Choice Of Leadership Style Research Articles

Influence of expression of leadership qualities on the choice of leadership style and the degree of achieving success in professional activities

Influence of expression of leadership qualities on the choice of leadership style and the degree of achieving success in professional activities

Impact of Leadership Styles on Employees’ Performance: An Empirical Investigation of Middle-Level Employees

Leadership styles play a significant role in shaping the behaviour, motivation, and productivity of employees, particularly at the middle management level. Transformational leaders inspire and motivate employees, encouraging them to exceed expectations and achieve higher levels of performance. Transactional leaders focus on setting clear goals, providing rewards and punishments based on performance, and maintaining the status quo. Laissez-faire leaders adopt a hands-off approach, giving employees a high level of autonomy and decision-making power. The choice of leadership style can significantly impact middle-level employees' performance indicators, including productivity, job satisfaction, and motivation. This study presents essential inputs for organizations to effectively manage and optimize the potential of their middle-level employees, ultimately contributing to overall organizational success.

The role of a leader in the processes of social responsibility of business and management of the company’s financial activities

The article is devoted to the justification of the role of the leader in the process of functioning of the enterprise and the influence of his initiatives on the development of social responsibility of business. In the conditions of the growth of socio-economic changes, the role of leadership in the processes of social responsibility of business and management of financial activities of the company acquires significant importance, the use of the potential of leadership influence is especially relevant. The purpose of the article is to substantiate the influence of leadership behavior on the processes of social responsibility of business and financial results of the company. The significance of the influence of the head of the enterprise as a leader in the processes of socially responsible business has been proven. A socially responsible business should involve all members of the work team, but the vector of movement is still set by the leader. It was determined that the problem preservation financial stability at the same time use commercial methods for active development social impact creates unique challenges for leadership and management. The three key roles of a socially responsible business leader are justified: leadership in society, strategic management of the organization, and personal leadership. Each one with three roles brings unique challenges and considerations for a leader socially responsible business. The roles should not be considered separately, but as a whole. The ideal socially responsible business leader must combine practices and personal qualities that optimally match each role. It has been proven that a modern socially responsible business leader must acquire different leadership styles, in accordance with various socially responsible business initiatives. Rigid and flexible aspects of social initiatives are highlighted. The scientific novelty of the work consists in the development of recommendations regarding the choice of leadership styles, in accordance with various aspects of socially responsible business (rigid and flexible) and social initiatives. It is proposed to consider the correspondence of leadership styles to socially responsible business initiatives. Among the leadership styles, the following are distinguished: authoritarian, democratic, sociable, visionary, leading leader, coach leader, servant leader. The development of leadership skills is useful not only for managers and leaders, but also for everyone who has to work in a team to achieve the goal and implement socially responsible business initiatives.

Gender as a factor that affects the choice of leadership styles in public primary schools

Gender as a factor that affects the choice of leadership styles in public primary schools

The school principal’s role as a leader in teachers’ professional development: the case of public secondary education in Athens

This research aimed to examine the role of leadership in the school environment and leadership’s contribution to the effectiveness of teachers’ professional development in the public secondary education of Athens to improve the learning process and school quality. More specifically, this study highlights the school principal's contribution as a leader in teachers’ professional development. The choice of leadership style (education, administrative, transformational, ethical, participatory, and contingent) positively impacts teachers’ professional development. Data were collected from 180 teachers of the public secondary education of Athens, involving lower secondary schools, upper secondary vocational and general schools, excluding private and other types of schools. SPSS software was used to perform quantitative analysis of the collected data. The results showed no statistically significant correlation between teachers’ gender, skills, characteristics, and abilities. However, it was observed that there is a statistically significant correlation between age, tolerance, and rejection of educational techniques on teaching practice. The evidence from this study confirmed a direct impact of the school principal’s training on teachers’ professional development. Finally, it was concluded that the school principal – the leader should work as a learning manager to lead teachers in professional development and as a learning manager and an inspiration for lifelong learning.

