Leadership Competencies Research Articles

The interplay between the entrepreneurial leadership identity, entrepreneurial leadership competency and venture growth intentions of women in rural Australia.

Cultivating business growth intentions in rural, regional, and remote women entrepreneurs is crucial, considering the unique challenges they face in rural areas. The growth intentions of rural, regional, and remote women entrepreneurs remain understudied. This study pioneers research on the interplay between entrepreneurial leadership competency, identity, and growth intentions of rural, regional, and remote Australian women. We surveyed rural, regional, and remote women entrepreneurs in Queensland, Australia, using structural equation modeling for analysis. Results revealed a positive relationship between entrepreneurial leader identity, business growth intentions, and entrepreneurial leadership competency. Moreover, entrepreneurial leadership competency positively correlated with growth intentions. The study indicated that entrepreneurial leadership competency partially mediates the link between identity and growth intentions. This research addresses a theoretical gap by introducing a new model showcasing the relationships between entrepreneurial leadership identity, entrepreneurial leadership competency, and venture growth intentions. From a practical standpoint, our findings strengthen the business case for improving tailor-made rural, regional, and remote entrepreneurial development programs.

Predictors of Leadership Competencies Among Nurse Executives in the Kingdom of Saudi Arabia.

Awareness and development of nurse executives' leadership competencies has been considered a key strategy for the success of healthcare organizations. However, only a few studies about nurse executives' leadership competencies are available in the literature, and no study has been conducted about the topic within Saudi Arabian context. The aim of this study was to assess the leadership competencies of nurse executives and the predictors of these competencies. This quantitative study used a descriptive, cross-sectional, and correlational design. The study recruited a total convenience sample of 136 nurse executives who voluntarily consented to participate. The respondents self-rated the online survey, "Leadership Competency Assessment Tool: Self-Assessment." Data collection was conducted between September 2022 and November 2022. Test of correlation and multiple regression analyses were conducted. The overall mean score of nurse executives' leadership competencies was 3.38 out of 5.0, which was below the level of having excellent leadership competencies. Four dimensions had mean scores below the level of having excellent leadership competencies, namely, communication and relationship building (3.48), knowledge of the healthcare environment (3.29), leadership (3.45), and business skills (3.15), while nurse executives had excellent leadership competencies only in the professionalism dimension (3.51). Age (p=0.04), highest educational attainment (p=0.01), current role (p<0.01) and length of experience (p=0.02) as nurse executive, monthly salary (p=0.03), nationality (p=0.04), and having seminars/trainings in leadership and management (p=0.01) were considered predictors of the leadership competencies of nurse executives. Nurse executives reported a low level of leadership competencies, thus implying necessary actions for improvement. There were personal factors that influenced the level of nurse executives' leadership competencies. To achieve quality outcomes and maintain a high level of nursing care in hospital organizations, these findings must be considered in planning strategies related to the improvement of the leadership competencies of nurse executives.

Leadership development in health professions

Background and purposeDespite changing clinical care dynamics, health professions education has been slow in addressing gaps in leadership development as teaching and assessment of clinical care-related knowledge, skills, and attitudes remain central across curricula. While accreditation standards across health professions programs acknowledge the importance of leadership development within curricula, it remains an underrepresented aspect of health professions training. Educational activity and settingGiven the varied approach to leadership training, we set out to develop a tailored approach to leadership development that integrated the Center for the Advancement of Pharmacy Education (CAPE) outcomes and was based on self-awareness, skill-building, and application. This pilot included three cohorts of doctor of pharmacy students and measured their knowledge, skills, and self-awareness as they progressed through this year-long program. It also measured leadership competency attainment using a pre- and post-assessment in one cohort. FindingsParticipant satisfaction was assessed using session and program evaluations, while self-perception of growth and leadership competency attainment was assessed using a survey that was administered before and after program participation. Participants found the program to be beneficial in meeting stated objectives and in creating a conducive learning environment. Results of the pre- and post-assessment indicated growth in all dimensions of self-perception of knowledge, skills, and self-awareness, as well as attainment of leadership competency personal leadership commitment and leadership knowledge. SummaryOffering co-curricular leadership development programs based on CAPE outcomes and leadership competencies provided students with the opportunity to develop leadership skills and acquire knowledge needed to be effective healthcare leaders.

How are newcomer proactive behaviors received by leaders and peers? A relational perspective.

