Leadership and managing conflict in meetings

The conceptual model of Green Human Resource Management (GHRM) in business organizations focuses on integrating green practices into human resource management strategies, the research model can support organizations in minimizing expenses without losing talent, reducing total costs, and driving business success in an ever-evolving world. GHRM is a program that helps create a green workforce that can understand and appreciate green culture in an organization that requires a high level of technical and management skills in employees. This research aims to see the implementation of GHRM in organizations that support environmental performance and see the dimensions of GHRM practices in supporting sustainable business organizations. This research used a qualitative research design with a literature study approach. The results of this study state that GHRM involves integrating green practices into human resource management functions, such as recruitment, training, performance appraisal, and compensation. Implementing GHRM can improve environmental performance, financial savings, and competitive advantage. The research limitation only refers to the research of the GHRM conceptual model. In the research "Conceptual Model of Green Human Resource Management in Organizational Business," the originality can be found in the specific focus on developing a conceptual model for green human resource management (GHRM) in the context of organizational business.era demands a tight competition among organizations, and employee engagement plays pivotal factors in determining the organizational success, especially in the manufacturing companies. This research examines the effect of organizational leadership, employee development, and performance management on employee engagement in the manufacturing sector. Through a comprehensive case study approach, data were collected from several manufacturing companies to analyze the relationships among these key variables. Quantitative approach was applied. Respondents were employees of manufacturing companies in food and beverage, automotive, textile, electronic, and other sectors, recruited using saturation sampling technique. The causal model was applied, and data were analyzed using Structural Equation Modeling, which was operated through SmartPLS. The results of the study demonstrated a positive and significant effect of organizational leadership and performance management on employee engagement. However, training and development were found to have no significant effect on employee engagement.

Nursing leadership development: why should any nurse be led by you?

The current study aims to define a good leader in general, not for any specific companies, schools, offices, or organizations. The author has read and consulted various documents, significantly articles published in reputable outlets, to boost related ideas vis-à-vis good leaders from different walks of life. After reading, reviewing, and taking notes, the author focused on different leadership types and the characteristics of good leaders. As a result, a good leader is defined, and suggestions are provided to consider for those who want to become good leaders using just easy ways and simple techniques. In the 21st century, a good leader is someone well-educated and always looks at the past, uses the past as experience, leads what is in the present, and predicts the future so that he can get everything ready and he could solve unforeseen problems. Finally, a comprehensive assessment or investigation could still be made into what makes a sound or effective leader in the 21st century. It is also important to analyze or conduct a comparison of an efficient manager and a good leader. Generally, it is essential to consider how to successfully lead an organization by combining the qualities of a skilled manager and an effective leader.

Purpose: The article aims to analyze the possible development of managerial and leadership skills of managers of business organizations through variable coaching models, the practice of which confirms their effectiveness and feasibility. Theoretical framework: The development of coaching to improve the quality of leadership and management skills of managers of Ukrainian business organizations is important for achieving economic stability in Ukraine and ensuring a sustainable macroeconomic environment. In particular, the use of coaching is becoming increasingly popular due to the potential for stabilizing the corporate sector through effective management. Design/methodology/approach: While writing the article, materials from periodicals on the organization of the coaching process and its dissemination as a practice of developing managerial skills of business organization managers were used. Findings: The article focuses on the functioning of the Ukrainian economy and key areas for focusing on the use of coaching as a tool for investing in improving the quality of business environment management and possible further development. The use of coaching is a priority area of research, as the application of this practice can be a factor in improving the quality of management of a business organization. Research, Practical & Social implications: Based on leadership skills and characteristics, managers of business organizations use innovative means of management, which is made possible through coaching programs. The key aspects of coaching and opportunities for its improvement in the context of the global environment are outlined. The development of leadership skills and managerial abilities of managers of business organizations will serve as a factor in the sustainable operation of the Ukrainian corporate sector, which is in difficult conditions due to the threat of hostilities. Originality/value: The results of the study can be used by modern managers of Ukrainian business organizations to improve management practices and ensure the stability of the functioning of structural units at the operational level.

Management skills are necessary to successfully lead a surgical department in future. This article focuses on practical aspects of surgical management, leadership and training. It demonstrates how the implementation of business management concepts changes workflow management and surgical training. A systematic Medline search was performed and business management publications were analysed. Neither management nor leadership skills are inborn but acquired. Management is about planning, controlling and putting appropriate structures in place. Leadership is anticipating and coping with change and people, and adopting a visionary stance. More change requires more leadership. Changes in surgery occur with unprecedented speed because of a growing demand for surgical procedures with limited financial resources. Modern leadership and management theories have to be tailored to surgery. It is clear that not all of them are applicable but some of them are essential for surgeons. In business management, common traits of successful leaders include team orientation and communication skills. As the most important character, however, appears to be the emotional intelligence. Novel training concepts for surgeons include on-the-job training and introduction of improved workflow management systems, e.g. the central case management. The need for surgeons with advanced skills in business, finance and organisational management is evident and will require systematic and tailored training.

Millennial Leaders: Ready or Not, Here They Come

The Many Faces and Facets of Leadership

Reviewing the literature about interactive leadership and its effects on human resource management in business organizations, this paper proposes that interactive leadership has two major components: interaction skills and team building. Both components have positive effects on employees' trust in their leaders, on employees' motivation and employees' commitment to their companies. Based on these hypotheses, the paper develops an empirical test of the effectiveness of interactive leadership in Singapore's banking industry. Seventy-seven middle-level managers participated in this study by responding to a questionnaire about their leaders, their motivation, their commitment and their trust in these leaders. The results support the hypotheses and suggest some important implications for human resource management in business organizations, especially for human resource management in Oriental societies.

