Change Leadership Style Research Articles

Looking beyond tasks to develop flexible leadership

There is a determination within health and social care to make leaders and leadership better and more able to face the challenges within an ever-changing social, political and organisational landscape. However, this presents difficulties, especially as workplace culture and climate may make people unlikely to take different leadership approaches. This paper reports on the findings of an evaluation of a leadership development programme delivered to senior leaders in health and social care. It uses qualitative data to demonstrate that, even in a safe, risk-free environment, health and social care leaders approach a hypothetical scenario in a defensive, hierarchical and expert-led manner; only after they were given ‘expert’ permission to change leadership style, did they act collectively and seek to adopt a transformational style of leadership.

Examining Leadership Style Influence on Engagement in a National Change Process: Implications for Leadership Education

Individuals expected to offer leadership are often chosen based on their power position within the field of interest and specialization in the context area being addressed and not on their leadership style. Leadership education curriculum often focuses on change as a product of leadership and leadership styles but places little emphasis on how the leadership styles of those chosen to lead change can influence the change process. In order to inform the development of curriculum targeting this aspect of leadership, research needs to be done to determine if leadership style impacts level of engagement in change. This research examined how transformational and transactional leadership styles impacted engagement in a national change process when 39 department chairs of universities across the United States were selected by the National Science Foundation to lead science, technology, engineering and math (STEM) educational reform at the undergraduate level. The findings revealed transformational leadership style positively predicted engagement in change and transactional leadership style negatively predicted engagement in change. While the small sample size makes the findings exploratory in nature and should be used with caution, they imply leadership education curriculum should include lessons on the impact these two styles have on engagement in change since there were statistically significant differences.

Implementing culture change in long-term dementia care settings.

The approach to nursing in long-term care settings for people living with dementia continues to evolve from a traditional, task-oriented culture to one that is person-centred. Such change can be difficult to manage and may encounter considerable opposition; having an understanding of change management and leadership styles may help to make this transition easier. This article discusses the differences between task-oriented and person-centred care, theories of management, motivation and leadership styles, and focuses on those that are most appropriate for this type of change. An improved understanding of these theories will enable nurses to support others in the delivery of person-centred care.

An Analysis of the Relationship between School Managers’ Change Leadership Style and Multi-Factorial Leadership Styles from the Views of Teachers

<p style="text-align: justify;">The aim of this study has been to identify school managers’ leadership styles and levels in terms of teachers’ perceptions. The focus of the study includes primary, secondary and high schools in Şahinbey and Şehitkamil districts of Gaziantep. In the study, the selection of the sample, which consists of 228 teachers, was carried out by using the disproportionate cluster sampling method. The data have been collected via change leadership scale and multi-factorial leadership scale. For analysis of data Pearson Correlation coefficients have been used. According to the research results, teachers believe that among the multi-factorial leadership styles their managers show mostly transformational, transactional and change leadership behaviors, while they show laissez-faire leadership behaviors less frequently. It was also found out that there is a moderate relation between transformational and change leadership styles; a low-level weak relation between transformational and transactional leadership; and a low-level relation between transformational and laissez-faire leadership. On the other hand, there is a respectively low and meaningful relationship between change leadership and transactional leadership; a negative and very low relationship between change leadership and laissez-faire leadership. Finally, a low level relation has been detected between transactional leadership and laissez-faire leadership.</p>

Institutionalizing the Academic Health Department Within the Context of the 3-Fold Academic Mission

A mature model of an academic health department (AHD) that has been institutionalized over 2 decades is described within the context of the 3-fold traditional mission of academics (teaching, research, and service/practice). This adaptive model for AHDs, based on mutual benefits that can be viewed through the lenses of both the academic health center mission and the public health functions and services, has important implications for AHD sustainability. Continued collaboration in any academic-public health partnership will depend in part on the commitments of the changing leadership. However, institutionalizing support for the academic mission enables this collaboration to transcend changing leadership styles and priorities. The collaboration of Duval County Health Department and University of Florida College of Medicine-Jacksonville is an example of a model of AHD that has endured major changes in leadership within both the academic center and the Duval County Health Department.