Although most studies have shown that newcomers benefit from proactive behaviors, these behaviors are not always viewed positively by colleagues, resulting in negative consequences for newcomers. Drawing on uncertainty reduction and social cognitive theories, we contend that newcomer proactive behaviors are viewed positively by competent leaders and peers but negatively by those with low competence. Further, we argue that newcomer proactive behaviors impact leader and peer threat perceptions, affecting subsequent workplace relationships, which in turn influence newcomer voluntary turnover. We empirically test our hypotheses in a three-time multisource study, utilizing a sample of 377 newcomers, 132 leaders, and 721 peers. Supporting our hypotheses, when leaders and peers are less competent, newcomer proactive behaviors, through impacting leader and peer threat perceptions, result in lower quality relationships with leaders and peers. These cascading effects positively correlate with newcomer voluntary turnover. Conversely, opposite effects arise for more competent leaders and peers. Implications of how newcomer proactive behaviors impact workplace relationships and turnover are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Developing student leader emotional and social communication skills

While improving ability to communicate effectively is a given for developing student leadership potential, there are very few systematic frameworks to guide communication skill improvement. Using a model of emotional and social skills derived from research in interpersonal and emotional/nonverbal communication, tools and strategies for both assessing possession of complex and sophisticated social/communication skills and their development are discussed. This well-researched model breaks down complex communication into well-defined skills that underlie the more abstract leadership competencies of emotional and social intelligences. It provides a foundation for enhancing the emotional and social skills of students that lead them to be more effective in positions of leadership, and in social interactions more generally. Specific strategies for communication skill development are suggested, as well as discussion of formal guides and resources to aid in student leadership development.

Improving leadership skills of infection prevention and control teams by psychological empowerment: study protocol for a cluster randomised controlled trial (IP-POWER)

IntroductionInfection prevention and control (IPC) teams are routinely confronted with intense emotions in their daily work, as they are involved in many change processes with front-line medical staff, for example,...

Особливості формування лідерських компетентностей державних службовців

Effective activity of public authorities guarantees socio-economic development and effective functioning of the state as a whole and individual territorial-administrative units. The question of the competencies of civil servants in this aspect comes to the fore since the effectiveness of their work, the level and quality of the provision of administrative services, ensuring the functioning of the social sphere, the implementation of various development and cooperation programs, etc. will depend on them. In the context of the modern administrative reform in Ukraine, announced by the President, leadership becomes the leading element of the success of the further development and modernization of the civil service and service in local self-government bodies. That is why the development of public managers’ leadership competencies is considered a systemic phenomenon built based on analysis, assessment, and plan formation, with further development prospects by the position held and its level in the organizational system of the civil service. The issue of defining leadership competencies, their assessment, and various methodological approaches to their development allows us to assert the imperfection of the existing system. Nevertheless, the training of leaders-managers should be based on the principles of systematicity and analyticity, on clear and reliable theoretical and logical-methodological provisions. At the same time, identifying and training leaders is a complex process that should be considered as one of the specific types of psychological and pedagogical activity. Moreover, in this sense, the problem of organizing the training of leaders is closely related to the systematic selection of rational methods and methods, methods, and pedagogical technologies adequate to the goals and expected results. After all, leaders’ professional training and personal development should first be aimed at their future practical activities, in which the training results will be realized. Keywords: competencies, leadership competencies, public service, competencies of civil servants.

The Effect of Leadership Style and Competence on Performance With Job Satisfaction as an Intervening Variable

Throughout human civilization's history, it has been known that the dynamics and movements of an organization, to some extent, depend on humans as the implementers in carrying out organizational activities. When examined in general, the success of an organization or a company in achieving its goals depends on the components within the organization itself, such as leadership, employees, programs, objectives, facilities, and infrastructure available. Performance is crucial in a company because it is closely related to the activities carried out by employees. Mangkunegara (2010) defines employee performance as the quality and quantity of work an employee achieves in carrying out their tasks by their responsibilities. Competence is a fundamental characteristic of an individual that influences how they think and act, make generalizations about all situations they encounter, and endure within a person for a considerable period (Ruky, 2006). Leadership style has a strong positive influence on Performance. In an institution, organizational behavior factors also directly or indirectly affect Performance. This study focuses on all SMEs (Small and Medium-sized Enterprises) near Badung Regency, using random sampling for testing variables with Smart PLS 4.0. From the research results, leadership style does not significantly influence employee performance; competence has a significant positive relationship with employee performance. Job satisfaction does not have a significant influence on employee performance. Leadership style does not have an indirect influence on employee performance. Competence does not indirectly influence employee performance through job satisfaction.

