Leadership Model Research Articles

Concerns about practice: supporting staff by fostering a climate of psychological safety.

The nursing profession is under growing pressure and many nursing staff find it increasingly challenging to maintain standards and provide safe, effective and efficient care that meets the needs of patients. Nurses' job satisfaction is predicated on feeling supported, including when there are concerns about practice - whether their own or that of their colleagues. This article discusses how nurse managers can support staff to challenge suboptimal practice, admit their own errors and learn from these by fostering a climate of psychological safety. This includes adopting a relational model of leadership; cultivating open communication; providing clarity on roles and expectations; ensuring transparency and fairness in performance management; having supportive 'tough conversations' with staff; demonstrating objectivity when investigating concerns; and promoting a 'just culture'.

Navigating the Impact of Immigration Policies on Universities: A Leadership Model Approach

This study explores the multifaceted challenges universities may face as a result of alterations in immigration policies. Tightened regulations lead to decreases in international student enrollment. By drawing upon various theoretical frameworks, including transformational leadership, change management, and cultural dimensions, this study offers a comprehensive strategy to address the financial, social, and cultural implications of immigration policy shifts. The study examines the impact of policy changes on employees, highlighting potential challenges such as burnout and disengagement. Proactive measures, including flexible work arrangements and mental health support services, are recommended to mitigate these impacts. Financial implications are addressed through developing contingency plans and reassessing financial strategies to maintain operational stability. Furthermore, the study underscores the importance of preserving campus cultural exchange opportunities and diversity initiatives through virtual programs, partnerships, and curriculum integration. Leadership models, particularly transformational leadership, provide a guiding framework for navigating organizational change. The study advocates for clear communication, employee empowerment, and alignment with the institution’s values to foster resilience. Additionally, Kotter’s 8-Step Model of Change Management offers a structured approach to addressing challenges, emphasizing the importance of urgency, vision, and cultural integration. Through proactive measures informed by theoretical insights, universities can navigate the challenges of immigration policy changes while upholding their commitment to diversity, inclusion, and academic excellence. This study contributes valuable insights for higher education institutions grappling with regulatory shifts, offering actionable recommendations for fostering resilience and adaptation in a rapidly changing landscape.

Leadership in small business environments: from the heroic model to distributed approach

Purpose This study explores the process of interactions experienced by leaders during the evolution of the small firm. Three key propositions are conceptualized into a model with the main aim of supporting leaders of small organizations in understanding better the leadership phenomena. Design/methodology/approach This qualitative research project investigates the dynamics of leadership in small businesses through an inductive and abductive approach, inherent to grounded theory. This enabled the development of propositions directly from data. Field research involved responsive interviews with 12 established small enterprise leaders. Selective and theoretical sampling coupled with ongoing data comparison and analysis were applied to uncover and refine emerging leadership concepts. Findings Intellectual assets of leaders in small firms propel the recognition and sensitivity to the process of organizational evolution which requires a continuous adaptation of the leadership paradigm. Research limitations/implications The researchers’ philosophical stance to construct reality based on the participants own experiences, cannot produce generalized findings on the subject area. Practical implications Enhanced Decision-Making and Strategic Planning: Small business leaders can leverage their academic and industry backgrounds to make more informed and strategic decisions. Facilitating Organizational Change: By understanding the necessity of continuous change, small business leaders can implement frameworks that encourage flexibility and adaptability within their organizations. Adopting Distributed Leadership: Encouraging small business owners to move away from centralized control towards a more distributed leadership model can lead to better organizational outcomes. Originality/value A considerable amount of research has been devoted to leadership in the past decades. There is very little evidence on behavioral patterns of leaders, grounded in data within the context of the Small Firm aimed at the practitioner. This work is contribution towards this shortfall.

