Authoritarian Leadership Style Research Articles

Are Filipinos Really Hate Duterte’s Leadership?

This study aims to determine whether Filipinos genuinely hold negative feelings towards President Duterte’s leadership. It analyzes public opinions through existing surveys, media discussions, and socio-political group actions. Using a descriptive research approach, the study seeks to understand the diverse perspectives on Duterte’s leadership in the Philippines. It explores the reasons behind both support and criticism, taking into account factors such as economic policies, leadership style, and responses to significant events during his presidency. By uncovering the various influences on people’s opinions in a changing political and social landscape, the research aims to provide valuable insights into the complex sentiments surrounding Duterte’s leadership. Despite facing widespread criticism for his authoritarian leadership style, war on drugs, and attacks on the media, President Rodrigo Duterte maintained high levels of public support throughout his presidency. The study concludes that Duterte’s leadership has both strengths and weaknesses, with high approval ratings attributed to his perceived strength, populist messaging, and effective communication. While not universally trusted, Duterte’s ability to connect with a significant portion of the population suggests a willingness among Filipinos to support leaders who promise to address their concerns, even in the face of authoritarian measures. Overall, this research contributes valuable insights into the intricate tapestry of sentiments surrounding Duterte’s leadership, shedding light on the diverse perspectives that define the Filipino public’s stance on their president.

School Principal’s Leadership Style and Teachers’ Job Performance: A Systematic Review of Literature

The leadership style of the school principal plays a vital role in an institution because its primary goal is to guide, motivate, direct, and influence the school community—which includes teachers, staff, and other stakeholders—to fulfill the institution's vision, mission, and goals. As a result, the researcher conducted this systematic literature review to identify the effective leadership styles of school principals and how they connect to teachers' job performance, as successful teachers can transform an institution. The researcher thoroughly reviewed twenty (20) research articles, and the results revealed that the school principal uses a variety of leadership styles. Three of these—democratic, transformational, and autocratic— show potential and positively correlate with teachers' job performance. However, using an authoritarian leadership style should be conducted cautiously by the school principal as it can decrease teachers' job performance if not properly practiced. Furthermore, it has been concluded from the studied researchers that certain leadership styles have no substantial association, or a negative relationship, with teachers' job performance. Therefore, the authors of the reviewed literature did not recommend that school principals use it in their leadership roles within an institution.

ОСОБЛИВОСТІ ВПЛИВУ РІЗНИХ СТИЛІВ ЛІДЕРСТВА НА УПРАВЛІННЯ ПІДПРИЄМСТВОМ

In today’s volatile world, economic fluctuations and political decisions affect the management of enterprises, causing the need to adapt and rethink traditional approaches to leadership. Research devoted to the analysis of the impact of different leadership styles on enterprise management reveals the critical role of leadership strategies in ensuring efficiency, productivity and innovative development. The central thesis is that leadership goes beyond simple direction and requires leaders to be able to initiate change, adapt to complex conditions, and motivate a team to achieve common goals. Emphasis is placed on the importance of choosing between authoritarian, democratic, transformational and other leadership styles, depending on the specific organizational context and the current situation at the enterprise. The research emphasizes that there is no universal leadership style that guarantees success in all circumstances, but indicates that leadership effectiveness depends on the leader’s ability to adapt his style to the needs of the organization and its employees. Special attention is paid to transformational leadership as a tool for stimulating innovation and involving employees in active participation in the development of the enterprise. The effectiveness of different leadership styles is analyzed, the authors of the article use theoretical models and empirical data to highlight the specifics of their impact on various aspects of the company’s activities, such as flexibility, responsibility, standards, rewards and the general organizational climate. It has been proven that leadership plays a key role in the success of strategic transformations within an organization. The effectiveness of changes in financial, strategic, managerial, and organizational aspects often depends on the peculiarities of the leader’s style who manages these changes. The research findings contain recommendations for the application of specific leadership styles depending on the need to stimulate innovation, increase productivity, and ensure the company’s adaptability to changing environmental conditions. Recommendations have been made for heads of enterprises and managers who seek to optimize their leadership strategies to increase the efficiency of enterprise management.

