Leadership Management Research Articles

Does Emotional Intelligence and Self-Efficacy Predict Transformational Leadership in Law Enforcement Managers: A Quantitative Study

This study examined the predictive relationship between emotional intelligence, self-efficacy, and transformational leadership in law enforcement management. While transformational leadership is widely recognized for enhancing organizational success and employee well-being, research often focuses on corporate settings, overlooking the unique challenges of law enforcement. Additionally, emotional intelligence and self-efficacy are frequently studied in isolation, leaving gaps in understanding their combined influence on leadership in high-stress environments. Using quantitative correlational design, data was collected from 82 law enforcement managers in Southwest Florida through validated instruments: the Wong and Law Emotional Intelligence Scale, Leader Efficacy Questionnaire, and Multifactor Leadership Questionnaire. Multiple regression analysis assessed the predictive contributions of emotional intelligence and self-efficacy, while Spearman’s correlation examined their relationships. Findings revealed that emotional intelligence and self-efficacy significantly predict transformational leadership, accounting for 96% of its variance (R² = 0.960). Emotional intelligence was the strongest predictor (β = 0.879), with self-efficacy also contributing meaningfully (β = 0.547). Both predictors were statistically significant (p < 0.001), emphasizing their role in effective leadership. This study advances leadership literature by integrating social exchange and social cognitive theories, offering a deeper understanding of how these traits shape transformational leadership. The findings provide practical insights for leadership development in law enforcement and other high-stress fields, emphasizing the need to cultivate emotional intelligence and self-efficacy to enhance resilience, team performance, and leadership effectiveness.

A Post Evaluation on Decision Support System for Roles Selection in Supporting Talent Development Intervention Programme in Malaysia Public Higher Education Institution

This study focuses on the importance of leadership continuity in higher education institutions (HEIs) and the challenges faced in identifying suitable successors for leadership positions. The objective is to present the Multi-Criteria Tacit Knowledge Acquisition Framework (MC-TKAF) to support talent development intervention programs in Malaysian HEIs. The framework is grounded in cognitive apprenticeship, socialisation, and informal learning theory, which are used to acquire knowledge from experts to address talent limitations among novices. The study utilises the Fuzzy Delphi approach to obtain consensus on suitable indicators for assessing tacit knowledge competency among Academic Leadership Management (ALM) in Malaysian HEIs.The study consists of three phases. Phase 1 involves examining the existing process of acquiring tacit knowledge and determining the parameters needed to construct the framework. Phase 2 uses the findings from Phase 1 to establish a novel framework for acquiring tacit knowledge suitable for the HEI setting. Phase 3 aims to evaluate the effectiveness of the Tacit Knowledge Acquisition Framework within the Talent Development Intervention Program using the Multi Criteria Decision Making approach. The research proposes the hybrid MCDM technique to measure talent performance within the framework. This paper focuses on Phase 3, which involves validating the strategy through post-assessment conducted by three evaluators from different categories in Malaysian Public HEIs.The indicators presented in this publication can serve as a reference for HEIs to develop suitable talent performance measurements for each specific tacit knowledge acquisition implemented. Overall, this study addresses the need for leadership continuity in HEIs and provides a framework to support talent development and succession planning in Malaysian higher education institutions.

Future-Ready Schools: Strengthening Organizational Effectiveness and Change Readiness

This study evaluated the organizational effectiveness and change readiness of schools according to administrator and teacher perceptions. The specific aims were to identify how administrators and teachers rated the significant organizational areas such as tasks, structure, people relationships, motivation, support, management leadership, attitude towards change, and performance. The study also sought to identify significant differences in administrators' and teachers' perceptions towards organizational effectiveness as well as between their ratings of the organizations' change readiness. Data were collected using a survey and analyzed using descriptive statistics and t-tests. The findings were that the two groups rated the significant organizational areas as moderately effective, with positive responses from the teachers compared to the administrators. Significant differences in people relationships and performance were confirmed. Both groups reported moderate change readiness, where administrators gave top priority to top management support. Overall, there were no differences in their ratings of change readiness. These findings emphasize the need for collaborative effort and proactive leadership to improve organizational effectiveness and change readiness in elementary schools. Recommendations for the future include improving administrators’ teacher collaboration, modernizing teaching practices, establishing teacher motivation, improving community involvement, and embracing proactive leadership for improvement and adaptability to changing educational demands.