Educational Intervention Impact On Nurses' Emotional Intelligence And Leadership Models: A Longitudinal Randomized Trial

Background: Emotional intelligence plays a critical role in nursing leadership, influencing organizational dynamics and patient care. However, there is limited understanding of the impact of emotional intelligence on leadership in Primary Health Care within the Greek context. Materials and Methods: A longitudinal experimental design was used to assess the effects of an educational intervention on emotional intelligence and leadership among Greek Primary Health Care nurses. Questionnaires, including the Wong and Law Emotional Intelligence Scale and the Multifactor Leadership Questionnaire, were administered pre- and post-intervention. Results: The results of the study revealed that, during the second measurement, the intervention group exhibited significant improvements in emotional intelligence, whilst adopting a more transformational style of leadership, compared to the control group. However, between the two measurements, no significant changes were observed in the transformational and transactional leadership models, with the exception of Management by Exception (Passive) and Laissez-Faire Leadership. However, in between the two measurements, no substantial changes in measurements were observed regarding the implementation of transformational or transactional models of leadership in neither of the groups. The only exception was the adoption of a Management by Exception (Passive) approach and that of a Laissez-Faire style of leadership. The tables highlighted nuanced changes in leadership dynamics, post-intervention. Conclusion: The empirical study supports that initiatives in education effectively enhance the emotional intelligence of nurses, while they also influence leadership styles. This suggests and highlights the need for tailored professional development programs in nursing education, in order to develop both the emotional intelligence and the leadership skills of those involved. Trial registration: Iranian Registry of Clinical Trials, registration reference: IRCT 20240126060816N1

Investigating business toxic leadership

This manuscript investigates toxic leadership in modern business. It focuses on the key role that poor ethics, and Machiavellianism, Narcissism, and Psychopathy (the three elements of toxic leadership (Nahavandi, 2016)) have played in the failures of a variety of modern major business enterprises. Toxic leadership is management that goes beyond corruption and results in irreparable damage to the organization and its stakeholders (e.g., Adolf Hitler). The emphasis is on toxic leadership that has contributed to the catastrophic failures of several major firms over the past quarter century. It uses a book by Stephen Arbogast entitled "Resisting Corporate Corruption (RCC): Practical Cases in Business Ethics from Enron. The manuscript complements this book with a New Leadership Model that enhances the analysis of a variety of recent toxic leadership case studies. The model is illustrated in failures such as the Madoff Ponzi Scheme and in major firms such as Theranos, Nikola, We Work and Volkswagen. It provides a useful tool and shows that the dark side of leadership can be examined in real-world cases. The model is recommended for firms to employ in finding toxic leaders and in evaluating the consequences of their nefarious actions.

Políticas de liderazgo y gestión en instituciones de educación superior de México y Costa Rica

Educational policies focused on management and leadership in higher education have gained significant importance in recent years. Decision-making, planning, organizing, and executing strategies are the responsibility of the leadership of schools, units, and faculties within various university bodies. The knowledge, skills, and competencies in management and leadership of these leaders are essential elements for implementing development strategies for research, teaching, and outreach. This study aims to compare educational leadership policies in higher education in Mexico and Costa Rica, focusing on regulations, policies, and professional development at the University of Guadalajara, the National University of Costa Rica, and the University of Costa Rica, as well as to identify a binational model. The research was conducted from a naturalistic approach with a comparative methodology, using the case study technique through document analysis. The findings conclude that the three universities are characterized by a diversity of styles and approaches in their policies, regulations, training programs, and curricula to address management and leadership, ranging from more traditional models to more participatory and collaborative approaches. They address university organization indifferent and varied ways, each with a specific logic. It was not possible to determine a binational university leadership model, nor are there institutional policies directly aimed at management and leadership for university authorities, thus opening a research avenue for future academic and interinstitutional practice.