The Influence of Leadership Style on Junior High School Teacher Performance through the Work Environment in Batam City

Educational leadership is measured through leadership styles, including authoritarian, democratic, and transformational. The authoritarian leadership style emphasizes obedience, is democratic, involves participation, and is transformational to create positive change. Another important factor influencing teacher effectiveness is the work environment. This study aims to see the influence of leadership styles, specifically autocratic leadership, democratic leadership, and transformational leadership, on teachers’ performance through the work environment as an intermediate variable. The research method used is a quantitative descriptive method with a sampling technique using the Slovin formula available on the site (https: //www.statology.org/slovins-formula-calcator/,nd), and a sample of 400 teachers from public and private colleges in Batam city. The data collection technique used in this study is a questionnaire via Google Form and a data analysis technique using the SEM method. Analyze the relationship between leadership (authoritarian, democratic, and transformational), work environment, and teacher performance in public and private high schools in Batam City. The results show that democratic and transformational leadership have a positive and significant influence on the work environment and teacher performance. Meanwhile, authoritarian leaders do not have significant influence. The results of this research reflect the importance of a democratic and transformational leadership approach in improving the work environment and Enhancing teachers’ effectiveness during the Education 4.0 era. Adaptation is needed in education and school leadership to be relevant to the demands of an era characterized by high technology and rapid changes in the world of work.

Systematic Review: Leadership Style in Maintaining Business Sustainability in the MSME Industry

Leadership style is the way a leader chooses to direct or coordinate the work that will be given to his subordinates. The leadership style chosen by a leader depends on the goals of the organization or company, who is being led, and the type of business led by the leader. Systematic review using the Google Scholar database. Search results using the keyword leadership style in maintaining business continuity in the MSME industry" using the Google Scholar electronic data base. After carrying out an analysis based on a complete composition, namely 5 articles used in this article. The results of this research show that there are many types of leadership styles, but the choice of leadership style depends on the situation and conditions of the organization or business being led. The types of leadership styles include democratic leadership style, authoritarian leadership style and leadership styles that are appropriate to current conditions, namely transactional and transformational. MSMEs are a type of small business that also requires a leadership style that is appropriate to the type of business and the goals of the business to maintain the stability or sustainability of the business. Leadership style is a method or tactic used by a leader to direct and coordinate activities in an organization so that organizational goals are expected to be achieved.

The Leadership Style Of Kh Budi Rahman Hakim Phd (Abah Jagat) In Increasing Teacher Motivation In Pesantren

ABSTRACTThis research aims to describe and analyze leadership styles in enhancing teacher motivation. The research was conducted at Pondok Pesantren Jagat’ Arsy, with KH Budi Rahman Hakim, PhD (Abah Jagat) as the head of the Islamic boarding school as the research subject. Data were obtained through interviews, observations, and documentation. The data analysis technique in this study followed the following procedures: data reduction, data presentation, conclusion, and verification. The results of this research explain the leadership styles applied by Abah Jagat in enhancing teacher motivation, which involves one leadership style and, in certain aspects, different leadership styles. The dominant leadership styles applied are charismatic and transformational leadership, although, on the other hand, an authoritarian leadership style is also implemented. This is reinforced by the leadership functions applied by Abah Jagat and the forms of motivation provided following Maslow’s Need Hierarchy Theory: a) motivating teachers by fulfilling their physiological needs, b) creating motivation to fulfil teachers’ security needs, c) providing motivation by addressing teachers’ need for affection, d) providing motivation for teachers’ self-actualization needs.Keywords: Leadership Style, Work Motivation, Islamic Boarding School

The Influence of Authoritarian Leadership Style on Employee Performance CV. Globalindo Jaya Palembang

This study aims to examine the effect of authoritarian leadership style on employee performance at CV Globalindo Jaya Palembang. The data in this study was obtained through observation, document study, interviews and distributing questionnaires to all members of 32 respondents. The results of the study partially show that the authoritarian leadership style has no significant positive effect on employee performance at CV Globalindo Jaya Palembang. This research is expected to provide benefits to the company in terms of improving employee performance.