Developing Management Model for Youth Basketball Clubs in Guangzhou City

Background and Aim: In recent years, Guangzhou Basketball Club has developed rapidly. However, at present, there are few studies on the current and future development goals, development evaluation, management mode, and long-term planning of Guangzhou Basketball Club, and the research depth is insufficient. Therefore, this paper will analyze the development and management model of youth basketball clubs in Guangzhou, and combine political, economic, and social factors to provide effective strategies and suggestions for the development of basketball clubs in Guangzhou. The main goal of this study is to construct a management model for the development of basketball clubs in Guangzhou. Materials and Methods: Literature review, expert interviews, and focus group questionnaires were used to ensure the authenticity and validity of the survey contents. Then, the development and management model of the basketball club was established and its effectiveness was verified. A total of 21 experts were interviewed in this study, and the experts were divided into three groups: the first group consisted of 5 experts to discuss and evaluate the development and management of youth basketball clubs in Guangzhou; The second group consisted of 9 experts to ensure input on the proposed POLC conceptual model; The third group consists of 7 senior experts who are responsible for evaluating and validating the developed POLC model. The POLC model is a management model that divides the management process into four basic functions: Planning, Organizing, Leading, and Controlling. Each function has its specific application process. Steps in developing the POLC model) research and discuss the management of the Guangzhou Youth Basketball Club; 2) evaluate and study the important elements of the POLC model and develop a POLC conceptual model; 3) develop a draft POLC model through focus group discussions to ensure expert input on the POLC conceptual model; 4) The POLC model is evaluated and validated by senior experts, and the POLC model is revised and finalized. Frequency, average statistics, and content analysis were used for data analysis. Result: Through the evaluation and verification of the POLC model for the development and management of Guangzhou Youth Basketball Clubs by experts, the four components of the model were finally determined: 1) The project management model includes six elements: government policy and support, market and demand, club strategy and business model, school and education, financial resources, challenges, and trends. 2) There are 5 factors in the organizational management model: organizational structure and system, human resources, marketing and promotion, risk management, and financial sustainability. 3) There are 7 factors in the leadership management model: professional development, innovation and culture, staffing and expertise, external factors, performance management, work-life balance, and employee engagement. 4) There are 5 factors of the control management model: quality assurance, performance measurement, financial control, risk management, competition, and development. Conclusion: In terms of the quality evaluation of the POLC model, senior experts have conducted a good evaluation and verification of the POLC model for the development and management of Guangzhou Youth Basketball Clubs, and believe that the model system is complete, clear and implementable.

Assessment of leadership and professional behavior of educational managers in the complex and post-crisis era: perspectives of educators

ObjectiveThe study aimed to evaluate educational managers from the viewpoints of stakeholders (educators and faculty officials) during two years of the COVID-19 pandemic and two years of the post-COVID era. This was a longitudinal study conducted from 2018 to 2023 in two phases: the first phase consisted of compiling and psychometric assessment of the tools for evaluation of educational managers in the two domains of leadership and professional behavior, and the second phase included evaluation of leadership behavior and professional behavior of university educational managers during four years. Descriptive indices were used to summarize the data. Exploratory factor analysis was used to extract the priority components in the two domains of professional behavior and leadership behavior of educational managers.ResultsThe validity of the tools was confirmed in the first step. Adherence to the principles of professionalism such as honesty and responsibility, and the use of management principles including constructive communication, monitoring, and evaluation during the crisis and post-crisis were highlighted by the educational managers. Implementing evaluation and providing feedback in complex and critical times in educational systems facilitates the achievement of the goals of the system and responding to the needs of the system.