The Changing Ambitions of Workers: Adapting Leadership for Today's Reality

Recent research suggests workers' career ambitions are changing, with fewer aspiring to top executive roles like CEO. This article explores the implications of shifting ambitions for organizational leadership strategies. Research from McKinsey and others finds only 3 in 10 workers today want C-suite careers, down from previous generations where climbing the corporate ladder was standard. Societal factors like economic instability and greater valuation of work-life balance, as well as generational preferences for meaningful work and flexibility over prestige roles, help explain changing priorities. To optimize talent management amid these trends, the author recommends companies realign leadership strategies, talent practices, and culture. Distributed leadership models, non-linear career paths focused on skills development, and culture emphasizing purpose, learning, and well-being can better engage modern workers who prioritize autonomy, growth, and impact over rigid hierarchy. Industry examples demonstrate how redefining success and expanding career definitions can boost retention, diversity, and collaboration.

Enabling efficient patient discharge with a mindset, toolset, and skillset framework.

33 Background: Timely access to care for patients coming through the emergency center can be achieved by efficiently discharging patients. When continued bed growth is not sustainable, improvements in team-based approaches to discharges are necessary and require a multi-pronged approach. Our institution embarked on a process improvement effort anchored on completing 1 out of 2 patients discharged by 12PM. We hypothesize that a discharge before noon will assist with getting our next patient to a bed by 2PM. We conducted a pilot on our Stem Cell Transplant units to test and enable our case for change allowing for scale and spread to other units. Methods: Our multi-pronged framework was focused on mindset, toolset, and skillset. As our first step, executive leadership set direction to achieve a shift in mindset by socializing the case for change using a hospital throughput framework including a 9-12-2 branding. A discharge launchpad [toolset] was established to define expectations of discharge tasks including accountability within a 2-day window of medical readiness for discharge. This served as the tool aligning various teams to a date for task completion. Lastly, we evaluated skillset and defined best practices for the unit RN role and APP, along with others, which included empowering various roles to discharge patients. Results: For discharges during the baseline period of 12/1/2022 - 11/30/2023 from the Stem Cell Transplant service, the percent of discharge orders in by 9AM was 10.3% and discharges completed by 12PM was 12.2%. The pilot period month of April 2024 resulted in a month close performance of 52.5% for orders in by 9AM and 55.4% of patients discharged by 12PM. The average time spent by Stem Cell patients boarding in our emergency center during the baseline period was 6 hours and 34 minutes with a reduction to 2 hours and 23 minutes in April 2024. There were no Stem Cell beds added during the pilot period compared to baseline. The period of 12/1/2023 – 3/31/2024 was excluded to limit any improving data from the Hawthorne effect since throughput socialization began during those months. Conclusions: We met the goal within one month with plans underway to assess sustainability for implementation readiness for scale and spread to other units. Early efforts made to scale this model within the institution confirm the multi-pronged model approach is necessary. Additionally, we believe that a frontline leadership model would contribute best to implementation success. Missing any component of the multi-pronged approach or team member, such as the APP role without the RN role, will not yield the ultimate result of discharging patients by noon. This change requires a coordinated, team-based approach. The new institutional governance structure for hospital throughput, including academic and operational departments, and a logistics center in the future may contribute to building trust in leadership’s commitment to improving patient care.

Employee perspectives on effective crisis leadership skills in small and medium-sized enterprises

ABSTRACT Building on the 4Cs and five phases of crisis management and Hersey and Blanchard’s situational leadership model, this research aims to identify employees’ perspectives and expectations on crisis leadership characteristics and skills to lead organisations and decrease the disruptive effects of a black swan event. This exploratory research interviewed 43 small and medium-sized enterprise employees from wholesale and retail trade sectors in Taiwan and the U.S. and studied their expectations of effective crisis leadership. Using an inductive thematic analysis, this research identified eight themes for leaders to navigate and lead through crises and make positive changes. Personal qualities and abilities to excel are the top two themes mentioned by most of the interviewees. A follower-centred situational leadership that demonstrates positive personal qualities, focuses on employee safety, and assures job security and transparency can effectively lead the employees and organisation to overcome a crisis. The findings could be used for organisation leaders’ and HRD professionals’ practice as change agents and for future research in HRD theory and leadership.

