Leadership Styles Of Managers Research Articles

The Role of Leadership Styles in Project Management: Systematic Literature Review

This article examines the role of leadership styles in project management through a systematic literature review and focuses on three main leadership styles, i.e., transformational, transactional, and servant leadership. Leadership is one of the critical factors that have a direct impact on project outcomes, team dynamics, and stakeholder satisfaction. The bottom line is that choosing the right leadership style directly impacts the success or failure of projects, team dynamics, and stakeholder satisfaction. Transformational leadership is associated with greater project success, better team cohesion, and increased stakeholder satisfaction by inspiring and motivating teams to achieve a common goal. This research aims to identify the effects of these leadership styles in different project environments and determine the conditions in which each style has the most significant advantage. Transactional leadership, which emphasizes structures, rewards, and punishments, is effective in environments where strict adherence to processes is required but may limit creativity. On the other hand, by prioritizing the growth and well-being of team members, servant leadership leads to increased creativity, cooperation, and improved team morale. The research method is a systematic review of existing articles and studies from reliable scientific sources to gain a deeper understanding of the impact of leadership styles on project management by analyzing their results. This study summarizes the various findings and evaluates the effects of these leadership styles in different project contexts. Finally, the importance of matching leadership styles to project needs is highlighted to improve performance, enhance team dynamics, and achieve successful outcomes.

The Effects of Managers' Leadership Styles on Employee Performance in Four-Star Hotels of Arusha City Council

Employee performance in four-star hotels in Arusha has been inconsistent, partly due to varying managerial leadership styles. This study investigates the effects of these leadership styles on employee performance in Arusha City Council. The research is grounded in a positivist philosophy, utilizing a mixed-methods approach with a dominant quantitative descriptive design based on multiple linear regression. The study draws upon key leadership theories, including transformational and transactional leadership theories, and examines the impact of specific leadership styles: democratic, autocratic, and laissez-faire. Stratified random sampling was employed to ensure representation across various departments, targeting a total population of 287 employees, with a final sample size of 167 participants. Data were collected using questionnaires and analyzed through descriptive and inferential statistics with the aid of SPSS (version 20). Notable hotels included in the study are Mount Meru Hotel, Arusha Serena Hotel, and Kibo Palace Hotel. Regression analysis indicated that all leadership styles significantly affect employee performance, with democratic leadership having the most positive impact. The study concludes that contingent leadership is essential for creating a work environment conducive to better performance in four-star hotels.

Factors influencing leadership styles of healthcare managers

Factors influencing leadership styles of healthcare managers

Cultural impacts on leadership styles: A perspective in social science management

This research article explores the intricate relationship between cultural impacts and leadership styles in social science management. It emphasizes the importance of cultural-informed decision-making, highlighting its role in fostering inclusive managerial choices. The study also delves into how diverse leadership styles enhance team dynamics and collaboration, contributing to an innovative work environment. While recognizing the potential benefits, challenges like miscommunications are acknowledged, with recommendations for leadership development programs. The research underscores the significance of leadership flexibility in managing diverse teams. In conclusion, the article emphasizes the positive impact of cultural awareness on decision-making, collaboration, and innovation in social science management.

Influence of Management Leadership styles on Nurses Organizational Commitment among two Private Hospitals in Jordan

The leadership styles have been discussed in labor marketing and production before academia. Notably, certain types have been found to have a detrimental impact on both organizational commitment and service quality, particularly in the healthcare industry. Aim: To investigates the leadership practices of nursing managers in hospitals and their impact on staff commitment, seeking to understand how these leaders' styles shape organizational commitment. Subjects and methods: Descriptive cross-sectional study among two private teaching hospitals. included 507 nurses aged (22-45), had at least 1 year of work experience. Results: In a study of two hospitals, it was found that most managers exhibited both transformational and transactional leadership styles from the nurses' perspective. However, transformational leadership emerged as the dominant style, with 80.27% of managers displaying this approach. Despite this, the majority of nurses reported a strong commitment to their organization. Conclusion: A comparative analysis revealed that transformational leadership style was found to be more prevalent and effective in two hospitals compared to transactional leadership style. Furthermore, both leadership styles were found to have a statistically significant positive correlation with organizational commitment, indicating a strong link between these styles and employee engagement and loyalty.

