Leadership Energy Theory for Sustaining Leadership Competence and Effectiveness

Oluseye Olugboyega, Obuks Ejohwomu (), Emmanuel Dele Omopariola and Alohan Omoregie
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Oluseye Olugboyega: Construction Engineering and Computational Modelling Research Group (CECM-RG), Department of Building, Construction Management Specialisation, Obafemi Awolowo University, Ile-Ife A234, Nigeria
Obuks Ejohwomu: Department of Mechanical, Aerospace and Civil Engineering, University of Manchester, Manchester M13 9PL, UK
Emmanuel Dele Omopariola: Department of Construction Economics and Management, University of Cape Town, Cape Town 7701, South Africa
Alohan Omoregie: Faculty of Engineering and Science, University of Greenwich, London SE10 9LS, UK

Merits, 2024, vol. 4, issue 2, 1-20

Abstract: Leaders who lack leadership energy may struggle to demonstrate sustained competence and achieve effectiveness in difficult leadership situations. This research investigates the sources of leadership energy and examines the impact of leadership energy on the development and sustainability of leadership effectiveness and competence. This study employed a hypothetico-deductive research design, wherein the formulated hypotheses were tested through structural equation modelling (SEM). Data were collected using a questionnaire survey. A total of 272 responses were received from leaders of various industries, indicating a response rate of 66%. The findings of this study indicate that a leader’s capacity to respond to various situations, comprehend the importance of being directive, prioritize the development of positive attitudes and supportiveness, and recognize the significance of achievement are all factors that contribute to the internal mechanisms necessary for the leader’s manifestation of leadership energy. The study additionally discovered that leaders’ skills, qualities, and abilities are derived and maintained through their internal capacity and personal resilience emanating from their leadership energy. The hypotheses that were validated suggest a direct causal relationship, indicating that leadership motivation, leadership personality, and leadership orientation are significant factors in the generation of leadership energy. This study’s conclusions suggest that to sustain leadership competence and effectiveness, leaders must cultivate a culture that prioritizes both effectiveness and competence. The findings also imply that individuals must establish precise developmental objectives, as well as exhibit cognizance of and the acquisition of leadership expertise, knowledge and approaches. Thus, the need to reevaluate the competency-based approach to leadership is overwhelming. This study introduces the concept of leadership energy as a catalyst for perpetuating leadership effectiveness and competence. The study claims that the energy emanating from the intricate interplay of leaders’ orientation, experience, development, personality, and motivation engenders and perpetuates their efficacy and aptitude.

Keywords: leadership; leadership energy; leadership effectiveness; leadership competence; sustainable leadership; leadership theory (search for similar items in EconPapers)
JEL-codes: J L M (search for similar items in EconPapers)
Date: 2024
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