Professional Development Needs for School Leaders: A Case of Lesotho Secondary School Principals

School principals are expected to become exceptional leaders due to the rapid upsurge of transformations in the education system. Although they are regarded as agents of change, principals are not adequately equipped to handle the management roles. This qualitative study explored Lesotho secondary school principals’ perceptions of their professional development and the need to enhance leadership. This study used the constructivism paradigm as a lens and was underpinned by complexity leadership theory. A multiple case study was adopted, and data was generated from five secondary school principals in five schools using semi-structured interviews and purposive sampling. Thematic data analysis was used to analyse data. The findings revealed that principals need capacitation in the use of the latest technologies as well as the skills to manage school finances. The findings further revealed that principals need empowerment with conflict management and basic school leadership skills. This paper recommends structured capacity-building programs from the Ministry of Education and Training on different aspects of leadership and management of schools. This paper recommends that the Ministry of Education and Training continuously review school principals’ professional development needs to organise structured, regular and appropriate professional development programs to assist them in their leadership roles.

Managerial Leadership, Truth-Telling, and Efficient Coordination

Abstract We study the manager-agent (MA) game, a novel coordination game played between a manager and two agents. Unlike commonly studied coordination games, the MA game stresses asymmetric information (agents know the state of the world but managers don't) and asymmetric payoffs (for all states of the world, agents have opposing preferences over outcomes). Efficient coordination requires coordinating agents’ actions and utilizing their private information. We vary how agents’ actions are chosen (managerial control versus delegation), the mode of communication (none, structured communication, or free-form chat), and the channels of communication (i.e. who can communicate with each other). Achieving coordination per se is not challenging, but, averaging across all states of the world, total surplus only surpasses the safe outcome when managerial control is combined with three-way free-form chat. Unlike weak-link games, advice from managers to agents does not increase total surplus. The combination of managerial control and free-form chat works because under these conditions agents rarely lie about their private information. Our results suggest that common findings from the experimental literature on lying are not robust to changes in the mode of communication

Management education in the age of information overload

Purpose The purpose of this paper is to advocate for the integration of quantitative reasoning into management education and leadership development literature. The authors argue that the increasing complexity of managerial decision contexts, particularly in the age of information overload, demands that leaders possess the ability to critically analyze and interpret quantitative information. Design/methodology/approach This viewpoint paper uses narrative argument to explore the concept of quantitative reasoning and its relevance to management education. The authors draw on research from mathematics education, psychology and management to support their argument. They also use real-world examples, such as the COVID-19 pandemic, to illustrate the importance of quantitative reasoning in contemporary leadership. Findings This paper argues that quantitative reasoning is a critical skill for organizational leaders. It highlights the limitations of traditional management education in preparing leaders to effectively navigate data-rich environments. The authors contend that incorporating quantitative reasoning into leadership development programs can improve decision-making effectiveness. Originality/value This paper offers a novel perspective on leadership development by emphasizing the significance of quantitative reasoning, a concept borrowed from the field of mathematics education, to close a gap in current management education practices.

Unscripted resilience: Improv as a training tool for business continuity and emergency management leaders

Effective leadership training is crucial for fostering organisational resilience and ensuring community safety in the dynamic fields of emergency management and business continuity. Traditional training methods often fail to develop the adaptability and quick thinking necessary for crises. This paper explores the innovative use of improvisational (improv) techniques as a potent training tool for developing critical leadership skills. Improv exercises enhance adaptability, quick decision making and clear communication, preparing leaders to handle crises confidently and swiftly. Furthermore, the paper highlights how improv fosters team building by encouraging collaboration, trust and mutual support among team members. By leveraging improv, organisations can better equip their leaders with the skills to manage realworld emergencies, maintain resilient operations and strengthen team cohesion. The paper also connects improv training to established leadership theories, underscoring its critical role in emergency and emergency management.

Student perspectives on quality management and intercultural education: a case study in a public university in the Amazon of Peru

ABSTRACT Universities should implement quality management systems and promote intercultural education to improve academic excellence, diversity, and social equity. The study analyzes students' perceptions of quality management and intercultural education in higher education institutions. Using a mixed methodological approach, the researchers surveyed 408 students through questionnaires (analysed with SPSS) and conducted 23 in-depth interviews (systematized with ATLAS.ti). The results revealed that university authorities have implemented significant actions, such as institutional agreements, intercultural training, cultural events, and curricular updates, while academic activities are mainly focused on research projects, conferences, and workshops. Crucially, 86% of the students advocated for a regionalised intercultural education with universal access, without cultural distinctions. In conclusion, the study revealed a positive perception of the quality of management and intercultural education, highlighting the need to strengthen management leadership, improve faculty intercultural teaching methodologies as well as develop specific strategies that create more inclusive, diverse, and equitable learning environments through proactive, and comprehensive intercultural practices.