Profile of Primary Care Managers in A Municipality in Northern Brazil and their Leadership Styles

Objective: Know the profile and leadership style of managers of Basic Health Units (BHU). Theoretical Framework: The 2017 National Primary Care Policy (NPCP) suggested the inclusion of managers in BHU to perform technical-managerial functions, based on the manager's assessment and according to the needs of the territory and coverage of Basic Care (BC). Method: Descriptive, cross-sectional and quantitative research, carried out in the municipality of Barcarena, in the state of Pará. The sample was 22 AB managers, carried out from October 2022 to May 2023. The data obtained from a questionnaire with sociodemographic and of experiences in Primary Health Care (PHC) and another on leadership style, the Multifactorial Leadership Questionnaire (MLQ). Results and Discussion: Most BC managers are female (86.4%), aged 20 to 39 (54.5%), married (59.1%), with higher education (90.9%) in Nursing (59 .1%) and 50.0% have a postgraduate degree at Lato sensu level and have a temporary employment relationship (59.1%). They had previous experience in management (59.1%) and had experience in PHC (72.7%). Regarding leadership styles, transformational leadership was more self-perceived (m=3.33) and was statistically significant (p=0.020), as an attribute, motivational inspiration (m=3.67). Research Implications: This study is one of the few works involving research focused on the leadership profile of BC managers. Originality/Value: This study contributes to the literature by understanding the aspects associated with the leadership style of BC managers, and the relationship between leadership and the guidance suggested by the 2017 NPCP.

The Mediating Role of Corporate Communication in the Effect of Leadership Style on Organizational Commitment and Research

Today, highly competitive conditions, numerous alternatives for consumers, and rapidly changing market conditions make it increasingly difficult for businesses to survive. For these and many other reasons, businesses have had to transform themselves to remain relevant, create efficient working environments, and get one step ahead of the competition. As a result, concepts such as employee attitudes and behaviors, manager-employee relationships, leadership styles, organizational commitment, and organizational communication have become crucial for businesses. The purpose of this research is to examine the effect of the leadership styles of managers on the organizational commitment of employees and investigate the mediating role of corporate (organizational) communication in this relationship in order to contribute to the literature and act as a guide for managers. In this context, leadership styles, organizational commitment, and corporate (organizational) communication are discussed along with relevant theoretical frameworks, and these theories are supported by survey research conducted with public employees working in municipalities on the European Side of Istanbul.

Will leadership styles lead enterprises toward green marketing orientation?

<p>To continually deepen Taiwan’s corporate governance and enhance corporate sustainable development, the Taiwanese government has developed sustainable policies and measures to achieve the net-zero goal. The study utilized data from a longitudinal multiple case study of 17 Taiwanese company’s employees to provide an overview of the impact of characteristics of leadership on Corporate Social Responsibility (CSR), green marketing orientation and firm performance in different industry (mainly service industry). This paper discovered that if the enterprise embraces a CSR concept, it tends to integrate green marketing into its operational thinking. Green marketing orientation might affect the relationship between CSR and firm performance. Furthermore, based on the resource-based theory, when the leadership styles of top managers guided employees to understand the significance of green marketing orientation, may influence firm performance.</p> <p> </p>

Style du Leadership et genre Cas des managers de la santé au Maroc

to assess the gender leadership style of managers in the Moroccan health sector. Descriptive study. The Multifactor Leadership Questionnaire (MLQ), a questionnaire that evaluates leadership style, was used to collect data from 120 managers in the Moroccan healthcare sector (40 female managers and 80 male managers). In Morocco, the representation of women in positions of responsibility and power is still lower than that of men. However, the average score on the transformational leadership style scales for female managers among the 120 people surveyed was 15.51, while the average score on the transactional leadership style scales was only 6.073. While the average score on the transformational leadership style scales for male managers among the 120 respondents was 10.26, the average score on the transactional leadership style scales was 8.57. These results demonstrated the existence of a difference between the leadership style and gender of managers in the healthcare sector. This study was able to confirm the theory underlining the difference between the two leadership styles of male and female managers, even in a sector such as healthcare.