The Patient-Centered Doctor’s Competency Framework in Korea

With increasing demands for medical care by society, the medical system, and general citizens and rapid changes in doctor’s awareness, the competencies required of doctors are also changing. The goal of this study was to develop a doctor’s competency framework from the patient’s perspective, and to make it the basis for the development of milestones and entrustable professional activities for each period of medical student education and resident training. To this end, a big data analysis using topic modeling was performed on domestic and international research papers (2011–2020), domestic newspaper articles (2016–2020), and domestic social networking service data (2016–2020) related to doctor’s competencies. Delphi surveys were conducted twice with 28 medical education experts. In addition, a survey was conducted on doctor’s competencies among 1,000 citizens, 407 nurses, 237 medical students, 361 majors, and 200 specialists. Through the above process, six core competencies, 16 sub-competencies, and 47 competencies were derived as subject-oriented doctor’s competencies. The core competencies were: (1) competency related to disease and health as an expert; (2) competency related to patients as a communicator; (3) competency related to colleagues as a collaborator; (4) competency related to society as a health care leader (5) competency related to oneself as a professional, and (6) competency related to academics as a scholar who contributes to the development of medicine.

THE DEVELOPMENT OF A LEADERSHIP COMPETENCY MODEL TO ENHANCE CHINESE VOCABULARY TEACHING AT CONFUCIUS INSTITUTES IN KENYA

The purpose of this study was to develop a leadership competency model to enhance Chinese vocabulary teaching at Confucius Institutes in Kenya. The objectives of this study were: 1) to explore the factors affecting the leadership competency of teachers; 2) to determine the levels of leadership competency of Chinese vocabulary teachers in Kenya; 3) to test the practical effect of sound change law in Chinese vocabulary teaching; and 4) to develop and verify a leadership model to improve the teaching effect of Chinese vocabulary at Confucius Institutes in Kenya. There were 308 students from the Confucius Institutes at the University of Nairobi and Kenyatta University who participated in the study. The data was analyzed through content analysis, descriptive statistics, and a paired samples t-test. The results of the survey showed that the supportive leadership approach (M = 4.32, SD = 0.46) was the style mainly used by Chinese language teachers. The results of the paired samples t-test indicated that the Chinese vocabulary test scores of thirty students after they received instruction on the sound change law was significantly higher than before they received instruction on the sound change law. The results of the paired samples t-test of competency indicated that the score of five expert teachers after they received leadership competency training was significantly higher than before they received the training. Therefore, the effectiveness of Chinese vocabulary teaching at the Confucius Institutes in Kenya can be enhanced by improving the leadership competency of teachers.

The Reality of leadership Competencies for Kindergarten Principals the Capital in Amman Governorate based on Leadership by love theory

The aim of the study is to identify the reality of leadership competencies of private kindergarten female principals the capital in Amman Governorate, based on leadership by love theory, and its relation to some variables, from principals' point of view. The researcher followed the descriptive methodology to achieve the goal of the study. The sample of study consisted of (288) principals. To collect the study data a questionnaire was prepared consisting of (40) items divided into four domain. The results indicated that the degree of the leadership competencies of private kindergarten female principals in Amman from principals' point of view was high. The results also showed significant differences in the reality of the leadership competences of private kindergarten female Principals attributed to years of experience, in favor of long experience, and due to specialization in favor of other disciplines. Whereas, there were no significant differences due to qualification.

Organizational Culture, Leadership, Competency as Determinants of Employee Performance City Government of Surakarta City: Motivation as a Mediating Variable

The aim of this research is to provide empirical evidence of Organizational Culture, Leadership Competence as determinants of Surakarta City Government Employee Performance through Motivation Using the convenience sampling method, 40 respondents were selected as the sample. Then performed an analysis of the data obtained in the form of instrument test, validity test, reliability test, linearity test, path analysis, t test, F test, determination coefficient test (R²) The results of this research show that organizational culture and competence have no effect on motivation, while leadership has a significant positive effect. Organizational culture and leadership have no effect on performance, while competence has a positive and significant effect. Motivation mediates the influence of organizational culture and leadership on organizational performance but does not mediate competence&#x0D; &#x0D; Keywords: Competence, Leadership, Organizational Culture, Motivation, Performance.