Analisis Gaya Kepemimpinan Otoriter pada PT Xyz

Leadership traits emerge in a person when one group member can change and arouse the motivation of other members in the group so that the group can be directed, structured and coordinated in achieving goals effectively and efficiently. Leadership is related to how to influence other people, followers and subordinates in a company to achieve the goals desired by a leader. In line with the discussion of the methodology, this research uses a qualitative descriptive method, namely research that attempts to describe a symptom, event, event that is occurring in the present. In this research, the researcher tries to photograph events and occurrences that are of central concern, and then describe them as they really are. As for descriptive descriptive research on solving a problem that exists in the present, this research will describe the phenomena that occur regarding Leadership style is a person's ability to lead and encourage their subordinates to do everything they are given thoroughly and of course optimally. An authoritarian leadership style is one of the leadership styles used by leaders towards their employees. Authoritarian leadership is a form of leadership where all forms of power, decisions, performance and work motivation are in the hands of the leader himself. The leadership style applied at PT Xyz and Excise is a semi-military authoritarian leadership style. A person's level of work motivation determines how that person performs.

Gaya Kepemimpinan Kepala Desa Dalam Pelaksanaan Pemerintahan Desa Parsingguran II Kecamatan Pollung Kabupaten Humbang Hasundutan

Leadership Style of the Village Head in the implementation of Village Government in Parsingguran II. Especially in leadership, the village head is still lacking in socializing, communicating and often making his own decisions so that the community does not participate in the village.study aims to determine the leadership style of village heads in village government. graduate ll. This study uses a descriptive qualitative method that provides a clear description of the problems studied by using the Kartono theory of leadership style six indicators of leadership style, namely the ability to make decisions, the ability to motivate, the ability to communicate, the ability to manage emotions, be responsible, the ability to control subordinates. Data collection techniques used are observation, interviews and documentation. The results of this study indicate that the leadership style of the village head in village government is an authoritarian leadership style, this is because it focuses all decisions and policies taken from oneself. All division of duties and responsibilities is held by the authoritarian leader. While his subordinates only carry out the tasks that have been given. In an authoritarian leadership style, the leader controls all aspects of the activity. The leader gives what goals he wants to achieve, both major goals and minor goals.

LEADERSHIP STYLES AND ACADEMIC PERFORMANCE OF PUPILS IN SELECTED PUBLIC PRIMARY SCHOOLS: A CASE OF SELECTED SCHOOLS IN JINJA, UGANDA

In a bid to address poor academic performance among students in Jinja City primary schools, this study looked into how students' academic performance was affected by school leadership styles within the theoretical framework of the Path-Goal theory of leadership. The goals of the study were to: 1) comprehend how the laissez-faire leadership style affects academic performance; 2) examine the authoritarian leadership style; and 3) ascertain how the democratic leadership style affects students' academic performance. Data collection and analysis were done using a cross-sectional survey design that combined quantitative and qualitative research methods. Using simple random and purposeful sampling techniques, 100 participants were chosen from a target population of 300. Through the use of questionnaires and interview guides, data was gathered. The Statistical Package for Social Sciences (SPSS) was used to analyze the quantitative data, and descriptive analysis was used to find patterns and trends in the qualitative data. The findings revealed that the laissez-faire leadership style significantly affected students' academic performance by 83%. The authoritarian leadership style accounted for 66.7% of the variation in academic performance, while the democratic leadership style contributed 74.1%. The research emphasized the importance of upholding existing school rules, regulations, and goals to enhance students' academic performance. Recommendations include adopting flexible leadership approaches by school heads, emphasizing school rules and regulations, and recognizing the significance of authority in leadership to boost and sustain academic performance. The research also highlighted the value of open communication, guidance, equitable treatment, and equal opportunities for all stakeholders involved in promoting desired academic outcomes in primary schools. The theoretical implication of this study lies in the demonstration that adaption of different leadership styles can be applicable to educational settings to achieve desired goals.Keywords: Leadership Styles; Academic Performance; Path-Goal theory; Educational Outcomes; School Management; Students

