Companies' Ownership Structure and Humane Leadership

Literature reveals a number of confusions within the area of project management regarding the use of terminology and differing interpretations, concerning leadership competencies and leadership styles. In project management literature, many empirical studies have examined the influence of leadership competencies or styles, but yet any substantial review study has rarely been conducted to differentiate between leadership competencies and styles. This study aims to differentiate between leadership competencies and leadership styles in project management literature. This study found that the project manager's leadership terms including competence, competency, competencies, and styles have frequently been used in project management literature. Furthermore, literature has been synthesized to provide more familiarity and understanding on leadership competencies and styles. Findings indicate that leadership competencies and styles are two different things but a few characteristics are common between both the terms. Furthermore, leadership competencies are more suitable for task-oriented activities and leadership styles are more appropriate for relationship-oriented factors. This study has implications for the future directions to identify differences between project manger's average and superior performance through comparison of leadership competencies and styles.

Purpose: This study was conducted to determine the leadership style and competence of the leaders according to the Indonesian youth perspective. Besides, the study also identified differences in leadership style and leadership competencies according to the youth perspective based on the level of education. Approach/Methodology/Design: The survey conducted used a questionnaire with 800 Indonesian youth. SPSS 25 and AMOS 18 software were used to analyze the study findings. Findings: The results show that there is a difference in leadership style and leadership competence, according to the Indonesian youth perspective, based on the level of education. The findings of the study show that there is no significant difference in the style of leadership and commitment of the facilitator according to the perspective of Indonesian youth based on the level of education. This shows that Indonesian youth have a similar outlook on leadership style and competence. The findings show that youth with a level of education as students in the school where participation style leadership positively affects emotional ability, while leadership style leads to a negative impact on emotional competence. The results of the study also show that from the perspective of youth studying at the university level, leadership style has a positive effect on emotional competence. While leadership styles support, participation and achievement-oriented leadership styles negatively affect emotional and spiritual capability. Practical Implications: The findings of this study have implications for national leaders to be able to use effective leadership styles in nation-building and to increase their capacity to achieve the direction of national development. Originality/value: The results identify the influence of leadership style on the emotional and spiritual competence of leaders according to the Indonesian youth perspective.

The separation of ownership from control produces a condition where the interests of owner and of ultimate manager may, and often do, diverge, and where many of the checks which formerly operated to limit the use of power disappear.... In creating these new relationships, the quasi-public corporation may fairly be said to work a revolution. It ... has divided ownership into nominal ownership and the power formerly joined to it. Thereby the corporation has changed the nature of profit-seeking enterprise.1

The increasingly widespread concern sustainability creates among organisations worldwide makes management exercise of leadership in organisations, to boost corporate sustainability performance a major real-world, contemporary problem. This paper set out to provide a foundation for subsequent empirical studies of sustainability leadership, by summarising existing literature on top management and leadership antecedents of corporate sustainability performance. Pursuant to the aim and review question, the paper used a combination of keywords, backward and forward search techniques to explore a wide variety of academic databases and libraries as well as professional libraries for pertinent literature. Based on the literature, the paper established management exercise of leadership in organisations, to boost corporate sustainability performance, as a principal, practical, present-day problem; as well as leadership and top management being vital in sustainability embedment and corporate sustainability performance. It found that managerial discretion, leadership competencies, leadership styles and emotional intelligence are vital for corporate sustainability performance. The paper also showed that leadership competencies, leadership styles and emotional intelligence breed managerial discretion. The review also revealed that researchers’ have concentrated on exploring competencies managers and leaders require for successful sustainability performance in organisations; using mostly quantitative and qualitative methodologies in equal measure to conduct such studies mainly in Europe and the Americas. The paper suggested the need to explore competencies managers and leaders require for successful sustainability performance in Nigerian organisations. It also suggested the need to explore how emotional intelligence, leadership styles and discretion make for successful sustainability performance in Nigerian organisations. Arising from the foregoing and the reviewed literature, the paper concluded with a research question and model to propel a proposed empirical study that will seek to explore how top managers’ leadership competencies and styles engender discretion to drive sustainability performance in Nigerian organisations.