Constructs in Leadership Style’s Choice based on Workplace Experience in Ugandan Secondary Schools

This qualitative study was done on the head teacher’s choice of leadership styles and their implication for better performance using one selected Private school in Mukono District (Uganda). It established that, head teacher’s choice of leadership styles did not cause any hindrances amongst his staff so they worked harmoniously to achieve the set targets and goals, motivational-skills and team playing-role in all that happens in the school fosters active participation of all stake holders which eventually leads to attainment of results as targeted, thus recommending for effective delivery of quality education services and improved students’ academic performance is to be attained.

Effect of Strategic Leadership Styles on Organizational Performance: A Survey of Chartered Universities in Kenya

Universities play an important role in the economic development of countries. It is widely agreed to a larger extent that university management and leadership style form an important pillar in the performance of the institutions of higher learning. Leadership is a concept that has undergone much adaptation to suit the unique needs of each organization due to the changes in demographics, globalization, and technology and work practices. As a result of this evolution, strategic leadership approach has been adopted by institutions of higher learning globally. In Kenya, universities practice strategic leadership as they have adopted different strategies at various levels of management. However, there are varying levels of performance in Uuniversities as indicated in their rankings despite all of them adopting strategic leadership. This is a gap that prompted a study on establishing the link between strategic leadership and organizational performance in Kenyan chartered universities. The study used a descriptive cross-sectional research design. The study sample consisted of Vice Chancellors and Deputy Vice Chancellors from 27 public universities and 16 private universities. Data analysis was done using Independent samples t-test, ANOVA, multiple regression and Pearson correlation analysis. The research found that VCs were more likely to use transformational leadership style than DVCs. Organisational performance was also found to be higher among newly appointed VCs and DVCs but it declined as one stayed longer in their management position. The age of the office bearer was found not to influence their choice of leadership style. The results of correlation and multiple regression analysis showed that transformational leadership style had a significant positive effect on performance while transactional leadership had a negative effect on performance. Further regression analysis showed that transformational leadership (intellectual stimulation) was the only significant positive predictor of organisational performance (β=0.532, p=0.000). This implies that transformational leadership is more effective in the university management than transactional leadership. Thus, university management should aim at improving on their ability to deploy this kind of style to achieve better results.

Influence of Principals’ Sex, Experience and Age on their Choice of Leadership Style in Managing Students’ Indiscipline in Public Secondary Schools in Edo North Senatorial District of Nigeria

This study investigated influence of principals’ sex, experience and age on choice of leadership styles in managing students’ indiscipline in public secondary schools in Edo North Senatorial District, Nigeria. Four (4) research questions were raised and two (2) of which were not hypothesized but answered while two (2) hypotheses were formulated and tested at 0.05 level of significance. The descriptive study based on survey research design was adopted. A population of 184 principals of public secondary schools in Edo North Senatorial District was studied. The questionnaire used was titled: “Influence of Principals’ Leadership Style on Managing Students’ Indiscipline (IPLSMSI)”. The data collected were analyzed using mean and standard deviation and the t-test. The results of the study were that principals in secondary schools in Edo North Senatorial District adopted three leadership styles in managing students’ indiscipline. These included democratic leadership style, autocratic leadership styles and laissez-faire leadership style. The democratic leadership style was the most effective style used by principal in managing students’ indiscipline in Edo North Senatorial District. It was recommended that principals should adopt the democratic style of leadership in managing students’ indiscipline in secondary schools since it was found most effective.

Effect of Representative Leadership Styles on the Composition of Organization Commitment with the Facilitating Role of Organizational Maturity

This study proposes a framework to explore the effect of leadership styles in defining the composition of Organizational Commitment (OC) along effective, normative and continuance dimension. To bring in a more logical choice of leadership styles, limited numbers of representative leadership styles are derived from the long list of styles presented in the contemporary literature. Higher level of organizational maturity is proposed to facilitate the role of leadership style in shaping the composition of OC in three different dimensions. Organizational Maturity is measured by Capability Maturity Model (CMM), stage of Organization Life Cycle and specificity of Organizational Culture. Results support that a more persuasive and participative leadership style enhance the affective and normative commitment while continuance dimension of commitment is maintained under authoritative and unilateral style of leadership.