The Concept of Authoritarian Leadership in Madrasah Tsanawiyah (MTs) Al-Hakim Sukabumi

The purpose of this research is to analyze the concept of authoritarian leadership style at Mts Al-Hakim Sukabumi. This type of research is a case study of research in the field using primary data sources obtained through direct interviews. In addition, data was obtained through literature study using secondary data sources which were summarized and collected from laws, websites, books, e-books and other sources that were highly relevant to the research problem discussed. The data of this research were analyzed qualitatively and interactively, starting from data collection, reduction, presentation, and drawing conclusions. The results of this study illustrate that the concept of leadership style at Mts Al-Hakim Sukabumi is divided into 4 types, namely intimidation, reflection, adaptation, and reaction. The recommendation of this research is that the principal is expected to have a more appropriate and adaptive application of his leadership style. Furthermore, for other researchers, it is suggested to expand the research by including other literature or other methods based on leadership style to further explore what concepts and factors are related to the principal's leadership style.

Impact of participative and authoritarian leadership on employee creativity: organizational citizenship behavior as a mediator

PurposeThe aim of this study is twofold; to test the effects of participative and authoritarian leadership styles on employee creativity; and to examine whether organizational citizenship behavior (OCB) mediates the relationship between these leadership styles and employee creativity.Design/methodology/approachA survey tool was employed in this research for data collection from the staff at higher education institutions in Malaysia. The collected data were analyzed via PLS-SEM to verify research hypotheses and reach at conclusions.FindingsThe outcomes verified that participative leadership positively affects OCB as well as employee creativity. The findings also demonstrated that authoritarian leadership does not really have any impact on the creativity and OCB of employees. Finally, the results demonstrated that OCB mediates the connection between a leader's participative approach and employee creativity, while its mediating effect among authoritarian leadership and employee creativity is not supported.Originality/valueThis paper addresses research gaps in the existing literature with regards to the role of participative and authoritarian leadership in predicting employee creativity through OCB. There are also scarce research studies on the linkages among the chosen constructs, particularly in higher education context.

Implikasi Gaya Kepemimpinan Kepala Madrasah Perempuan terhadap Kualitas Manajemen di Madrasah Aliyah Assulamy Langko Desa Langko Kecamatan Lingsar Kabupaten Lombok Barat

This study aims to determine the Implications of the Leadership Style of Female Madrasah Principals on Management Quality at MA Assulamy Langko. Using a qualitative-descriptive approach, data collection techniques using observation, interviews and documentation. This study found that the head of MA Assulamy Langko applied a democratic, authoritarian and situational leadership style. The application of each type of leadership is applied at a certain time. The democratic type is applied in decision making at meetings, the autocratic style type is applied when there is a teacher who continuously violates it so that the madrasah head has his own decision/assessment of the teacher, while the situational type is applied according to the conditions of the teacher, staff and the surrounding environment. Meanwhile, the quality of management at MA Assulamy Langko can be said to be good because the head of the madrasa together with the deputy head of the madrasa and all the teachers work together in improving the quality of management in the madrasa. And the implications of the leadership style of the female principal at MA Assulamy Langko can gradually increase the motivation and discipline of teachers and students.

PENGARUH GAYA KEPEMIMIPINAN OTORITER DAN LINGKUNGAN KERJA TERHADAP KINERJA KARYAWAN BAGIAN COMPONENT FACTORY DRY BATTERY DIVISION PADA PT SUKINEM MAKMUR ABADI