Leading Beyond Limits: A Conceptual Framework for Success in the Volatile World

This article presents a conceptual framework for leading beyond limits in today's volatile, uncertain, complex, and ambiguous (VUCA) business environment. It argues that traditional leadership models are insufficient and organizations must cultivate expansive thinking, adaptive problem solving, empowering leadership, and trust-based, agile cultures. Expansive thinking involves envisioning possibilities beyond norms through cognitive flexibility and creative problem solving. Adaptive problem solving enables agility through problem identification, solution generation, and implementation with openness to change. Empowering leadership develops trust, shares power, and recognizes grassroots contributions to problem solve autonomously. High-trust cultures lower coordination costs, boost innovation, and allow risk-taking without fear through psychological safety and continuous adaptation. The framework is grounded in research and practical examples, such as how Whole Foods, Ford, GitHub, and 3M demonstrated beyond-limits leadership amid crises. The author contends mastering these constructs will empower extraordinary results by unleashing human potential amid ongoing industry transformation.

Carbon mitigation effect of emission trading product: Perspective from intra-industry carbon leakage

Carbon mitigation within key industries has become a paramount concern in China, yet research focusing on industry-level emissions remains limited despite comprehensive validation of the efficacy of emission trading schemes (ETS) at both enterprise and regional levels. This paper addresses this gap by examining the intra-industry carbon leakage. Firstly, applying multi-period DID method to the industry-level data from 2000 to 2018 in Guangdong province, we empirically find a counterintuitive increase in carbon emissions in the compliance industries despite mitigation efforts by compliance enterprises in the same industries. Secondly, we build a Stackelberg quantity leadership model incorporating ETS and theoretically find that, the intra-industry carbon leakage results in this increased industry-level emissions, notably through the cost crowding-in mechanism. Further theoretical analysis underscores the pivotal role of enhancing ETS coverage ratios for enterprises within compliance industries and bolstering the carbon price mechanism's capacity to accurately reflect enterprises' demand for carbon allowances. Such enhancements are anticipated to effectively mitigate intra-industry carbon leakage and facilitate reductions in industry-level carbon emissions.

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Thus, socio-economic management tools are an integral part of the modern strategy of enterprises, which allows combining the desire for economic efficiency with responsibility to society and employees. It is a comprehensive toolkit that helps enterprises remain competitive, socially responsible and sustainable in the face of constant changes in the external environment. Thus, the history of the development of socio-economic tools of enterprise management reflects a constant desire to adapt management methods to changes in society and the economy. From simple financial mechanisms to modern complex strategies of socially responsible management � each stage of the evolution of these tools contributed to increasing the efficiency of enterprises and their ability to adapt to the challenges of the times. New leadership models that emphasize ethical aspects and long-term goals, not just short-term economic results, are also an integral part of modern management. Leaders in enterprises must now be not only effective managers, but also able to build trust, mutual understanding and cooperation among employees. They implement strategies that stimulate the development of human potential, which is an important factor in the socio-economic development of enterprises. Prospects for the study of socio-economic enterprise management promise a wide range of new approaches and innovations that respond to the modern challenges of the global economy and society. Deepening research in this area is becoming more and more relevant in the context of rapid changes in the labor market, growing technological complexity and the need to adapt to new conditions of the business environment. Socio-economic management already today shows the importance of integrating social aspects into economic processes, and in the future its importance will only increase. As a result, research perspectives in the field of socio-economic management of the enterprise cover a wide range of areas that combine economic and social aspects of the activities of organizations. Future research will help to better understand how enterprises can adapt to new challenges, create sustainable development models and simultaneously meet the social needs of employees and society