Purpose – The aim of the research was to investigate how managers’ leadership styles interfere with the commitment of their team members. Five hypotheses were tested in order to identify relationships between the leadership style and the components of the commitment. Design/methodology/approach – The method chosen was quantitative and a survey was conducted. The data were collected through the application of two questionnaires. A total of 587 questionnaires were considered valid. Descriptive statistics, CHAID analysis and Pearson's correlation were used in the analysis. Findings – The correlation between the managers’ leadership styles with relationship orientation and the affiliate component of commitment was significant; there is a positive relationship between the task orientation and the normative commitment; there is a positive relation between situational leadership style and affective commitment, as well as between this style and the general commitment. Originality/value – This study contributes to the debate about the existence of a relationship between some components of commitment and leadership styles, pointing out how the leadership style can affect the type of commitment of the team members, specifically regarding the positive relation between the situational leadership style and the general commitment; the relationship orientation and the affiliate component; and the task orientation and normative component.

The aim of this paper is to examine the relationship between the Big Five personality traits and leadership styles, specifically authoritative, democratic, facilitative, and situational leadership. The Big Five personality traits include extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience. Through an extensive literature review, present study explores how each of these personality traits can impact a leader's decision-making process, communication style, and overall approach to leading a team. Additionally, it also examines how different leadership styles can be more effective depending on the specific personality traits of the leader and the needs of the team. The authoritative leadership style is most effective for leaders who are high in extraversion and low in agreeableness, while the democratic leadership style is best suited for leaders who are high in agreeableness and openness. The facilitative leadership style is most effective for leaders who are high in conscientiousness and openness, and the situational leadership style is most effective for leaders who are adaptable and able to adjust their leadership style based on the needs of the team. Overall, the study provides a comprehensive analysis of the relationship between the Big Five personality traits and leadership styles, offering insights into how leaders can leverage their unique personality traits to become more effective and successful in their roles.This study explored the influence of personality traits on leadership effectiveness among healthcare professionals. Conducted using a cross-sectional quantitative design, data were collected from 30 participants through standardized self-report measures. The participants were predominantly master’s-prepared professionals with an average age of 33.6 years and 8.17 years of work experience, reflecting a mature and experienced cohort. Statistical analyses included descriptive statistics, Pearson correlation, and linear regression to examine the relationship between leadership and personality. The results revealed a moderate positive correlation (r = .574, p = .001), suggesting that individuals who demonstrated strong leadership qualities also exhibited well-developed personality traits. Furthermore, linear regression analysis showed that leadership significantly predicted personality traits (B = 0.917, t = 3.71, p = .001), accounting for approximately 33% of the variance in personality scores (R² = 0.329). These findings indicate that leadership effectiveness is closely linked with personality attributes and that leadership qualities can be significant predictors of behavioral tendencies. This relationship supports the view that leadership development programs in healthcare should integrate personality assessments and tailored interventions to enhance professional growth. The evidence from this study underscores the importance of fostering both leadership competencies and self-awareness in personality as complementary dimensions of effective healthcare practice.SS

The aim of this research was to analyze the existing leadership styles in organizations and develop an optimal leadership model in volatile economic conditions in Serbia. The research is included 64 managers from 5 different businesses. Leadership style was measured by a standardized questionnaire as a survey instrument consisting of 24 real situations and their subjective perceptions in the process of leadership. The purpose of this work is to search for the optimum leadership in the system and its surroundings, by using or combining the appropriate leadership skills and styles. The basic premise was that, leadership style can be considered in two independent dimensions; autocratic and/or democratic leadership and commitment to people and/or tasks. The subject of this study was the way managers cope with people in the company taking into account two situational factors; the level of authority, job satisfaction and years spent in managerial positions in specific organizations. Leadership styles were monitored in firms, differentiated by their ownership structure, activities and business functions, where there are different hierarchical structures and where leadership roles are defined differently. Key words: Leadership, business environment, employees, customer relationship management.

This research examines whether the ownership and control structures of business groups affect the shareholder wealth of member firms based on the capital expenditure announcements of one member, using a Taiwanese sample. We combine research on stock market microstructure with more recent studies that adopt the agency perspectives and the resource-based view, and argue that a pyramidal ownership structure and family control increase the risk of expropriation. We find that the focal firms experience significantly positive stock market reactions to capital expenditure announcements, and that the other member firms in the business group experience, on average, negative abnormal returns. The results further indicate that business groups with a pyramidal ownership structure experience significantly more negative stock market reactions, and this also occurs when both member and focal firms are located in related industries. In addition, the findings suggest that the existence of a family-controlled business group is negatively but not significant correlated with the abnormal returns of member firms. These findings are consistent with our understanding of the governance role of ownership structure, based on an agency perspective.

