaders: A Social Cognitive Study of William Jefferson Clinton’s Political Leadership. Essay from the field, 5.
- Amos, B., & Klimoski, R. J. (2014). Courage: Making teamwork work well. Group & Organization Management, 39(1), 110-128.
- Aprigliano, T. (1999). The experience of courage development in transformational leaders. PhD Thesis. University of Sarasota, Sarasota, Florida, USA.
- April, K., Peters, K., Locke, K., & Mlambo, C. (2010). Ethics and leadership: enablers and stumbling blocks. Journal of Public Affairs, 10(3), 152-172.
- Asarian, R. D. (1981). The psychology of courage: A human scientific investigation. PhD Thesis. Duquesne University. USA.
- Atkinson, R., & Flint, J. (2001). Accessing hidden and hard-to-reach populations: Snowball research strategies. Social research update, 33(1), 1-4.
- Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The leadership quarterly, 15(6), 801-823.
- Avolio, B. J., Waldman, D. A., & Yammarino, F. J. (1991). Leading in the 1990s: The four I′ s of transformational leadership. Journal of European industrial training, 15(4).
- Barlow, C. B., Jordan, M., & Hendrix, W. H. (2003). Character assessment: An examination of leadership levels. Journal of Business and Psychology, 17(4), 563-584.
- Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational dynamics, 18(3), 19-31.
- Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.
- Bennis, W. G., & Thomas, R. J. (2002). Crucibles of leadership. Harvard business review, 80(9).
- Burke, R. J. (2006). Why leaders fail: Exploring the darkside. International Journal of Manpower, 27(1), 91-100.
- Burns, J.M. (1978) Leadership. New York. NY: Harper & Row Publishers
- Connelly, F. M., & Clandinin, D. J. (1990). Stories of experience and narrative inquiry. Educational researcher, 19(5), 2-14.
- Corvellec, H. (2006). Elements of narrative analysis. Rapport nr.: GRI reports, (2006).
- Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
- Dionne, S. D., Yammarino, F. J., Atwater, L. E., & Spangler, W. D. (2004). Transformational leadership and team performance. Journal of organizational change management, 17(2), 177-193.
- George, B., & McLean, A. (2007). Why leaders lose their way. Strategy & leadership, 35(3), 4-11.
- Goud, N. H. (2005). Courage: Its nature and development. The Journal of Humanistic Counseling, 44(1), 102-116.
- Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough? An experiment with data saturation and variability. Field methods, 18(1), 59-82.
- Hannah, S. T., Avolio, B. J., & Walumbwa, F. O. (2011). Relationships between authentic leadership, moral courage, and ethical and pro-social behaviors. Business Ethics Quarterly, 21(4), 555-578.
- Harbour, M. (2007). Le courage managérial dans un processus de fusion d'entreprises. PhD Thesis, University of Montréal, Québec. Canada.
- Harbour, M., & Kisfalvi, V. (2008). Le courage des leaders. Gestion, 33(3), 74-82.
- Harbour, M., & Kisfalvi, V. (2014). In the eye of the beholder: An exploration of managerial courage. Journal of Business Ethics, 119(4), 493-515.
- Harris, H. (2013). Courage as a management virtue. In The Heart of the Good Institution (pp. 59-70). Springer Netherlands.
- Hassard, J. (1994). Postmodern organizational analysis: Toward a conceptual framework. Journal of Management Studies - Oxford-, 31, 303-303.
- Jablin, F. M. (2006). Courage and courageous communication among leaders and followers in groups, organizations, and communities. Management Communication Quarterly, 20(1), 94-110.
- Kateb, G. (2004). Courage as a virtue. Social Research, 39-72.
- Kidder, R. M., & Bracy, M. (2001). Moral Courage. Institute for Global Ethics, November, 3.
- Koerner, M. M. (2014). Courage as identity work: Accounts of workplace courage. Academy of Management Journal, 57(1), 63-93.
- Kur, E., & Bunning, R. (1996). A three-track process for executive leadership development. Leadership & Organization Development Journal, 17(4), 4-12.