Futuristic Constructive Strategic Leadership Management Frontiers in decision making in the era of Innovation, Technology, Sustainability and Artificial Intelligence

Futuristic Constructive Strategic Leadership Management Frontiers in decision making in the era of Innovation, Technology, Sustainability and Artificial Intelligence

The Association Between Quality and Safety of Nursing Care: A Correlational Study.

Patient safety culture is critical for ensuring quality nursing care, yet its role is not fully understood in various health care settings. To explore the association between patient safety culture and nurses' perceptions of the quality of nursing care provided in hospitals in the Czech Republic. A correlation study was conducted with 535 nurses from 6 hospitals using the questionnaires Hospital Survey on Patient Safety Culture 2.0 and Scale of Perception of Nursing Activities that Contribute to Nursing Care Quality. Significant associations were found between nursing care quality and dimensions of patient safety culture. Supervisor, manager, or clinical leader support; reporting patient safety events; and handoffs and information exchange were important predictors for improving nursing care quality (P < .05). Management support, adverse events, effective communication, and teamwork are essential for improving patient safety and have a significant impact on the quality of nursing care provided and must be properly supported.

THE ROLE OF ETHICAL LEADERSHIP IN HUMAN RESOURCE MANAGEMENT: A PHILOSOPHICAL PERSPECTIVE ON VALUE-DRIVEN DECISION-MAKING

This study investigates the role of ethical leadership in shaping human resource management (HRM) practices, with a focus on how principles such as integrity, fairness, and responsibility influence HR policies, employee engagement, and organizational culture. Drawing on philosophical theories, including utilitarianism, deontological ethics, and virtue ethics, the paper critically examines the integration of ethical values into HR decision-making. By analyzing secondary data from academic literature, industry reports, and case studies, the study highlights the transformative potential of ethical leadership in fostering a values-driven organizational culture. The findings underscore the importance of aligning HR practices with ethical principles to enhance employee trust, engagement, and organizational success. KEYWORDS: Ethical leadership, human resource management, value-driven decision-making, integrity, fairness, responsibility, organizational culture.

Organizational Supports for Promoting Evidence Use in Private Child Welfare Agencies

ABSTRACT There is minimal literature about the organizational supports that private child welfare agencies have in place to pursue positive outcomes for the children and families they serve. This study drew upon the perspectives of 27 senior managers of fourteen nonprofit child and family serving agencies in six U.S. states to examine the extent to which agencies employed organizational supports for evidence use. We identified four types of organizational supports: technical and knowledge management infrastructure, leadership and strategic alignment, and linkage and exchange efforts. Managers described whether and how they used these supports to facilitate evidence-informed decision-making and practice. Managers also discussed the perceived utility of these supports, desired improvements, and additional supports they would like to access in the future. Implications for nonprofit human service organizations and managers are discussed.

Strategic Leadership in Global Pharmaceutical Program Management: Driving Innovation in Respiratory and Emerging Viral Diseases

