Leadership Styles Of Managers Research Articles

The Correlation Between Systemic Factors, Citizenship Behaviors, Misbehaviors, and Work Stress in Female Arab Teachers in Israel

The study investigates the correlation among systemic factors including educational system reforms and managerial leadership style, stress levels, and their effects on job performance, work-family balance, and workplace functionality of Arab mothers who are teachers in Israel. However, the study involved 546 Israeli-Arab mothers working as secondary education teachers, who completed questionnaires focusing on conflict expressions, systemic factors, and their effects on work performance indicators. The examination of the results - among others, suggests that the perception of work stress among participants was related to a high level of the two types of conflict as well as to the high prevalence of withdrawal behavior. The second result showed that actively managing was associated with a lower occurrence of withdrawal behavior at all three levels, while also being associated with a higher prevalence of citizenship behavior. On the other hand, workload related to work or family was not a predictor of a higher prevalence of withdrawal behaviors and a low prevalence of citizenship behavior. In an understudied field, the current research presents the multi-factorial complexity of the systemic factors in Arab schools in Israel and their impact on work functioning. The practical outcomes are both organizational and social and they concern both the managers and the family environment of the teachers. The study shows that the manager’s support is a crucial factor in mitigating the Work-family conflict. Thus, it is suggested to encourage school managers’ willingness to give teachers support and a more lenient work environment to help mitigate their work-related stress.

Assessing Student Leaders’ Leadership Styles and Conflict Management

Student leadership gives students the training they need to engage themselves in school-related tasks or concepts, objectives, and aspirations beneficially and constructively. It teaches them how and when to plan an event, manage their schedule, improve their speaking abilities, and lead students. To achieve a target, leadership is a flexible process that calls for collaboration with others in both academic and professional lives. For individuals who are expanding their professional competencies, gaining leadership skills is essential. To enable students to learn their attributes and better prepare them for their careers, leadership qualities and skills should be measured. This study examined the profile in terms of age and sex, leadership styles, and conflict management of student leaders in a state university. A descriptive-correlation research design was employed in the study with undergraduate student leaders of their respective department organizations who enrolled in different courses. (N=70). Results show that majority of student leaders age is between 18- 21 and are dominated by male student leaders. It can also be gleaned that the majority of student leaders possess a democratic leadership style. Democratic leadership approaches have provided leaders the capability of making wise decisions, collaborating with others, and asking pertinent questions to people to handle certain issues. In terms of conflict management, the number one conflict management strategy used by the leaders is accommodating strategy Moreover, there is no significant relationship between the leadership style of student leaders and conflict management. Regardless of the leadership style of student leaders, it is up to them how they will handle conflict management effectively. Student leaders set the tone for conflict management through their leadership styles.

The Influence of Change Management, Leadership Style, Motivation, Work Conflict, and Work Stress on Employee Performance Workshop PT. Meratus Line Surabaya

This research aims to determine which change management, leadership style, motivation, work conflict and work stress have a dominant influence on employee performance. The research was conducted using a quantitative-descriptive approach. In this research, the population is all employees. The sampling technique in this research used a total sampling/census technique, namely, all employees totaling 74 respondents were the research sample. In this research, the data sources used include primary data and secondary data. Primary data was obtained directly from the main source of the research object by distributing questionnaires to relevant respondents. Meanwhile, secondary data was obtained from company documents or archives, as well as the results of interviews conducted. The analysis technique used in this research is multiple linear regression analysis. Based on the research results, it was found that change management variables, leadership style, motivation, work conflict and work stress simultaneously had a positive and significant effect on employee performance. Change management variables, leadership style, motivation, work conflict and work stress partially influence employee performance. Change management variables have a dominant influence on employee performance.