A theoretical and methodological model of praxeological leadership

A theoretical and methodological model of praxeological leadership

FORMATION OF LEADERSHIP COMPETENCE OF FUTURE NGU OFFICERS IN THE CONTEXT OF THE NEW PARADIGM OF MILITARY EDUCATION

The article raises the question of the formation of leadership competence of future officers of the NGU in the modern conditions of a complex security environment, the armed aggression of the russian federation against Ukraine, the Euro-Atlantic choice of Ukraine and the modernization of the security and defense sector on the basis of operational interoperability in accordance with NATO standards and procedures. The need to train highly educated, competent, motivated professionals of the security sector, to which NGU belongs, is emphasized, whose success is determined by professionalism, adaptability, mobility and leadership qualities. Leadership as a multifaceted socio-historical phenomenon is considered on the basis of theories of leadership, which provides an understanding of the essence of influence on subordinates and commanders; peculiarities of preparation and training. The development of military leadership is related to its very purpose and the challenges of the modern security situation. The significance of the competence approach in the development of the leadership competence of the future officer of the NGU, which is reflected in the new paradigm of military education, is indicated. The figure of a modern military leader at NGU has been updated taking into account a certain model according to the requirements of NGU, in particular, what a leader should be, what he should know and do (perform), his features that ensure the realization of professional competencies. The concept of leadership competence has been updated and the directions of its formation have been clarified. It is noted that for the formation of the leadership competence of the future officer of the NGU, both existing models of leadership, the experience of Ukrainian higher military educational institutions, and successful practices in the development of military leadership in developed countries are important. In this regard, educational programs on leadership, approaches to the formation of leadership competence at the Kyiv Institute of the National Guard of Ukraine and the National Academy of the US Armed Forces were analyzed.

Curriculum Innovation: A Standardized Experiential Simulation Curriculum Equips Residents to Face the Challenges of Chief Year.

A chief resident's role incorporates administrative, academic, and interpersonal responsibilities essential to managing a successful residency program. However, rising chief residents receive little formal exposure to leadership training. To (1) define leadership styles; (2) understand the effect of cultural competence on leadership styles; (3) learn effective methods to advocate as the chief resident; (4) provide effective peer feedback; (5) provide effective supervisor feedback; (6) learn effective conflict management; (7) ensure psychological safety. We developed a 1-day curriculum combining didactics and simulation activities for our program's rising chief residents. Implementation of our curricular design included a morning session focusing on small groups and didactic-based lectures on specific topics pertinent to leadership, along with a debriefing of a psychometric evaluation tool administered before the curriculum day. The simulation activity consisted of 3 group objective structured clinical examination (G-OSCE) scenarios: (1) providing a struggling junior trainee with feedback; (2) debriefing an adverse clinical outcome as the team leader; (3) navigating a challenging situation with a supervising physician. Standardized participants were surveyed for specific objectives. Learners completed precurricular and postcurricular surveys on their familiarity and preparedness for their chief year. Comparison of preintervention (n = 16) and postintervention (n = 10) data shows improvements in familiarity with leadership models (p = 0.006), cultural competence in leadership (p = 0.027), and team organizational structure (p = 0.010) with notable improvement in report of advocating for the team to 100% of participants in the postcurricular survey. In addition, although not statistically significant, familiarity with specific strategies for feedback delivery improved (p = 0.053), as did learner comfort levels with feedback delivery (comparing 51% of learners were either very or somewhat comfortable precurriculum to 90% postcurriculum). This is further supported by standardized participant data after the G-OSCEs. Although familiarity with wellness resources did improve across learners (p = 0.421), learner-reported use of wellness resources was noted to be reduced after the curricular intervention and remains a result of further interest for exploration. A 1-day leadership development curriculum combining didactics and simulation is an effective means of preparing rising chief residents to succeed in their transition to this leadership role.

ANALISIS TOKOH NEHEMIA SEBAGAI REFLEKSI PROFESIONALITAS PEMIMPIN GEREJAWI

This research analyzes the figure of Nehemiah as a reflection of the professionalism of ecclesiastical leaders, with the aim of identifying leadership principles relevant to the contemporary church. Using the Bible Character Study method, this study conducts an in-depth analysis of Nehemiah through narrative examination, historical context, and his main characteristics. The findings indicate that Nehemiah is a model of professional leadership characterized by integrity, diplomatic skills, meticulous planning, effective crisis management, commitment to social justice, dedication to his duties, and servant leadership. Additionally, Nehemiah emphasizes the importance of spiritual and moral renewal in leadership. This study concludes that Nehemiah's leadership principles are highly relevant and applicable to modern ecclesiastical leadership. By emulating Nehemiah's characteristics and actions, church leaders can develop leadership that is effective, integrous, and positively impactful for the church community.