Nursing leadership in intensive care units and its relationship to the work environment.

AIM: To establish whether there is any relationship between the work environment and nursing leadership at intensive care units (ICUs). METHOD: Correlational study conducted at four ICUs in southern São Paulo (SP), Brazil. The study population was comprised of 66 pairs (nurses and nursing technicians) established by lottery. The nurses responded to three instruments: 1) characterization; 2) a validated Portuguese version of the Nursing Work Index Revised (B-NWI-R); and 3) Grid & Leadership in Nursing: ideal behavior. The nursing technicians responded to 1) characterization and to 2) Grid and Leadership in Nursing: actual behavior, relative to the corresponding randomly-assigned nurse. The data were analyzed by means of analysis of variance (ANOVA) at p ≤ 0.05. RESULTS: The work environment was not associated with actual nursing leadership (p = 0.852). The public or private nature of the institutions where the investigated ICUs were located had no significant effect on leadership (p = 0.437). Only the nurse-physician relationship domain stood out (p = 0.001). CONCLUSION: The choice of leadership styles by nurses should match the ICU characteristics. Leadership skills could be developed, and the work environment did not exert any influence on the investigated population.

Empirical testing of Hofstede's measures of national culture and their impact on leadership in four countries

This paper presents the results of empirical investigation of the validity of Hofstede's measurements of national culture in Serbia, France, the Netherlands, and Denmark. In one multinational company the employees have taken part in the questionnaire the purpose of which was to investigate whether the relative relations between positions of the observed national cultures stayed the same when compared according to each of the four national culture dimensions as Hofstede had originally described. In addition, it has been also explored whether a national culture could, through its power distance dimension, be a relevant factor in the choice of leadership style in organizations. The results of the research have demonstrated that the positions of four national cultures and their relative relations have remained the same as Hofstede outlined them through his indexes in three out of four dimensions. The research has also shown that in the national cultures with high power distance, the employees prefer Likert's autocratic leadership styles (exploitative and benevolent), whereas in the cultures with low power distance they tend to choose democratic leadership styles (consultative and participative).

Role of Culture in Leaders Leading

Leadership today and in the foreseeable future consists of multiple relationships, a variety of partnering with each having its distinct characteristics: unique demands, values, and tensions. In many organizations, such informal partnerships based on converging ideas would have been considered disruptive of the basic power structure, illegitimate given the chain of command and initiatives made a commitment to the strategic objectives or culture of the organization. National culture influencing choice of leadership style. Leadership in organizations has a specific focus on managerial leadership in organizations and must be an attempt at bridging the gulf between culture and management. Leading by culture are making work, productions and projects which show different ways of thinking, feeling and experiencing the world - bringing dynamism to the economy and wider society. In this paper, we have tried to describe leadership and culture. And explain the leading in content of culture. For this purpose, we have expressed leadership component and culture components and the role of culture in leaders leading.

UNDERSTANDING SCHOOL LEADERSHIP AND MANAGEMENT IN CONTEMPORARY NIGERIA

The problems that plagues the school system are so numerous that those who are within the educational system are so overwhelmed not to talk of outsiders who are poised to ask such a pertinent question like “are the principals leading the schools well?”. This paper examined the quality valuation among the male and female principals in their choice of leadership styles. The principals, the teachers and the student were all required to make their contributions to ascertain what style of leadership that is commonly adopted by the male on the one hand and the female principals on the other. The analysed data shows that the female principals qualitatively involve the democratic style of leadership than the men. The female principals also involve their staff in decision-making than does the male counterpart, the male principals, who adopted the democratic and the autocratic styles of leadership are quicker at the management of crises in schools than the female principals.