Entering the era of globalization, the business competition that occurs between companies is getting tougher. The higher the competition and the less economic opportunities and the success rate of a company. So that companies must be able to build and increase the productivity of their employees, the existence of quality human resources in the company plays a role. The purpose of this study is to determine the influence of authoritarian leadership style and work environment on the performance of employees of the Component Factory Dry Battrey Division at PT Sukinem Makmur Abadi. The research method used is quantitative research in the form of surveys. The research sample was 100 employees of the Component Factory Dry Battrey Division at PT Sukinem Makmur Abadi. The data collection method uses questionnaires. The data analysis technique uses multiple linear regression tests, partial hypothesis tests using t tests, and simultaneous hypothesis tests using F tests>. (2) There is a significant influence of the work environment on employee performance obtained thitung = 6,840 > ttabel = 1.66, so that H2 is accepted. (3) There is a significant influence of authoritarian leadership style and work environment simultaneously on employee performance, with a regression line equation of Yˆ = 5.155 + 0.373.X1 + 0.449.X2 with the value Fhitung = 35.882 > Ftabel = 4.89, so that H3 is accepted. The conclusion of this study is that the variables of authoritarian leadership style and work environment have a significant effect on employee performance.

The Effect of Authoritarian Leadership Style, Work Motivation, and Discipline on Employee Loyalty

This research was conducted with the aim of knowing the influence of leadership styleauthoritarian, work motivation, and discipline partially and simultaneously to loyaltyemployees at PT. Jayaland Hills Rays. This study uses a quantitative approach with questionnaire data collectiondistributed to 185 respondents. Samples are taken based on o`ne of the techniquesnon-probability sampling , the type of which is purposive sampling. Technical analysis of the data using the test instrument statement on the questionnaire (test validity,and reliability), classical assumption test (normality, linearity, multicollinearity, autocorrelation and heteroscedasticity) and multiple linear regression (multiple correlation test, multiple determination test,partial test and simultaneous test). The results obtained from this study are that there is an influence of leadership styleauthoritarian, work motivation, and discipline partially and simultaneously to loyaltyemployees at PT. Jayaland Hills Ray.

A Study of Leadership Styles of Female Elementary School Principals in Rawalpindi Pakistan

The research investigated the leadership styles of the female school principals. The population was 32 elementary school principals in total in Rawalpindi city of Pakistan. The quantitative research design was utilized by the researchers. For the data collection, a five-point Likert scale questionnaire was used. It was Leadership styles questionnaire 5X rater developed by Northouse in 2008. It was used to measure the Democratic Leadership Style, Authoritarian Leadership Style, and Lassies faire leadership Style. Descriptive and statistical methods were used to analyse the data. The results showed that among the total of 22 school principals, 16 were practicing democratic leadership style, 4 school principal were practicing authoritarian leadership style, 1 female principal was practicing both democratic and authoritarian leadership style and further, 1 school principal was practicing laissez-fare leadership style. Moreover, the results showed that the leadership style that is emerging as the most popular leadership style among the female school principals as compared to the authoritarian and laissez faire leadership styles at elementary school level was democratic leadership styles. It was also confirmed that the female school principals were democratic leaders.

Hastings Kamuzu Banda of Malawi: Post-Presidency Experiences, 1994–1997

This article traces the post-presidency experiences of Malawi’s first head of state, Dr Hastings Kamuzu Banda, from 1994 to 1997. Most of what has been written about him has concentrated on his time as an active politician, starting from the late 1950s, when he led the struggle against British colonial rule, and when he was the country’s head of state, from 1964 to 1994, focusing on both domestic and foreign policies. The study follows in the footsteps of seminal works in the field, including that by Roger Southall and Henning Melber, focusing on the experiences of African ex-presidents. However, there is no published scholarly work on Malawi’s Kamuzu Banda. Relying primarily on archival sources, court records, parliamentary proceedings and media reports, this study analyses the former leader’s life after his presidency. It concentrates on his political life, the perceived political prosecution and persecution, the struggle to retain his private property, funding for his private school, ill health and his worries about Malawi’s ethnic and regional polarisation in the aftermath of the 1994 general elections. This article argues that, although Kamuzu Banda faced elements of political persecution and harassment when he left office, some of the blame must also be placed on his authoritarian style of leadership as the country’s president and the fact that he did not immediately retire from active politics after leaving office. On the other hand, we cannot rule out the fears that his successor, Bakili Muluzi, had about Banda’s lingering influence, which the new president wanted to minimise or eliminate.

