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Roger Gill
Durham University
11Publications
5H-index
77Citations
Publications 11
Newest
Published on Jan 15, 2019in Palgrave Communications
Matt Offord1
Estimated H-index: 1
(Durham University),
Roger Gill5
Estimated H-index: 5
(Durham University),
Jeremy R. Kendal20
Estimated H-index: 20
(Durham University)
Institutions such as the military aim to respond efficiently to complex logistical challenges using a strictly hierarchical structure, where leaders are assigned a rank by senior colleagues and team members are trained to obey leader commands. Anthropologists have observed that leadership status outside of these top-down hierarchical institutions is often affected by the attribution of prestige by non-leaders. Here we show that even in the strictly hierarchical institutional context of the Royal...
Mai Chi Vu1
Estimated H-index: 1
,
Mai Chi Vu (Northumbria University), Roger Gill5
Estimated H-index: 5
(Durham University)
This article introduces a new perspective that challenges well-known leadership styles that have flourished in hitherto stable environments. ‘Fusion leadership’ integrates Eastern and Western value...
Published on Mar 7, 2018in Leadership1.25
Mai Chi Vu1
Estimated H-index: 1
(Durham University),
Roger Gill5
Estimated H-index: 5
(Durham University)
Organizations are diverse workplaces where various beliefs, values and perceptions are shared to varying extents. How can spiritual leadership induce altruistic love and intrinsic motivation among diverse members within the organization and without being regarded as really yet another covert, sophisticated form of corporate exploitation of human vulnerability reflective of the “dark side” of organizations and leadership? This paper explores an approach to spiritual leadership from a Buddhist per...
Mai Chi Vu1
Estimated H-index: 1
(Durham University),
Roger Gill5
Estimated H-index: 5
(Durham University)
The majority of research on mindfulness reflects a secular viewpoint to the detriment of contextualized mindfulness approaches. We contribute to the literature on organizational mindfulness by arguing that mindfulness is a wisdom-based practice that has been exploited as an instrument for stress reduction or moment awareness techniques. We carried out in-depth interviews in Vietnam with 24 organizational leaders who are Buddhist practitioners, using thematic analysis to elucidate our argument. O...
Published on Apr 4, 2016in Leadership & Organization Development Journal1.46
Matt Offord1
Estimated H-index: 1
(Durham University),
Roger Gill5
Estimated H-index: 5
(Durham University),
Jeremy R. Kendal20
Estimated H-index: 20
(Durham University)
Purpose – The purpose of this paper is to understand the role of interaction in the process of leadership. Interaction has been claimed to be a leadership competence in earlier research into leadership in the Royal Navy. The aim of this research is to define how interaction works within naval teams. Design/methodology/approach – The research uses Grounded Theory. Following a series of leadership discussions in separate focus groups, discussion topics were coded and subjected to recursive qualita...
Published on May 5, 2015in Leadership & Organization Development Journal1.46
Gareth Edwards9
Estimated H-index: 9
(University of the West of England),
Doris Schedlitzki6
Estimated H-index: 6
(University of the West of England)
+ 1 AuthorsRoger Gill5
Estimated H-index: 5
(Durham University)
Purpose – The purpose of this paper is to take a fresh look at the leadership and management debate through exploring underlying power assumptions in the literature. Design/methodology/approach – The paper is a conceptual discussion that draws on the power-based literature to develop a framework to help conceptually understand leadership in relation to management. Findings – The paper highlights the historically cliched nature of comments regarding conceptual similarities and differences between...
Published on Nov 1, 2014in Journal for the Study of Spirituality
Roger Gill5
Estimated H-index: 5
(Durham University)
AbstractHuman beings have an animating need for meaning, purpose and a sense of value or worth in what they do. Many managers and employees — particularly those in industries in which the profit motive is commonplace — are seeking meaning in their work associated more closely with their personal values and beliefs or the need for personal fulfilment rather than just creating material wealth. This trend is reflected in a growing sense of spirituality in the workplace and, in turn, an increasing a...
Published on Jun 8, 2012in Leadership & Organization Development Journal1.46
Gareth Edwards9
Estimated H-index: 9
(University of the West of England),
Birgit Schyns32
Estimated H-index: 32
+ 1 AuthorsMalcolm Higgs23
Estimated H-index: 23
Purpose – The purpose of this paper is to investigate the factor structure of the Multifactor Leadership Questionnaire (MLQ) in a UK context. For a number of years studies have failed to reproduce the original MLQ factor structure. A paper published in Leadership & Organization Development Journal by Alban‐Metcalfe and Alimo‐Metcalfe in 2000 suggested that, in the UK context, contextually different views on leadership could be prevalent. This paper therefore reports a UK‐specific factor structur...
Published on Feb 3, 2012in Leadership & Organization Development Journal1.46
Gareth Edwards9
Estimated H-index: 9
(University of the West of England),
Roger Gill5
Estimated H-index: 5
(Durham University)
Purpose – The purpose of this paper is to report on an empirical study of the effectiveness of transformational, transactional and laissez‐faire leadership across hierarchical levels in manufacturing organizations in the UK. The aim was to develop a framework of leadership across hierarchical levels that would be useful for leadership development programmes and interventions.Design/methodology/approach – Managers from 38 companies completed a 360‐degree version of the Multifactor Leadership Ques...
Published on Jan 1, 2006
Gareth Edwards9
Estimated H-index: 9
,
Malcolm Higgs23
Estimated H-index: 23
,
Roger Gill5
Estimated H-index: 5
Concerns about the factor structure of the ‘Full Range Leadership’ (FRL) model have been highlighted in the literature and suggestions of different conceptualisations of the model have emerged. This paper investigates these suggestions using a 360- degree version (both self-rating and other–rating forms) of the Multi-factor Leadership Questionnaire (MLQ) [Bass and Avolio, 1997]. The sample consisted of 367 managers from 38 organizations in the UK manufacturing sector. The research used multiple ...
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