- Lerner, J. S., Li, Y., Valdesolo, P., & Kassam, K. S. (2015). Emotion and decision making. Annual Review of Psychology, 66, 799-823.
- Lombardo, M. M., & Eichinger, R. W. (2004). FYI: For your improvement. Center for Creative Leadership. One Leadership Place, PO Box 26300, Greensboro, NC 27438.
- Luthans, F., Norman, S., & Hughes, L. (2006). Authentic leadership. Inspiring leaders, 84-104.
- Mahoney, J. (2001). Leadership skills for the 21st century. Journal of nursing management, 9(5), 269-271.
- Moen, T. (2006). Reflections on the narrative research approach. International Journal of Qualitative Methods, 5(4), 56-69.
- Michie, S., & Gooty, J. (2005). Values, emotions, and authenticity: Will the real leader please stand up? The Leadership Quarterly, 16(3), 441-457.
- Ollerenshaw, J. A., & Creswell, J. W. (2002). Narrative research: A comparison of two restorying data analysis approaches. Qualitative Inquiry, 8(3), 329-347.
- Polkinghorne, D. E. (2007). Validity issues in narrative research. Qualitative inquiry, 13(4), 471-486.
- Pury, C. L., Kowalski, R. M., & Spearman, J. (2007). Distinctions between general and personal courage. The Journal of Positive Psychology, 2(2), 99-114.
- Putman, D. (2001). The emotions of courage. Journal of social philosophy, 32(4), 463-470.
- Rate, C. R., Clarke, J. A., Lindsay, D. R., & Sternberg, R. J. (2007). Implicit theories of courage. The Journal of Positive Psychology, 2(2), 80-98.
- Reilly, A. H., & Ehlinger, S. (2007). Choosing a values-based leader: An experiential exercise. Journal of management Education, 31(2), 245-262.
- Riessman, C. K. (2008). Narrative methods for the human sciences. Sage.
- Robinson, O. C. (2014). Sampling in interview-based qualitative research: A theoretical and practical guide. Qualitative Research in Psychology, 11(1), 25-41.
- Rogan, A. I., & de Kock, D. M. (2005). Chronicles from the classroom: Making sense of the methodology and methods of narrative analysis. Qualitative Inquiry, 11(4), 628-649.
- Sarros, J. C., Cooper, B. K., & Hartican, A. M. (2006). Leadership and character. Leadership & Organization Development Journal, 27(8), 682-699.
- Sekerka, L. E., Bagozzi, R. P., & Charnigo, R. (2009). Facing ethical challenges in the workplace: Conceptualizing and measuring professional moral courage. Journal of Business Ethics, 89(4), 565-579.
- Sendjaya, S., Pekerti, A., Härtel, C., Hirst, G., & Butarbutar, I. (2016). Are authentic leaders always moral? The role of Machiavellianism in the relationship between authentic leadership and morality. Journal of Business Ethics, 133(1), 125-139.
- Schilpzand, P. (2008). Personal courage: A measure creation study. University of Florida.
- Schilpzand, P., Hekman D., & Mitchell T. R. (2014). "An inductively generated typology and process model of workplace courage." Organization Science 26.1: 52-77.
- Snyder, N. (2010). Vision, values, and courage: Leadership for quality management. Simon and Schuster.
- Snyder, C. R., & Lopez, S. J. (2009). Oxford handbook of positive psychology. Oxford University Press, USA.
- Steffens, N. K., Mols, F., Haslam, S. A., & Okimoto, T. G. (2016). True to what We stand for: Championing collective interests as a path to authentic leadership. The Leadership Quarterly, 27(5), 726-744.
- Stouten, J., Van Dijke, M., & De Cremer, D. (2012). Ethical leadership.
- Svensson, G., & Wood, G. (2006). Sustainable components of leadership effectiveness in organizational performance. Journal of Management Development, 25(6), 522-534.
- Tait, R. (1996). The attributes of leadership. Leadership & Organization Development Journal, 17(1), 27-31.