The pharmaceutical industry crucially contributes to addressing worldwide health issues through activities relating to respiratory care and handling emerging viral diseases. Strategic leadership within pharmaceutical program management is now essential because the world deals with rising infectious outbreaks combined with escalating chronic respiratory conditions. Strategic leadership enables pharmaceutical organizations to handle challenging regulatory requirements by building multidirectional alliances while carrying out advanced respiratory and viral disease investigations. Pharmaceutical program management under strategic leadership makes use of forward-thinking methods that unite visionary choices with cross-team coordination and risk prevention techniques. Leading professionals in this sector should establish predictive capabilities while using data intelligence to guide their work during continuously evolving healthcare requirements. Program management proved essential during the COVID-19 pandemic because it helped pharmaceutical scientists create breakthroughs through vaccine and therapeutic research. This document analyzes strategic leader competencies by exploring their capacity to generate innovation via cooperative ventures among sectors in addition to their regulatory knowledge and flexible clinical testing protocols. Modern pharmaceutical sciences have progressed while respiratory conditions along with newly emerging viral diseases remain difficult to address. Medical expertise continues seeking advances in developing drugs and treatment methods for respiratory conditions including asthma and COPD as well as infectious diseases consisting of influenza and COVlD-19. The pharmaceutical industry needs quick responses to handle viral changes in pathogens and newly discovered zoonotic diseases. Strategic leadership effectiveness keeps the alignment between research and development activities and worldwide health needs as well as the resolution of regulatory obstacles and logistical barriers Program management in pharmaceuticals involves growing innovation that stems from artificial intelligence (AI) alongside real-world data collection and decentralized clinical trials. Decision-making for drug discovery becomes stronger through predictive models which machine learning and data analytics develop for drug efficacy and disease outbreak prediction. Research initiatives benefit significantly from the collaborations between governments and academic institutions with biotech firms which enable quicker research developments. The fast development of mRNA COVID-19 vaccines highlighted the value of international partnerships between regulatory bodies as well as their flexible approach to accelerate pharmaceutical progress. Strategic leadership in pharmaceutical program management will depend on sustained investments toward digital health infrastructure and AI-based research along with supply chain reliability in forthcoming years. The development of future pandemic preparedness frameworks depends on leaders creating systems that monitor real-time data and adapt clinical trials and maintain healthcare policies which are sustainable. Strategic pharmaceutical organizations must create an innovative organizational environment to successfully address new and present healthcare problems.

The Role of Leadership in Effective and Efficient Human Resource Management Decision Making

This study examines the role of leadership in effective and efficient human resource management (HRM) decision-making. It analyzes leadership styles, including transformational, adaptive, ethical, and AI-driven leadership models; it explores how leadership strategies influence key HRM functions such as recruitment, talent retention, workforce planning, and performance management. Furthermore, the research addresses the integration of data-driven decision-making and AI technologies in optimizing HRM strategies while maintaining ethical and human-centered leadership principles. This study adopts a Systematic Literature Review (SLR) approach, synthesizing recent scholarly works from reputable sources to evaluate the effectiveness of leadership in HRM decision-making. A qualitative analysis of peer-reviewed journals, books, and empirical studies was conducted to identify patterns, challenges, and best practices in leadership-driven HRM. The study also examines the interplay between technological advancements and ethical governance in shaping leadership effectiveness within HRM frameworks. The findings reveal that leadership is crucial in shaping HRM policies, ensuring efficiency, strategic workforce planning, and organizational agility. AI-powered HR analytics and automation enhance efficiency but require ethical oversight to maintain fairness and transparency. The study also highlights challenges in leadership adaptation, including resistance to digital transformation, concerns over AI ethics, and the balance between efficiency and employee well-being. This research provides valuable insights for HR leaders, policymakers, and organizational managers, emphasizing the need for leadership development programs that integrate AI literacy, ethical governance, and strategic HR analytics. Future research should empirically validate leadership effectiveness and its contextual applications across different industries and workforce structures.

Critical factors of change management in small and medium enterprises: an exploratory study using the best­ worst method in the Brazilian context

Purpose This paper aims to investigate critical change management factors in small and medium enterprises (SMEs), shedding light on key aspects of resilient organizational strategies. Design/methodology/approach The research adopted a mixed-methods approach, including inductive content analysis to identify the drivers and the best-worst method with data collection from eight subject matter experts. Findings The drivers selected by the experts as most important were “the existence of a plan with clear guidelines and steps for organizational change” and “leadership engagement to motivate and support employees” (with weights of 0.31 and 0.25, respectively). Disparities in experts’ opinions arise concerning perceptions of management evolution, leadership styles and communication efficacy. The findings suggest that leadership needs to adopt a more inclusive and participatory approach to drive better outcomes in SMEs. Furthermore, flexibility and adaptability were identified as fundamental traits for maintaining competitiveness in the market. Originality/value The research’s originality lies in its focused and data-driven approach applied to the Brazilian context. This study offers a new methodological contribution by integrating the best-worst method with qualitative content analysis to prioritize and contextualize critical change management factors specific to SMEs. Unlike previous research that has mainly addressed general challenges or descriptive analyses, this study provides applied results for managers and policymakers. Also, it presents a replicable framework for exploring similar organizational challenges in other contexts.