CEBU ASIANA LOGISTICS, INC. LEADERSHIP STYLES TOWARDS CREATING ORGANIZATIONAL CULTURE

This study intent to investigate the leadership style of middle to top managers of Cebu Asiana Logistics Inc. and to create an organizational culture for the organization. The researcher made use of Burnss Transformational and Transactional theory of leadership, Edgar Scheins theory, and Denisons Model of Organizational Culture as its theoretical framework for this research work. This study ascertains the leadership styles of managers and supervisors in the organizational culture of Cebu Asiana Logistics Inc. A significant contribution to understanding this concept of leadership styles is the transformational leadership theory of McGregor Burns which has captured the interest of many researchers in the field of organizational leadership over the past three decades. This theory as cited by Purwanto, A. et al. (2020) in their study on the Effect of Transformational and Transactional Leadership Style on Public Health Centre Performance, was developed in the late 20th century by Burns (1978) in his investigation of political leaders. Most of the managers in Cebu Asiana Logistics Inc., are 41 to 45 years old. And the majority are males with bachelors degree holders. They had been with the company for 1 to 5 years of service, and most of them attended seminars in the Maritime Industry Authority and Philippine Ports Authority; Supervisor respondents are mostly belonging to the age bracket of 46 to 50 years; are males and bachelors degree holders. In terms of length of service, they have been working in the company for 1 to 5 years and have attended seminars from the Philippine Ports Authority. Personnel respondents are ages 26 to 30 years old; Majority of them are males, and are bachelors degree holders; They are also working in the company for 1 to 5 years. Based on the significant findings and conclusions of this research, the following recommendations are offered. 1. Managers and supervisors should pursue graduate education and should be given incentives by the company. 2. Managers and supervisors as well as personnel should be given the chance to continuously evaluate the leadership styles and implementation of organizational culture competencies for results that could promote the quality, efficiency, flexibility, and productivity of the whole Cebu Asiana Logistics Inc. system. KEYWORDS: Leadership styles, organizational culture, Transformational leadership, Transactional leadership

Examining leadership styles in higher education management: evidence from Kazakhstan

ABSTRACT This study examines leadership styles exhibited by university managers and heads in Kazakhstan. The peculiarity of the academic management system in the universities of Kazakhstan is determined by the traditions of management and leadership that have developed both in the culture of the people and in the educational system of the Soviet era, and new trends and values adopted from the Western academic community through internationalization and joining the Bologna process. The study’s results demonstrate that most Kazakhstani university managers (79%) self-asses their leadership style as ‘democratic’ or ‘collegial’. Interesting divergences were observed, such as men in the sample preferring a more independent leadership style compared to women. At the same time, correlation analysis shows a positive relationship between age and the leadership abilities of managers in Kazakhstani universities, as well as between leadership abilities and management styles. Such results are consistent with well-known trends in gender assessment of management styles, and demonstrated gender asymmetry in the Kazakhstani university leadership. The study’s findings can serve as a starting point for larger investigations aimed at deepening understanding of how trained leaders can positively influence the development of the academic environment, the social, educational capital of universities, and overall competitiveness of Kazakhstani universities.

The Effects of Management Control Systems and Leadership Style on Company Performance

A management control system (MCS) is one of the tools used to evaluate performance at different organisational levels. This study employs the Levers of Control (LoC) dimension introduced by Simons in 1995, consisting of the belief system, boundary system, diagnostic control system, and interactive control system. Besides, leadership styles (transformational style and transactional style) are also believed to influence company performance. This study aims to investigate the role of MCS and leadership styles on company performance. The result finds that MCS and leadership styles have a significant positive impact on company performance. The findings also suggest that the transactional leadership style and the diagnostic control system could improve company performance.

Impact of the Democratic Leadership Style of Project Manager on Project Success: The Mediating Role of Innovative Work Behavior

The project manager has a great responsibility to their subordinates and achieves the organizational objective and allocates resources to meet the project objective and motivate the project team by providing a vision of an ideal outcome. Project management skills are very crucial to the success of a project. Many projects have failed due to the ineffective leadership style of the project managers in such a way that insufficient planning, lack of authority, and poor communication forest the lack of transparency. This study aims to analyze the impact of democratic leadership style of a project manager on project success by analyzing the mediating role of innovative work behavior. The research strategy for this study is quantitative. 300 questionnaires were distributed to established project-based organizations to collect data. Statistical software for social science research, SPSS, and PLS, was used to analyze the data. The findings show that democratic leaders have a positive impact on project success. Innovative work behavior can help to boost project success in a complex situation within an organization.