Self-evaluation of leadership styles, communication styles, and organizational cultures among top managers

Purpose. This descriptive study aimed to determine the leadership styles, communication styles, and organizational cultures and their relationship among the top managers. Methodology. A combination of the adopted and researcher-made questionnaires was utilized to gather the data among 115 department heads, deans, associate directors, directors, campus administrators, and vice presidents of one of the colleges in the Philippines. It was interpreted using frequency counts, percentage, mean, median, standard deviation, and Pearson correlation. Findings. Results revealed that most top managers “observed” authoritarian and laissez-faire leadership styles while “rarely observed” democratic. They “often observed” all communication styles, such as activist, pragmatist, theorist, and reflector. Also, they “mostly observed” accommodating organizational culture while often observed headstrong, precise, animated, introverted, convincing, and down-to-earth. There was a statistically significant relationship found between the following: laissez-faire leadership style and activist communication style; authoritarian leadership style and down-to-earth organizational culture; democratic leadership styleand down-to-earth organizational culture; laissez-faire leadership style and animated and convincing organizational cultures; activist communication style and headstrong, precise, animated, introverted, and convincing organizational cultures; reflector communication style and precise, animated, down-toearth, introverted, convincing, and accommodating organizational cultures; theorist communication styleand headstrong, precise, animated, introverted, and convincing organizational cultures; and, pragmatist communication style and all organizational cultures. Implications for practice. Top managers were embedded with various personalities and cultures. These differences did not constrain the connection towork harmoniously and effectively. Instead, it brought an opportunity to create a relationship that would link towards attaining the organizational goals. Value of the results. This paper used different leadership styles, communication styles, and organizational cultures that were excluded from the previous studies. The results will augment the existing literature on self-evaluation and leadership and management.

Influencia del liderazgo en gestión del conocimiento y eficiencia hospitalaria

ObjectiveTo analyse the effect of leadership style on knowledge management in hospitals and hospital efficiency based on the opinion of experts in hospital management, applying fuzzy cognitive maps (FCM). MethodFCM are relational models that can be used to graphically represent expert opinion and knowledge to infer cause–effect relationships between different concepts. The use of FCM as a simulation tool allows the evaluation of possible scenarios based on different leadership styles in hospitals. ResultsIn the resulting augmented matrix, standardized effects range from 0.02 to 0.84, with the highest value representing the strongest relationship between knowledge exploitation and hospital efficiency. From the viewpoint of experts, knowledge creation within the hospital also influences hospital efficiency. Regarding variables reflecting leadership characteristics, positive effects have been identified, though with varying intensities, between authority, benevolence, and charisma, both in terms of knowledge creation and exploitation, as well as hospital efficiency. The transformational leadership style is associated with coefficients having higher values for knowledge management and hospital efficiency. ConclusionsExperts suggest that hospitals with authoritarian leadership styles would exhibit lower levels of knowledge creation and management, as well as lower hospital efficiency. On the other hand, they associate hospitals managed with a paternalistic leadership style with better values in both knowledge creation and exploitation, as well as hospital efficiency, compared to the authoritarian leadership style. Finally, they attribute the highest levels in aspects related to knowledge management and hospital efficiency to the transformational leadership style.

Hybris Syndrome as a Danger of Power

In the specialized literature, the Hybris Syndrome and the paradox of power are described as characteristics of authoritarian power, which have negative repercussions on society or the organization. Being, in fact, imminent characteristics of any power, within the authoritarian leadership style, it manifests itself most intensely. The phenomena of power paradox and Hubris Syndrome are important for the study of authoritarian thinking and behaviour, as they allow us to understand the mental and attitudinal factors that influence the formation of authoritarian leadership styles. The Hybris Syndrome is an occupational hazard that affects all leaders, whether they are managers, soldiers, politicians or scientists. The feeling of omnipotence and impunity can occur in leaders of any level and in any field of activity, but the risk increases with the rise in the hierarchical ladder and with the increase in the duration of the person's position.