- Terry, R. W. (1993). Authentic leadership: Courage in action. San Francisco: Jossey-Bass.
- Thomson, R., Bell, R., Holland, J., Henderson, S., McGrellis, S., & Sharpe, S. (2002). Critical moments: Choice, chance and opportunity in young people's narratives of transition. Sociology, 36(2), 335-354.
- Tillich, P. (2000). The courage to be. Yale University Press.
- Tobin, G. A., & Begley, C. M. (2004). Methodological rigour within a qualitative framework. Journal of advanced nursing, 48(4), 388-396.
- van Dierendonck, D., & Patterson, K. (Eds.). (2010). Servant leadership: Developments in theory and research. Springer.
- Voegtlin, C. (2016). What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research. Leadership, 12(5), 581-608.
- Walston, S. F. (2003). Courage leadership. T+ D, 57(8), 58-60.
- Walton, D. N. (1990). Courage, relativism and practical reasoning. Philosophia, 20(1), 227-240.
- Walumbwa, F. O., Lawler, J. J., & Avolio, B. J. (2007). Leadership, individual differences, and work‐related attitudes: A cross‐culture investigation. Applied psychology, 56(2), 212-230.
- Yukl, G. (1989). Managerial leadership: A review of theory and research. Journal of management, 15(2), 251-289.
-
The growth strategies of a global pharmaceutical company: a case study of Aspen Pharmacare Holdings Limited
Problems and Perspectives in Management Volume 15, 2017 Issue #1 (cont.) pp. 248-259 Views: 2868 Downloads: 3148 TO CITE АНОТАЦІЯGiven the rapid and sustained growth of Aspen over the past decade, the main aim of this study is to identify and analyze the growth strategies, adopted by Aspen over the period from 2004 to 2014. The research method used was a descriptive study through a single case study of Aspen by analyzing secondary data in the form of publicly available company reports and presentations, as well as financial results, issued between 2004 and 2014. The study finds that, guided by strategic and visionary leadership, Aspen adopted a number of growth strategies including (i) organic growth, as a key factor in creating incremental value for Aspen and its stakeholders, (ii) inorganic growth, in the form of carefully planned and well executed acquisitions, aligned to the Group strategy, (iii) extending territorial coverage through global expansion, particularly into emerging pharmaceutical countries, and (iv) ongoing investment in production capabilities as a means of achieving a strategic advantage. Despite the challenges of intense competition, restrictive legislation, pressure on medicine prices, currency volatility and market specific risks, Aspen has delivered double-digit earnings growth to its shareholders for 16 consecutive years.
-
The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement
Dheyaa Falih Bannay 
,
Mohammed Jabbar Hadi ,
Ahmed Abdullah Amanah
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 479-491 Views: 2437 Downloads: 1014 TO CITE АНОТАЦІЯWork creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
-
The effect of leadership and organizational culture on employee performance that is educated by motivation (study on the implementation empowerment programs in Jayapura city)
Nansi Lidya Lolowang , Eka Afnan Troena , Atim Djazuli ,
Siti Aisjah
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.23
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 268-277 Views: 2407 Downloads: 1129 TO CITE АНОТАЦІЯVillages and sub-districts in Jayapura city are public organizations that provide service to the community. Villages and urban organizations require leadership, organizational culture and strong work motivation to support performance improvement. This research was conducted in 39 villages and sub-districts in the city of Jayapura. The population of this study was permanent employees in the villages and sub-districts in the city of Jayapura, which numbered 96 employees. All populations were chosen as research respondents, this research was census research. The analytical tool used in the research is Partial Least Square (PLS). The results of the study show that, first, direct leadership has no significant effect on employee performance, second, organizational culture has a significant effect on employee performance, third, leadership has a significant effect on work motivation, fourth, organizational culture has a significant effect on work motivation, fifth, work motivation has a significant effect on employee performance, sixth, work motivation is a perfect mediator of the influence of leadership on employee performance, seventh, work motivation as a partial mediator of the influence of organizational culture on employee performance.