IGBO CULTURE AND THE DEVELOPMENT OF MODERN MANAGEMENT THEORY

The impression that Africans had no roots or contributions to modern-day management practices has persisted for a while. However, the Igbo people in Nigeria had their own management practice and leadership styles that were peculiar to them before the emergence of the management theories, which was why the Igbos were able to survive the indirect rule and brutal economic exploitation during the colonial era, and immediately after the civil war. This study, therefore, examined the role Igbo culture played in the development of management theories. The study specifically identified some specific Igbo cultural practice and their managerial implications and aligned some Igbo cultural practices to existing modern-day leadership theories. The literature of the study looked at the Igbo race as a people, examined culture, explained some management theories, the Igbo cultural practice and leadership theories, Igbo cultural practices and their managerial implications and Igbo cultural practices and modern day leadership theories. The study used the matching methods as the research design. The idea involved was to basically find commonalities between chosen management theories and the leadership styles of the Igbo people in southeast Nigeria. Mostly secondary sources of data were deployed for this purpose. The study also employed a qualitative methodology and a narrative analysis technique. It was revealed from the findings that before the introduction of modern-day management theory, Igbo culture had been practising the relevant leadership style that was propounded by great thinkers of management such as management by objective (Izuora), Management by exception (Izundiichie), Motivation (ituni muo/ Ikwanye ugwu), Transformational leadership (Ibezimako), Contingencies Leadership (Igbo enweze) and Transactional leadership (Echichi/ochanja/imapu na iwu).
 Keywords: Igbo, Culture, Southeast, Nigeria, Development and Management Theory.

Strategic Organizational Performance at Electric Company in Indonesia

The goal of the study is to examine how organizational performance is impacted by transformational leadership and strategic organizational change management, with organizational environment serving as a mediating element in Indonesia's electricity state-owned enterprises. This is a quantitative, non-experimental study conducted between October 2022 and January 2023 in the divisions of PLN Head Quarter, as well as its subsidiaries and affiliates, with 1.429 respondents. SPSS and LISREL are used to do the analysis. According to research, both strategic organizational change management and transformational leadership styles have a positive and significant impact on organizational climate, with strategic organizational change management having the most significant impact. Organizational climate, strategic organizational change management, and transformational leadership all have a positive and significant impact.

Transformational leadership style and holistic accountability mechanisms in not-for-profit organisations

This study examines: (i) the ability of the transformational leadership style of top management to effect holistic accountability in not-for-profit organisations (NFPs) through the use of downward (to clients), upward (to funders) and lateral (to employees) accountability mechanisms; and (ii) a mediating effects model of not-for-profit accountability practices wherein the use of lateral accountability mechanisms mediates the association between transformational leadership style and the use of downward and upward accountability mechanisms. Data from 236 NFPs in the residential aged care sector in Australia were gathered through survey questionnaire and analysed using Structural Equation Modelling. We find that transformational leadership style is significantly associated with the use of downward, upward and lateral accountability mechanisms. We also find that the use of lateral accountability mechanisms mediates the association between transformational leadership style and the use of both downward (full mediation) and upward (partial mediation) accountability mechanisms. The results have implications for the research literature seeking to understand the role of leadership in effecting holistic accountability in NFPs as well as for management and practice in those organisations.

Professionalizing all-volunteer nonprofit organizations: an intervention study based on the competing values framework and self-determination theory

PurposeProfessionalization is an important issue in many all-volunteer nonprofit organizations (e.g. recreational sports clubs). Therefore, this study relied on the competing values framework and self-determination theory to investigate whether a newly developed intervention can effectively strengthen the management processes and leadership styles in all-volunteer sports clubs.Design/methodology/approachFor this purpose, a rigorous non-equivalent pre-test post-test control group design was used. The intervention involved two sessions organized in sports clubs in which internal stakeholders (e.g. board members, coaches, volunteers) were invited to discuss change initiatives aimed at enhancing the organizational processes.FindingsAn effect on both the management processes and leadership styles was found. As for the management processes, the intervention had an impact on the internal processes, with especially the development of an internal communication plan and the annual assessment of the organization's operations being promoted by the intervention. Regarding the leadership styles, the intervention had an effect on the controlling and chaotic leadership style, with leaders becoming less chaotic and controlling in situations in which (respectively) the business plan was established and the tasks were distributed within the organization.Originality/valueThis intervention study adopted an innovative approach to organizational intervention research by focusing on the enhancement of both the management processes and the leadership styles. Its principles are also relevant and valuable to organizations operating in other organizational contexts.

Green human resources management practices, leadership style and employee engagement: Green banking context

This paper discusses green human resource management practices, employee engagement, and transformational leadership in green banking. Specifically, we explore how green human resource management practices influence employee engagement, and how the role of transformational leadership influences their relationships. We used a random sample of 363 green bank employees in Indonesia. Data was collected through online surveys and analyzed using regression modeling. The results show that in general, green human resource management practices are positively and significantly related to employee engagement, and transformational leadership is shown to moderate the relationship. However, specifically, green recruitment and selection only affects the behavioral factors of employee engagement, but not affective and cognitive factors. Meanwhile, training and development only affect the affective factors of employee engagement, but not cognitive and behavioral factors. Furthermore, this research presents novel discoveries regarding how the interplay of contextual and institutional factors between transformational leadership behaviors and green human resource management practices can promote employee engagement.