Political Economy and Organizational Leadership: A Hope-based Theory

Unlike other disciplines in the humanities and social sciences, economics has neglected leadership. This paper proposes that a distinctive leadership role is to facilitate the development of hope so that organizational members can sustain their commitments. The conceptual grounding for this approach can be found in the work of Amaryta Sen, Albert Hirschman and Jon Elster, who have tried to explain the effect of commitment and emotions on behavior. It is also proposed here that the authority organizational leaders have to call meetings gives them the capacity both to influence social interactions to carry out this role, and to gauge the organization's cultural strength and its members' receptiveness to inspirational information that can shape the choice of leadership styles.

Coping with multicultural projects: the leadership styles of Finnish project managers

Finnish leaders and key personnel of multicultural projects were interviewed about their experiences and perspectives on multicultural project leadership. The team members included Finnish–Chinese, Finnish–European, and Finnish–American cultural combinations. The Chinese team members were mostly from Hong Kong with one team from Beijing. Three multicultural project leadership styles were found. Forty out of forty-seven project leaders indicated a solely task oriented leadership style. The same leaders also indicated cultural blindness, ethnocentrism, parochialism, or in-group favoritism. The seven leaders that indicated almost solely relationships' orientation, or both task and relationships' orientation, indicated also cultural sympathy and three leadership strategies to maintain team cohesion and to avoid cross-cultural problems. It is possible that they understand foreign cultures as a social phenomenon and can use that knowledge in leadership. Obviously, the relationships and task orientation are personality traits that have wide consequences for multicultural project management and the choice of leadership style as well as the foreign cultures.

Quality management: A comparison of cultural differences

In this article we study the way the quality of leadership, human resource (HR) systems, manufacturing system and company performance are related and whether this relationship is dependent upon a specific business culture. Using data from UK, representing one culture, and Australia and New Zealand representing another, we have indicated that a universal structure between the mentioned four business components exists and that this structure is independent of the cultural setting within the areas we have chosen for this study. The main hypothesis is that the quality of leadership is unconditional, while the probability of both a high-quality HR system and a highquality manufacturing system is conditional upon leadership quality. Finally, the level of performance is conditional upon the joint effect of the quality of the HR system and the quality of the manufacturing system. This hypothesis is clearly supported by the data and, furthermore, data support that the structure is independent of country. These conclusions mean, as we have also seen from a number of other studies, that the choice of leadership style is crucial to the success of business operations and, hence, to the ultimate performance of the company.

Viewpoint: a leader′s inner security might be a crucial factor for choice of leadership style

Looks at leaders′and subordinates′ differing tasks and how both must take on each others needs and styles to improve in the leadership and supportive roles.

Adopting a Contingency Approach to One's Leadership Style: From Cognitive Awareness to Actual Practice—As Easy as it Appears?

Implied in the contingency approach to leadership is the need for leaders to be flexible in their choice of leadership style based on the situation. Thus, if the leader's initial attempt to influence a group is unsuccessful, one suggested course of action available to the leader is to adopt an alternative style of leadership more compatible with elements of the situation. This article examines the likelihood that awareness by the leader that the present leadership style "is not working" is sufficient to result in the leader's changing his or her style. It is contended that once a leader encounters resistance to his or her attempts to influence a group, a more likely response of many leaders is to rely even further on the approach to leadership that he or she is most comfortable with. Leadership style(s) used by an organizational behavior (OB) instructor in relating to several OB classes that varied greatly in terms of performance and classroom participation are examined.

Simulated Work Climate as an Influence on Choice of Leadership Style

Twenty-four foremen assumed the role of "supervisor" in an industrial simulation experiment and directed the labors of two successive work crews. One crew exhibited characteristics of group stress and the other did not. Supervisors were observed to employ a more authoritarian style of control in the group-stress than in the neutral condition (P<.01).