Servant Leadership Competencies Development Challenges for Middle Managers in the Organisation

The perception and identification of leadership are continuously being researched. However, in recent times the need for leadership has become more apparent in organisations of all kinds. The everyday reality of the present day is forcing us to rethink all the truths and theories of leadership that have been defended so far. This paper aims to reveal the challenges of middle managers in organisation towards servant leadership competencies development. A qualitative research design was used to explore the competencies of middle managers. Data was collected from seven middle managers in one of the Lithuanian Railways organisation LTG Link. These managers participated in three competency development assessments (self-confidence, emotional intelligence and leadership assessments), following focus group discussion where they were reflected on leadership concepts in the organisation, how they perceive themselves in the organisation, how they recognise servant leadership competencies and what challenges are facing in order to bring servant leadership as a dominant leadership style in the organisation. Managers were asked to reflect in three competency development layers: the reflection of middle managers’ understanding of leadership and management; understanding of the relationships between middle managers and subordinates; and understanding of relationships between middle managers and their management. According to the research findings, there are challenges in all the layers for middle managers to develop servant leadership competencies. Current leadership conception in the organisation is focused on a manager-centric approach, where the main focus is on the manager not the subordinate, in the servant leadership concept there is an employee-centric approach. The organisation’s processes and procedures are constructed to control and constrain the decision-making of middle managers. There is no working competency development and support system in the organisation to guide middle managers to become servant leaders, this leads to a nonunified leadership competency concept in the organisation, where middle managers bring their own understanding without any background. Furthermore, the hierarchical organisational structure limits the motivation of middle managers to develop their servant leadership competencies.

Hubungan Kompetensi Kepemimpinan Guru PAI dengan Peningkatan Karakter Religius Siswa Kelas VI SDN Lumbung

This research discusses the relationship between the leadership competence of Islamic Education teachers and the improvement of students' religious character. The research was conducted at SDN Lumbung. The research problems are the influence of Islamic Education teachers' leadership on students, the improvement of students' religious character, and the relationship between the leadership competence of Islamic Education teachers and the improvement of students' religious character. The purpose of this research is to understand the impact of the leadership competence of Islamic Education teachers on students, the improvement of students' religious character, and the relationship between the leadership competence of Islamic Education teachers and the improvement of students' religious character. The method used is quantitative descriptive, and the data collected is obtained from questionnaires. The research results indicate that the relationship between the leadership competence of Islamic Education teachers and the improvement of students' religious character is 0.702. Furthermore, the results of the analysis show that the correlation test value Sig (0.001) &lt; α (0.05). In addition, the results of the significance test analysis show that Fhitung (56.295) &gt; Ftabel (3.175) with Sig. (0.001) &lt; α (0.05), thus rejecting Ho and accepting Ha.

Effective leadership in the digital era: an exploration of change management

The object of the research is the critical role of leadership styles in the context of organizational change, with a particular focus on the significance of inclusive leadership. This research aimed to examine the critical role of leadership styles in the context of organizational change, with a particular focus on the significance of inclusive leadership. Organizational change is a multifaceted process involving various stakeholders, from employees to leadership, and it carries substantial implications for an organization’s overall success. The leadership style adopted during these times of change can significantly impact employee behaviors, either positively or negatively. Through qualitative research, this study examines the perspectives and experiences of ten managers within a financial firm in Johannesburg (South Africa), shedding light on the pivotal importance of leadership in change management. The findings resonate with a unanimous sentiment among the participants, emphasizing the need for unwavering inclusivity and garnering commitment from all stakeholders. Inclusive leadership is portrayed as essential, whether the change directly affects employees or not, highlighting the necessity of considering the broader organizational perspective. The participants' insights underscore the significance of servant leadership, collaborative leadership, and open leadership approaches, emphasizing empathy, humility, and adaptability in the face of change. Additionally, the study explores the intersection of leadership styles, including digital leadership and authentic leadership, as they adapt to the modern, dynamic business landscape. The findings affirm that leadership styles play a fundamental role in motivating employees to embrace change, commit to organizational goals, and navigate the complexities of change management effectively. In the era of rapid digital transformation, leadership styles evolve to encompass technological competence and a deep understanding of digital strategies. This research offers valuable insights into the leadership styles that are most effective during organizational change, providing a foundation for organizations to develop leadership competencies and strategies that drive successful change initiatives. It was recommended that continuous learning and development in the digital domain should be encouraged for leaders at all levels. Organizations should continually stay abreast of evolving leadership trends and adapt their leadership strategies accordingly.