Knowledge management and pedagogical innovativeness of vocational educators, the mediating role of transformational leadership style

The study investigated the relationships on three dimensions of knowledge management (KM), pedagogical innovativeness (PI) and transformational leadership style (TLS) Design used for the study was correlational and data were collected from 137 vocational educators/lecturers in public universities in Nigeria, this forms the sample of study. Structured questionnaire was instrument used, covering the demographic variables of the respondents and measured the relevant dimensions of knowledge management, pedagogical innovativeness and transformational leadership style. Three experts face validated instrument for study. The reliability was measured using Cronbach alpha method and an overall alpha value of 0.89 was obtained. The data was collected by the authors and analysed. Bivariate correlation linear regression and path analysis via 5000 re-samples bootstrap method was used for analysis. The results showed that knowledge management dimensions i.e. knowledge dissemination, responsiveness to knowledge predict significantly pedagogical innovativeness while knowledge acquisition did not significantly predict pedagogical innovativeness. It also showed that transformational leadership style does mediate relationship between knowledge management and pedagogical innovativeness. The results suggest that knowledge acquisition (KA), knowledge dissemination (KD) responsiveness to knowledge (RK) are among the key indicators of pedagogical innovativeness. The result also suggest that low transformational leadership style will not bring about the relationship between knowledge management and pedagogical innovativeness. Based on findings it was recommended that knowledge management should be encourage in tertiary institutions as this will enhanced pedagogical innovativeness of vocational educators. Also, management of tertiary institution should employ transformational leadership style for ultima productivity of their employees.

Key factors of business sustainability: Strengthening leadership, psychology, and fairness aspects from an Islamic-management perspective

Purpose: The aim of this study is to investigate the relationship between factors in HRM management development and organizational strategy using the philosophical values approach of Islamic studies. The assessment of organizational performance characteristics with strategic management values and psychological techniques in human resource management is part of the study's state-of-the-art and distinctive characteristics. 
 Design/Methodology/Approach: The method used in this study is Structural Equation Modeling (SEM) with the selection of analysis using non-parametric Smart-PLS. We analyzed 256 samples of lecturers at several private universities within the LLDIKTI-IX, Sulawesi, Indonesia.
 Findings: 14 hypotheses are reviewed in this study. According to our findings, 13 hypotheses have a positive and significant effect on the dependent variable. The antecedents of Islamic management values, leadership style, religiosity and fairness can increase complex effects on organizational motivation, HRM engagement, performance and organizational sustainability.
 Conclusion: Our findings provide theoretical and managerial reinforcement of various long-term strategic considerations to support the effect of organizational sustainability by reviewing the HRM aspect as an intangible asset.
 Research Implications: This study contributes to broadening the theoretical understanding of strategic management studies developed with a psychological approach as well as Islamic value management.
 Practical Implications: Organisations must pay attention to various crucial variables to boost job satisfaction, motivation and employee engagement such as HR development components and work evaluations carried out and developed on a regular basis.

Organizational Leadership Styles in Startups in Nepal

This study investigates the organizational leadership styles typical of startups in Nepal, a nation renowned for its developing entrepreneurial ecosystem. The study employs a mixed-method approach, integrating qualitative and quantitative data collection techniques, with an emphasis on comprehending the leadership behaviors that promote success and growth in these early businesses. In-depth interviews with company founders, executives, and important stakeholders are conducted as part of the qualitative aspect in order to learn more about their managerial styles, decision-making procedures, and leadership styles. Additionally, observations and case studies of chosen startups provide actual instances of good leadership techniques and how they affect the growth of the firm. A structured questionnaire is given to a different sample of startup employees to gather their impressions of leadership styles inside their individual firms. This complements the qualitative findings. This quantitative information aids in finding patterns, connections, and possible areas for development. This study provides important insights for business owners, investors, and policymakers looking to support a creative and robust startup ecosystem by acquiring a thorough understanding of leadership style in Nepalese companies. The results may also provide a basis for future studies on leadership in developing economies and offer helpful advice for startups as they confront possibilities and obstacles on their way to long-term growth and success.