Neo-institutionalism perspective on local governance in Lombok: Reinstitutionalisation of Tuan Guru in the Indonesian decentralization era

This article delves into an examination and analysis of leadership models within local government institutions in Indonesia, employing the conceptual framework of new institutionalism. We contend that informal local institutions within communities not only influence the behavior and identity of leaders as actors but, within the context of decentralization, have also undergone a process of reinstitutionalization regarding roles and functions, employing distinct patterns of appropriation. Employing an interpretive approach, this article focuses on phenomena within the management of local governance in the West Nusa Tenggara province. Data were collected through in-depth interviews, literature studies on local history, and online news searches. Through a case study of local governance in West Nusa Tenggara province, particularly Lombok, the article reveals that the Tuan Guru, an informal local institution in Lombok society, has experienced reinstitutionalization through vertical and horizontal appropriation. The conclusion drawn is that decentralization has created opportunities for informal institutions to re-establish their roles within formal governance through appropriation patterns.

Developing Moral Leadership in the Digital and Remote Era: Ethical Leadership in a Virtual World

This research explores the challenges leaders face in the rapidly evolving digital age and remote working. With the rapid adoption of digital technologies and the shift towards remote working, organizations face the challenge of ensuring ethical principles are maintained and effectively applied. This research aims to identify and develop ethical leadership practices that are relevant in a virtual context and provide practical guidance for handling ethical dilemmas in a digital environment. The research method used a post-qualitative approach with a diffractive design, which involved case studies, document analysis, and in-depth interviews with leaders from various organizations who successfully implemented ethical leadership in a remote context. The diffractive approach enabled an understanding of ethical leadership as a dynamic process that interacts with technology and social interactions. The results show that effective leaders in the digital age require adaptive communication, firm ethics policies, and a values-based approach to build and maintain team trust. The ethical leadership model found includes four key pillars: transparency of communication, integrity in decision-making, maintenance of data privacy, and continuous ethics training. In conclusion, ethical leadership in the digital world requires adjusting ethical values in virtual interactions. This research develops a moral leadership model that is responsive to digital complexity and provides practical guidance to improve ethical leadership in the digital age.

Artificial Intelligence and Managerial Decision-Making in International Business

Management in the age of artificial intelligence (AI) presents unique challenges and opportunities, especially in the international landscape. The technology is constantly evolving, and managers need to adapt to the new landscape that is emerging to harness its potential while considering and anticipating the risks involved. AI can disrupt traditional leadership models by automating specific tasks and decision-making processes. This challenges managers to align with this new reality and use AI to drive innovation and productivity. In addition, managers must navigate and adapt to the evolving regulatory environment, understanding but also complying with regulations around AI, data protection, and privacy, while advocating for responsible and fair governance. While AI significantly impacts management processes, the academic literature on the subject is still emerging. This study aims to explore the challenges posed by AI and how international business managers can use this technology to drive decision-making and benefit their organizations. Ten interviews were conducted with senior executives from a range of industries to collect qualitative primary data. The findings show that AI can help with decision-making, automate many processes, and improve efficiency. Top managers can use AI tools to address many challenges more effectively, but they need to understand the ethical implications and concerns that continue to arise. The findings provide theoretical implications and practical recommendations for top managers using AI technologies. Senior executives should develop AI-focused strategies; as AI becomes more prevalent across industries, managers need to understand how to integrate AI technologies into their organizations successfully.

A qualitative investigation of contemporary leadership models for sustainable businesses in times of crises

A qualitative investigation of contemporary leadership models for sustainable businesses in times of crises