The effect of total quality management practices on innovation: evidence from selected agricultural technical and vocational education training colleges in Ethiopia

Innovation is the adaptation of management systems to the changing conditions of the environment and is a key factor for organizations survival and growth. The objective of the study was to examine the effect of total quality management practices on innovation. The researcher employed a cross-sectional descripto-explanatory research design and also a quantitative research approach was used to collect and analyze primary data. In order to collect primary data a survey instrument was adapted from business quality management practices literatures and by using stratified sampling techniques 150 questionnaires were distributed to employees, senior and functional managers of the Colleges and only 140 questionnaires were fully filled and returned with a 93% response rate. The survey data were analyzed through descriptive statistics, correlation and multiple regression analysis to investigate the relationship between total quality management practices dimensions on innovation. The findings of multiple regression analysis insured that in the Colleges all of the seven total quality management practices dimensions (management leadership, employee involvement, training and education, employee empowerment, customer focus, information and analysis and continuous improvement) have positive and significant relationship with innovation at 95% confidence level. From the seven total quality management practice dimensions, management leadership dimension with beta value of 0.174 was the most influential total quality management practice dimension to have positive and significant effect on innovation followed by customer focus with beta value of 0.131. Information and analysis dimension was the third influential dimension with beta value of 0.115, followed by continuous improvement dimension with beta value of 0.113. Employee involvement dimension was the fifth influential dimension with beta value of 0.111, followed by training and education with beta value of 0.092. Finally employee empowerment dimension was the least influential dimension to have positive and significant effect on innovation with beta value of 0.080. Also, regression result also shows that in the Colleges, the fore mentioned seven dimensions of total quality management practices explained 88.3% of the variations in innovation. Therefore the researcher recommended that the management bodies of the colleges should give their employees a high degree of autonomy in order to do their job and participate in the implementation of total quality management practices so as to increase their innovativeness. Additionally, the management bodies of the Colleges should establish their quality management systems according to the requirement of ISO 9001:2008 standards to increase innovation in the colleges.

The Role of Empathetic Leadership in Human Resource Management: Employee Perspectives in the Era of Remote Work

This study explores the impact of empathetic leadership on employee performance, motivation, and well-being in remote work environments at PT Gojek Indonesia. Through semi-structured interviews and observations, the research investigates how empathetic leadership behaviors, such as active listening and emotional support, influence employee engagement and job satisfaction. The findings demonstrate that empathetic leadership enhances employee motivation and reduces stress, contributing to improved performance and organizational commitment. However, challenges in maintaining empathy in digital communication and ensuring consistency in its application across leaders were identified. The study highlights the critical role of empathy in fostering strong leader-member relationships, particularly in virtual settings, and provides practical implications for organizations looking to integrate empathetic leadership into their HRM strategies. The results contribute to the existing literature on leadership by offering empirical evidence on the application of empathy in remote teams and suggest avenues for future research on the long-term effects of empathetic leadership in digital work environments.

Digital health readiness – insights from healthcare leaders in operational management: a cross-sectional survey

BackgroundDeveloping countries’ public health systems struggle with digital health implementation, and reports of low digital health readiness exist within the workforce. This study investigates the perceived digital health readiness of healthcare leaders in operational management to implement digital health tools.MethodsA cross-sectional survey using the E-Ready 2.0 scale was used to measure digital health readiness (n = 329) in 11 hospitals in the Western Cape, South Africa (September 2023 – March 2024). Descriptive statistics summarised respondent characteristics and the E-Ready 2.0 subscales: conditions for change at the workplace and among individuals, support and engagement from management, colleagues’ readiness, consequences for the status quo and workplace attitudes. Statements scoring 60% or more were considered to have higher readiness. Chi-square and Mann–Whitney U tests were used to examine associations between demographic variables and subscale statements.ResultsA total of 143 healthcare leaders responded (56.1% response rate) (n = 114 nurses [79.7%], n = 29 medical doctors [20.3%]). The average age was 46.4 ± 10.0 years. Overall, higher levels of readiness (above 70%) were observed with statements related to workplace attitudes, whereas conditions for change at the workplace and among individuals showed lower readiness (below 50%).ConclusionDespite significant investment in digital health tools, there remains limited digital health readiness among those responsible for leading these implementations.