In this paper we investigate the impact of corporate governance and ownership structure variables on earnings management in the European oil industry. We used quarterly data and a panel data methodology. The findings show non-linear relationships among institutional investors ownership and governmental ownership with the magnitude of earnings management. For institutional investors ownership we found a positive association within lower levels of ownership (consistently with the short-term transient view of institutional investors shareholding) and a negative association within higher levels of ownership (consistently with the long-term orientation view of institutional investors, playing a monitoring role over the company’s financial performance). For governmental ownership, we found that a positive association within lower levels of ownership, consistently with the incentives for oil companies to avoid closer political scrutiny on the reported results (political costs hypothesis). We found a negative association with earnings management magnitude in firms where governments are the controlling shareholders or a large blockholders. The findings also show that relevant governance variables, such as the proportion of independent directors, the audit committees size and meeting frequency, contribute to constrain earnings management. Overall, the results suggest that key variables related to ownership and governance structures impact on earnings management across different national settings and governance systems. Moreover, the relationship of ownership structures with earnings management appears to be complex and varying at different levels of ownership. This study could have several practical implications. Firstly, accountability and stricter control could be two issues for firms where governments are shareholders that engages in earnings management practices. Secondly, higher participation of institutional investors in the ownership and in the governance may be beneficial may be an effective monitoring device over earnings manipulation. Finally, the homogeneous results could mean that governance practices are more integrated at an European level than the national governance models and codes’ recommendations are.

Introduction/Main Objectives: This research raises human resources management within the crediting bank, where employees require reliable and competent leadership. Leadership is categorized as the concept of empowering when the leader shares direction, a support system, friendly, synergizing, and providing exemplary examples to his subordinates.Background Problems: Through scientific ways, this study attempted to respond to the research questions, which are: 1) how is the maturity of employees in the Anugerah rural bank located in Purwosari, 2) what are the applications of leadership styles, duty behavior, and relationship behaviors at there, and 3) in which quadrant of leadership styles of the chief of operational, general, administrations, and marketing department? Novelty: The current study engaged four situational leadership in a model. Research Methods: The survey design administered the questionnaire, interviews, and observation to the target samples. The data, then analyzed using descriptive analysis and the range scale. Finding/Results: The operational and general divisions reflect their leadership styles in quadrant II representing a consultation or low task and relationship behavior. Besides, quadrant III, which implies a participating leadership style with high task and relationship behavior, has been practiced by the marketing department. The administrative division tends to use the leadership style from quadrant IV or delegating with high task behavior relationship. Conclusion: Leaders can select any leadership style, but they must remain aware of task and relationship behavior. This recent study has many limitations; hence, the future researcher can apply other leadership styles under different conditions.

This paper aims to ascertain: whether (1) there were any immediate effects on managers’ leadership competencies, leadership outcomes and teamwork as a result of the Outdoor Management Development (OMD) program and (2) there were any differences among managers’ competencies in relation to demographic variables. Specifically, a sample of 51 Greek business managers participated in a 2-day low-ropes course were assessed before and after training, using questionnaires and observation instruments. The most significant aspect of this study was that business managers, were found to reconsider their perceptions on adapting more transformational either transactional type of leadership when necessary, or trying harder to achieve business success and increasing their teamwork level. There were also significant differences of managers’ leadership and teamwork competencies based on gender, age and tenure. The results of this study strengthen the support of the effectiveness of applying OMD in the corporate sector, where existing research is still limited.

This paper presents an overview of the research of leadership competences' levels possessed by leaders in the Republic of Macedonia together with a comparison of results between the public and private sectors. The comparison is based on the findings of a research conducted with participation of a total of 133 owners or leaders employed in private companies and governmental institutions. Based on tailor made questionnaire, the results lead to conclusion that major part of the participants in both researched groups practice democratic leadership style with transactional leadership sub-style, whereas the transformational leadership style is nearly not practiced at all. At the same time, the leadership competencies are similarly distributed between the representatives of both sectors, with significant differences in only two researched competencies. Taking this into account, the migration of leaders from private to public sector and vice versa is expected to go smoothly and without significant problems arising from differences in the leadership styles and competences. However, the identified differences between the leaders in the different sectors require attention in order to support seamless transition from one sector to the other. Having this in mind, we propose a development of a Model for upgrading of leadership capacities necessary for successful transition of leadership from the public to private sector and vice versa.