Positive Leadership Styles of Managers

In the era of globalization and recession the managers were under tremendous pressure in India. The managers had to experiment with their approach towards leadership, which forced them to change leadership style. The recent study investigated the most and least preferred styles of managers in the large and medium scale organizations. The study was conducted on 102 middle level managers. The findings revealed that Missionary style (Mean 8.9) was the most preferred leadership style by managers and Deserter (Mean 4.8) & Autocrat leadership (Mean 4.9) styles were the least preferred styles by the managers. The study also found that most of the preferred leadership styles had components of positive psychology. Based on these findings of the present study, it is recommended that managers, executives, human resource managers and other leaders in the organizations to have more inclination to apply leadership styles consisting positive components.

Women Career Advancement in Public Service: A Study in Indonesia

There are lots of facilities provided by the Indonesian public service to the Muslim women public servant to ease the effect of working on their families such as child care, job sharing, flexible hours, longer maternity leave and working from home. On top of that, policies available that support the women are treating them with the same trust and confidence, giving them the same assignment, paying them comparable salaries as men and not to relocate them for the sake of career advancement. It is found out that the factors that contribute to their career success were experience, education, seniority, interpersonal skills, ability in tackling superiors, commitment and dedication, support from superiors, colleagues and family and leadership styles. On the other hand, they believe that there are some factors that hinder them from career advancement which are preference for family, limited access to professional training, personality, lack of leadership charisma, lack of confidence, society expectation, gender bias, lack of qualification; power; prestigious developmental assignments and informal network, no mentoring system, low self esteem and not taken seriously. They believe that Muslim women are capable in leading organizations as physical inferiority compared to men is not a factor in their religion. In fact, they should be obeyed and respected as men as their religion does not prohibit them to be the leader of men in general. This is due to gender is not a factor but their capabilities are. Moreover, Indonesian Muslim women public servants are more concerned of their staff. However, family is more important than their career. Thus, these Indonesian public servants believe that Muslim women should assist their family financially if the husbands are unemployed or terminally ill. Majority agreed that they have good prospects for promotion in their departments. Hence, they would apply promotion in the next three to five years. In order to get the promotion, they are willing to devote their time to advance in their career such as to further studies, perform abilities, attend courses, develop network with management or change leadership style. Majority of them would also like to adjust their career aspiration if they are unsuccessful in their career advancement. However, only one of them would like to leave the organization.

Leadership in the 21st Century: Challenges in the Public Versus the Private System

Major role in differentiating performance organizations from those who register failures is determined by the presence of a dynamic, efficient and flexible leadership. For multiple reasons, researchers presented various forms, theories and models, phenomena of leadership and management style are studied relevant, in relation to their influence on organizations, as expressed by the effectiveness, efficiency and sustainability.Article refers to the exercise of leadership differentiated into two organizational systems with different features: the public and private. Perceived differently at the company level, service users or consumers of goods, it attracts a lot of controversies caused by the processes taking place in the environment and organizational culture. This study defines precisely the differences of perception that leaders of the two systems show in relation to the needs expressed and reflected in the list of recommendations made by the researchers to suggest they change leadership style in the 21st century.

Chinese students’ perception and conditions of leadership

One hundred fifty-one Chinese participants rated scales on perceived transformational and change leadership, and perceived conditions of leadership (e.g., leadership experience, interpersonal competence, adaptor-innovator style, achievement goal orientation, and personality). The participants perceived highly their transformational leadership styles. Interpersonal competence was the strongest predictor of transformational and change leadership. Gender was found to be a significant predictor of transformational leadership (both for articulating the vision and fostering the acceptance of group goals). Kirton's originality subscale could predict transformational leadership (articulating the vision). Conscientiousness proved to be a significant predictor of transformational and change leadership. Females rated higher on leadership scales than males, which seems to predispose them to exert transformational and change leadership style in organizations. © 2011 Published by Elsevier Ltd.