Organizational Leadership Styles in Startups in Nepal

This study investigates the organizational leadership styles typical of startups in Nepal, a nation renowned for its developing entrepreneurial ecosystem. The study employs a mixed-method approach, integrating qualitative and quantitative data collection techniques, with an emphasis on comprehending the leadership behaviors that promote success and growth in these early businesses. In-depth interviews with company founders, executives, and important stakeholders are conducted as part of the qualitative aspect in order to learn more about their managerial styles, decision-making procedures, and leadership styles. Additionally, observations and case studies of chosen startups provide actual instances of good leadership techniques and how they affect the growth of the firm. A structured questionnaire is given to a different sample of startup employees to gather their impressions of leadership styles inside their individual firms. This complements the qualitative findings. This quantitative information aids in finding patterns, connections, and possible areas for development. This study provides important insights for business owners, investors, and policymakers looking to support a creative and robust startup ecosystem by acquiring a thorough understanding of leadership style in Nepalese companies. The results may also provide a basis for future studies on leadership in developing economies and offer helpful advice for startups as they confront possibilities and obstacles on their way to long-term growth and success.

MANAGEMENT LEADERSHIP STYLE: A CATALYST TO ORGANIZATIONAL STRENGTH

The study explores the management leadership stylers as a catalyst to organizational strength and perspectives among private and public Higher Education Institutions (HEI). Mixed method is utilized in the study which focuses on quantitative measures to measure the extent of management leadership style as a catalyst to organizational strength and perspectives among the respondents while qualitative is used to evaluate how the management leadership style serves as a catalyst to organizational strength and perspectives among the respondents. Likewise, convenience sampling is utilized in the selection of the sample size. The study comprised One Hundred Twenty Five (125) respondents only. Results show that leadership is concerned on the well-being of the members of team in the organization, consider as high standard and expect members of the team to do the same, show that everyone believes they can work for the best in the team and involves in the decision making, show that leader is best in bringing people, and show that leaders have the capacity to take responsibility and a role leaders when needed that can be counted to adopt to new environment and flexibility.

Fostering employee promotive voice in hospitality: The impact of responsible leadership

Promotive voice refers to employees sharing novel ideas or suggestions aimed at improving the functioning of their work unit or organization. However, in many cases, employees reserve their contribution of constructive ideas for situations where they feel their contributions are acknowledged and appreciated by their managers. The manager's leadership style is therefore of utmost importance in fostering employee voice.Responsible leadership has thus become desirable in service contexts, where conflicting interests arise among stakeholders, but little is known about this leadership style in hospitality.Drawing on conservation of resources theory, we explore how and when responsible leadership fosters employee promotive voice. A time-lagged survey collected data from 392 five-star hotel employees in Turkey. Testing a moderated mediation model using partial least squares showed that responsible leadership increases employees' relational energy, generating greater promotive voice in hotel settings; furthermore, prevalent law and code climate strengthens responsible leadership's effect on relational energy.

The Role of Situational Leadership in the Management of Small and Medium-sized Enterprises Among Durban Trucking Companies

The present research study is focused on the analysis of the role of situational leadership in the context of small and medium-sized enterprise management. The main purpose of this research is to examine and to critically evaluate the use of different situational leadership styles in the management of SMEs. This study has sought to review leader obligations and the evolution of these leadership styles in SME management. The study has intended to provide the fundamental empirical evaluation of the role played by situational leadership in SME management. The sample for the present research has been identified from the population of registered trucking companies in Durban. A sample has been drawn from the SMEs within the registered trucking companies, using convenient sampling techniques and methods.The findings of this research have shown the positive impact that situational leadership theory has in SME management. In fact, SME owners and managers will be inspired to understand the managerial role of the appropriateness behavioural style in the contextual business situations. Also, the study recommended that owners and leaders of SMEs should ameliorate leader sovereignty and follower skills, as these often interact in predicting poor follower performance and attitudinal responses. In addition, the present study has provided the tools necessary for SME owners and managers, to guide the improvement and effectiveness of personal leadership.

Implementasi Gaya Kepemimpinan di Kantor Lurah Ulak Karang Utara

This research was conducted to further examine the leadership style of leaders at the Ulak Karang Utara Subdistrict Office so that problems that occur can be resolved properly and Ulak Karang Utara Subdistrict as a public service provider can provide good services to the community. Researchers used qualitative analysis techniques to observe the leadership model of the village head at the Ulak Karang Utara sub-district office. The results of research on leadership styles at the Ulak Karang Utara Subdistrict Office in terms of leading, the Lurah at the Ulak Karang Utara Subdistrict Office uses a managerial leadership style. This can be seen from the direction and guidance in sub-district activities given to its members, which are interconnected in carrying out their duties in this sub-district.