Should leaders “keep the flowers blooming” or just “keep the cogwheels greased?” Estonian soldiers’ perceptions of the role of a military leader

ABSTRACT Using qualitative content analysis, this article focuses on the question of how conscripts in the Estonian Defense Forces perceive a good military leader. We found that interpersonal competency was the most desirable trait, followed by leadership competency, highlighting the value placed on human-centered approaches rather management skills, at least in training situations. The article concludes that the younger generation needs reasoning and individual consideration above all, and value the balance between a demanding and tolerant attitude, which creates a natural followership for leaders.

Measuring Malaysian youth leadership competencies: validation and development of instrument

Measuring Malaysian youth leadership competencies: validation and development of instrument

Development of functional and pedagogical leadership in the aspect of continuing professional and pedagogical development

ABSTRACT The article presents the solution to the problem of developing leadership competencies in master’s degree students majoring in ‘Pedagogical sciences’ and developing leadership qualities in practicing educators. The study was conducted at M. Kozybayev North Kazakhstan University and the Institute for Professional Development in Karaganda Region (Republic of Kazakhstan). Research methods incorporated a theoretical and practical analysis of leadership within the education system; modeling of leadership domains and content in Kazakhstani schools through work with teachers; diagnostics of the leadership abilities of master students through interviews; and hands-on experimental work. During the research, the developed programs and activities of Leadership School as a professional collaboration (networking) in formal, non-formal, and informal education have been tested; the intersectionality of processes of stakeholding, functional and pedagogical leadership, and transformative pedagogical mentoring has been established. It was stated that functional and pedagogical leadership resolves the contradiction between the revolutionary developing environment and the intrinsically evolutionary professional development of teachers. It was concluded that pedagogical leadership plays a crucial role in school reform and development. With functional leadership skills, educators can be instrumental in driving changes in curriculum design, implementing new teaching strategies, and improving overall school performance.

Adaptive leadership Competencies for hybrid work teams in the South African banking sector

Purpose: Since the COVID-19 pandemic, hybrid work has increased dramatically, with organisations still experimenting with different hybrid work models. This study aimed to explore the leadership competencies and practices needed to facilitate the successful transition to the new hybrid work context, using adaptive leadership theory as the overarching research framework.Design/methodology/approach: A cross-sectional, qualitative design was adopted. Data were gathered by conducting semi-structured interviews with a sample of 20 executives and senior managers drawn from 5 leading South African banks.Findings/results: The adaptation processes and leadership competencies adopted by participants were mostly aligned to adaptive leadership theory. However, participants needed to strengthen their skills in communication, listening and empathy, as well as enhance leadership characteristics such as authenticity, humility, trust and transparency.Practical implications: The study could inform the redesign of job specifications for leaders and managers in charge of hybrid work teams, particularly if they are in the early stages of the transition. More strategically, the study could facilitate the creation of adaptive workspaces and lay the foundation for more effective leadership in hybrid working environments.Originality/value: Whereas previous studies have explored flexible and or hybrid working arrangements from employees’ perspectives, little research has been conducted on managers and leaders perspectives in this regard, which was the focus of this study. An important finding was that while participants were comfortable making the technical transition to hybrid work (using more technology), they saw the social demands of a hybrid work environment as more challenging.

Leadership Competencies and Institutional Efficacy in Selected Colleges/Universities in China: Towards Leadership Development Plan

Over the years, university administrator’s aim is to polish a wide-ranging set of paramount practices that exemplary leaders and teachers follow in normal times. However the onset of the current pandemic seems to be a vital test for college and university administrators across the world. While some have augmented to the circumstance, others are struggling to manage this crisis of unprecedented proportions. The benefits that can be derived by such administrators and teachers will surely pave the way for the realization of set goals and priorities in the institution. This study will be undertaken to assess the strategic leadership competencies of the administrators of three universities and two colleges in Guangdong province of China; namely Huizhou University, Guangzhou University, Shaoguan University, Huizhou Economic Vocational and Technical College and Guangdong Peizheng College. Of the five universities, three are public and two are private and to measure the efficacy of the said universities and colleges in the context of the challenges and demands of pandemic in the 21st century. Furthermore, this research focused particularly on variables affecting the leadership competence of the administrators in terms of professional technical skills; human personal skills; strategic management planning; leadership/fellowship skills; communication skills; and decision-making skills. The institutional efficacy of the universities and colleges was discussed in terms of the following: strategy, role clarity, on human resource and continuous improvement/ innovation.