Aspiring to leadership … a woman's world? An example of developments in France

Purpose – The purpose of this paper is to review and analyse current research in the field of women leadership. It deals with fundamental changes observed in the past 20 years and tries to establish any common traits and tendencies. The question of whether changing leadership styles, emotional intelligence and different organisational requirements have favoured the emergence of women leaders is addressed. Attention is then switched to France to determine whether this country is in line with the general trends or not.Design/methodology/approach – Current research in the field is reviewed and it is demonstrated that, with the advent of globalisation and changing leadership styles, there are some encouraging signs for the female graduates of the 21st century's international business schools, although progress is painstakingly slow. Concerning women leaders in France, 12 in‐depth, semi‐directive interviews were performed with women occupying leadership positions in medium‐sized to large companies. A cluster a...

Leadership, decision making, and organizational justice

The article integrates three lines of research with regard to leadership, decision making, and organizational justice. First the theoretical perspective, it is argued that transformational and transactional leaders adopt different approaches to decision making. Transformational leaders appear to prefer a comprehensive style of decision making that uses many input sources and considers many optional pathways. Transactional leaders, by contrast, are more prone to use a more limited information base, and consider fewer alternative routes. The study reported on here concludes that transformational and transactional leaders focus on different aspects of organizational justice. Transformational leaders tend to emphasize the social dimensions of fairness in the workplace. Transactional leaders are oriented toward the structural features of workplace justice. Some practical issues are addressed, such as what should be considered when managers are selected for specific assignments with leadership requirements, and issues pertaining to changing leadership styles.

Organisation change and management decision in museums

A survey of 24 museums of various kinds in Australia, Canada, the UK and the USA sought to identify the processes that these organisations used to manage change. It was hypothesised that those organisations which were assessed by respondents to have achieved successful change outcomes would also have managed the change process in accordance with general guidelines on effective change in the change literature. The general guidelines largely recommend a consultative or participative style of leadership as being most effective for leading change. Recent contingency models relating change leadership style to change strategy predict that participative leadership styles are not always appropriate or effective for leading change, and that under circumstances, exceptions to the general guidelines would apply. However, it was argued that due to the nature of museums as professional bureaucracies, such exceptions are unlikely to occur for the organisations studied in this paper. The findings provided strong support for these general principles of effective change management.

Leading at the edge of chaos: how to create the nimble organization

THE NIMBLE CHALLENGE. Execution, Execution, Execution. Confronting the Challenge of Change. THE CONTAINED SLIDE-CREATING THE NIMBLE ORGANIZATION. The Constant Quest. Working in the Nimble Zone. Powering Up for the New Game. HUMAN DUE DILIGENCE. The Human Side of Change. Andy's Desision and Yours. Capacity Versus Demand. NIMBLE LEADERSHIP CAPABILITIES. Strategic Oversight. Change Leadership Styles. Leadership's Personal Resilience. Optimizing Paradigm Life Span. FINE-TUNING THE NIMBLE ORGANIZATION. Conditioning for Constant Turbulence. Expanding Change Knowledge. Genuine Delegation and Empowerment. The Value Of Structured Flexibility. Ensuring Effective Implementation. THE DESTINATION IS THE JOURNEY. Mastering the Leadership Role. Where From Here? Appendices. Notes. Bibliography. About Odr. Index.

Effective change strategies for public enterprises: Lessons from turnaround cases

The paper describes two alternative organizational change paradigms which have gained currency in the West, namely, strategic management and organization development. It highlights the distinctive characteristics of public enterprises, especially those operating in developing countries. It examines and analyses several turnaround cases of public enterprise in India and Sri Lanka to develop hypotheses on sequencing of events in a turnaround, leadership skills needed for turnaround, management of external interface of the enterprise, and determinants of mobilization of internal resources for turnaround. The paper identifies some systemic, self-sustaining effects of both sickness and turnaround; the way enterprise leadership can convert the liabilities of public enterprises into assets; and the necessity for changing leadership styles in the different phases of a turnaround. It concludes that strategic management and organizational development models of change may be inadequate as models for changing public enterprises, and a fuller model of planned change for public enterprises may emerge by considering turnaround strategies.

Changing Leadership Styles and Political Images: Sonic Preliminary Notes

In this short article I suggest that the current styles of most African leaders relate to a number of significant changes in the political environment as regards (i) their rôles and the structures within which they are imbedded, (ii) their audiences/followerships and expectations, and (iii) the salience and valence of important symbols. My analysis will also involve making comparisons between political styles adopted before and after independence, as well as examining the meaning of leadership rôle-images projected during both periods.