The objective of this study is to analyze and explain the effect of variables leadership and organizational culture on organizational commitment. This type of research is quantitative associative aims to answer the hypothesis. The sample used in this study, are 46 permanent employees at PT. PLN (Persero) Control And Power Plant Unit Minahasa and used multiple regression data analysis. These study results indicate that the significance values of the two variables are, 0.001 for Leadership variable and 0.006 for organizational culture variable. These results provide the conclusion that the leadership variable has significant effect on organizational commitment variable, because the significance coefficient 0.000 <0.05. And significance coefficient organizational culture variable on organizational commitment variable show that the coefficients significance 0.006 < 0.05, it means that the organizational culture variable has significant effect on organizational commitment. The value of R2 or R Square contained in the Summary Model table is 0.654, this shows that the effect of leadership and organizational culture on organizational commitment contributes 65.4% in this study. The overall results of this study explain that when good leadership is applied in the company, and organizational culture can be well received by employees, it will further strengthen their commitment in the company.

Nowadays, the competitiveness of business organizations is not based on classic production factors, but on the knowledge and experience of employees. Companies see knowledge management as a key factor in achieving and maintaining sustainable competitive advantages. The aim of this paper is to present the results of an empirical study of the application of knowledge management in Bulgarian business organizations, as well as to outline some conclusions. The data was generating by conducting an online survey among 57 Bulgarian business organizations.

Ongoing transition of most of business enterprises to knowledge-based ones is a watershed event in the evolution of the global knowledge economies. This transition marks a paradigmatic shift from energy- based economies with traditional factors of production to information-based economies based upon knowledge assets. Accordingly, the objective of this paper is to develop a theoretical and pragmatic architecture of knowledge management system based on Knowledge Grid for better implementing knowledge management (KM) in business organizations to facilitate their vision of sustainable growth and development. This paper objectively analyzes the environmental problems that most of those enterprises, especially those knowledge-based ones have to face up in such a distributed, increasingly changing environment. Also the critical situations of knowledge management in those business organizations are outlined. Then a new theory about knowledge management, namely, knowledge systems engineering in introduced, which paves the way for better understanding knowledge management and lays the groundwork for constructing a more valid architecture of knowledge management system. And a new architecture of knowledge management system based on knowledge grid is proposed to solve those problems mentioned above, which may provide not only a friendly user interface for end-users to easily access and manage many kinds of Web resources but also a platform for those business organizations to successfully implementing knowledge management.

This present paper discusses the importance of leadership in educational management with specific reference to schools. Educational leadership has a critical role in the transformation of society, and for change to happen, effective leaders are key. Along with the widespread belief that the quality of leadership makes a significant difference to school and student outcomes. There is also increasing recognition that if effective school leaders and managers are developed they are most likely going to provide the best possible education for their learners. Effective leadership and management are essential if schools and colleges are to achieve the wide-ranging objectives set for them by their many stakeholders, notably the government which provide most of the funding for public educational institutions. Teachers and their leaders and managers are the people who are required to deliver higher educational standards. Management and leadership are important for the delivery of good educational services. Although the two are similar in some respects, they may involve different types of outlook, skills and behaviours. Good managers should strive to be good leaders and good leaders need management skills to be effective. Leaders will have a vision of what can be achieved and then communicate this to others and evolve strategies for realising the vision. They motivate people and are able to negotiate for resources and other support to achieve their goals. Managers ensure that the available resources are well organised and applied to produce the best results. In the resource constrained and difficult environments of many developing countries, a manager must also be a leader to achieve optimum results.

PurposeThis paper explored the workplace culture in small and medium-sized businesses (SMEs) in the Leeds City Region. The paper looked at perceived leadership expectations vs self-assessment of leadership characteristics and mindsets, as well as workplace culture respective to hierarchy and organisational supportiveness of SMEs as workplaces.Design/methodology/approachA mixed-methods approach was deployed, consisting of a survey with SMEs and 14 interviews with women working in SMEs. Since the survey yielded a low response, results were analysed summatively, and a cross-tabulation was used to provide insight into data and inform future research. Survey questions were then used to inform the interview questionnaire to explore findings in depth. Thematic analysis was used to analyse the interview data. The research was informed by studies conducted on women in mass communication industries, Bourdieu’s habitus theory and industry research on alpha organisational cultures.FindingsFindings revealed that self-assessments of leadership characteristics and mindsets lean towards those typically perceived as feminine, whereas assessments of which characteristics are needed to become a leader lean towards those typically perceived as masculine. However, at the same time, the workplace culture was assessed positively, and women reported a lack of hierarchy and a positive and friendly atmosphere in SME workplaces.Practical implicationsWomen reported more positive perceptions of the workplace culture than those found in other studies conducted generally or on larger corporations, thus opening questions about whether things are different in SMEs and better for women. Issues with leadership characteristics and mindsets are present in SMEs, but they do not seem to affect women’s career progression or satisfaction with employment. Organisations that are not SMEs should consider these findings to develop more inclusive policies to foster a positive perception of their workplace culture.Originality/valueThe authors analysed the workplace culture in SMEs using Bourdieu’s habitus, previous research in mass communication industries and industry research on alpha culture and applied it to study the workplace culture and leadership in the context of SMEs, thus extending research in sociology and communication to study SMEs. To the best of the authors' knowledge, this is the first paper to do so.

Leaders are of great significance to the development of enterprises, determining the direction and success or failure of enterprise development. Good leaders can be a huge help to the development of a business. This article delves into the characteristics of good leaders, the difference between good leaders and bad leaders, and finds that good leaders are good at listening and talking, and can deeply understand the ideas of employees, so as to better lead the team. The analysis in this article can provide some insights for business management and leaders.

President's page: Presenting the 1994–1995 board of directors