Organizational Development (OD) Interventions rely on the leadership styles of the university leaders. This underscores the innovative mind and efficiency of making the aims and objectives of the organization a reality, especially if there are changes. When there are changes in the administration, emerging challenges are identified that can compromise an organization's operations. This gap gained limited attention in the literature, which makes the researcher interested. This study assessed the leadership styles and competencies needed to implement organizational development (OD) interventions at Cebu Technological University, located in Cebu, Philippines. These are correlated to determine a significant relationship between variables. This study used a descriptive-correlational research design. One hundred nine (109) respondents participated in the study through a simple random sampling. The results identified that Transformational Leadership has a significant relationship with Communication Skills (p-value of 0.000), Visionary Thinking (p-value of 0.001), Emotional Intelligence (p-value of 0.001), and Decision-Making and Problem Solving (p-value of 0.004). Situational Leadership has a significant relationship with Visionary Thinking (p-value of 0.003), Emotional Intelligence (p-value of 0.040), and Decision-Making and Problem Solving (p-value of 0.024). Adaptive Leadership has no significant relationship to any of the Leadership Competencies. This means that in implementing Organizational Development (OD) interventions, leaders must be transformative, and able to assess the situation in facing unique challenges. This study recommends a management plan that can capture the sustainability of leading and managing the university, especially when there are changes.

Essays in Ownership Structure and Corporate Governance Fangzhou Shi This dissertation delves into ownership structure and corporate governance. The rst chapter investigates the causal link between business group a liation and new rms' pro tability. To overcome selection issues related to group a liation, I focus on ownership changes at least two levels away in the ownership chain that lead to a change in group a liation. I provide evidence suggesting that these unintentional changes are likely exogenous. I nd that business group a liation leads to a 12% increase in new rms' pro tability during the rst six years. I further present evidence consistent with two channels. First, new rms quickly increase revenues and expand market shares after joining business groups, possibly leveraging on groups' marketing networks. Second, group a liation triggers a higher ratio of top manager turnover and leads to more experienced top managers and more productive employees. It is possible that business groups provide a talent pool of managers and better monitor new rms' labor force. Results suggest that business groups parallel the role of venture capital rms in sponsoring new rms in economies with concentrated equity ownership. The second chapter examines the impact of input and product market competition on private bene ts of control (PBC), as measured by the voting premia between shares with di erential voting rights. The main ndings are three. First, increases in the intensity of competition lead to lower estimates of PBC. Second, competition signi cantly reduces the dispersion in the voting premia, a ecting especially the top of the PBC distribution. Third, competition e ects are particularly prominent in weak-rule-of-law countries, in manufacturing industries and in less-pro table rms. Overall, the results show that competition leads to a meaningful reduction in the level and dispersion of PBC. The third chapter directly examines the correlation between insider trading and executive compensation at the rm level. Using panel data on US rms from 1992 to 2011, we nd that 1% decrease in cash compensation leads to a 21.7 percentage points increase in 6-month buy-and-hold excess returns, as well as a large increase in trading pro ts. These results indicate that insiders are using insider trading as a substitute to cash compensation, and keeping the total direct compensation level less volatile than previous research relied on. This e ect is robust to exogenous shock to insider trading return, such as Sarbanes-Oxley Act of 2002. The result suggests the importance to take into account of insider trading pro t in context of executive compensation.

This study investigates the impact of various leadership styles on the success of manufacturing project management, with work engagement as a mediating factor. Using BOROUGE, a leading manufacturing company in the UAE, as a case study, an empirical framework was developed and validated through Structural Equation Modeling-Partial Least Squares (SEM-PLS) analysis. The findings reveal that competency leadership, servant leadership, and behavioral leadership significantly contribute to project management success, while situational leadership does not have a direct effect. Among these, behavioral leadership exerts the strongest positive influence, whereas servant leadership has a negative impact, indicating a complex relationship. In terms of indirect effects, both situational and behavioral leadership demonstrate significant mediation through work engagement. Specifically, situational leadership enhances project success solely through work engagement, whereas behavioral leadership exerts both a direct and an additional indirect effect via work engagement. These findings provide deeper insights into leadership dynamics in manufacturing project management and highlight the critical role of work engagement as a mediating mechanism.