Examining the Leadership Styles and Effects of Sport Managers

This study aims to investigate the leadership styles of sports managers and the impacts of these styles. Leadership, in its modern sense, was first used in the British Parliament in the 19th century and has gradually become a significant concept in business, education, and social fields. Leaders guide groups towards specific goals and enhance motivation through tasks such as crisis management, rewarding, and innovation. Management, on the other hand, focuses on coordinating resources and people in harmony to achieve organizational goals. While managers utilize hierarchical authority, leaders create influence through personal skills and charisma. Sports managers bear significant responsibilities when making strategic decisions and managing daily operations. Leadership styles reflect managers' strategic visions, values, and management strategies, and these styles yield different outcomes on organizational performance, team cohesion, motivation, and individual development. Research has shown that various leadership styles, such as transformational, autocratic, and democratic leadership, are key factors determining the effectiveness of sports managers. Leadership influences the dynamics within the organization and enhances employee motivation. This study examines the leadership styles of sports managers and their effects through a literature review methodology. The findings provide a comprehensive understanding of the leadership styles of sports managers and their impacts. These findings will contribute to the existing body of knowledge and serve as a foundation for future research on sports management leadership.

Leadership and Conflict Management Styles of Top and Middle-Level Managers of Selected Companies Towards Strategic HR Management

This study investigates top and middle-level managers’ leadership and conflict management styles in selected companies and their impact on strategic HR management. The research explores the relationship between leadership styles, conflict management approaches, and their influence on HR practices and organizational performance. Utilizing a mixed-method design, data were collected from surveys and interviews with managers across various industries. The findings indicate that transformational leadership and collaborative conflict management styles are prevalent among effective managers and positively correlate with strategic HR outcomes. These styles enhance employee engagement, reduce turnover rates, and foster a positive organizational culture. Additionally, the study reveals that top managers are more likely to adopt strategic approaches, while middle managers focus on operational aspects. The implications of these findings suggest that companies should invest in leadership development programs to cultivate these effective styles. The study contributes to the existing literature by highlighting the significance of leadership and conflict management in achieving strategic HR objectives and offers practical recommendations for enhancing managerial practices. Keywords: Leadership, Conflict Management, Higher Education, Human Resources

Moderating Effect of Emotional Intelligence on Thought Leadership Style and Job Performance of Managers of SME

Moderating Effect of Emotional Intelligence on Thought Leadership Style and Job Performance of Managers of SME

Impact of Nurse Manager's Attributes on Multi-Cultural Nursing Teams: A Scoping Review.

As global migration increases, nurse managers' effectiveness in multi-cultural nursing work environments is crucial due to the rising cultural diversity within healthcare teams. Despite the increasing international recruitment of qualified nurses to address the worldwide nursing shortage, no studies have synthesised the impact of nurse managers' attributes on nurses in multi-cultural nursing teams. Therefore, it was conducted a literature review aimed to synthesise the available literature on how nurse managers' personality traits, competencies, behaviours, and leadership styles influence nurse outcomes in multi-cultural nursing teams. Scoping review conducted according to the Joanna Briggs Institute guidelines to map the relationship or influence of nurse managers' personality traits, competencies, behaviours, and leadership styles on the outcomes of nurses in multi-cultural settings across various clinical environments. Searches were conducted across electronic databases such as CINAHL and MEDLINE, along with grey literature. This review included 39 studies, highlighting 29 personality traits, 9 competencies, 115 behaviours, and 5 leadership styles that impact nurses' outcomes. Key findings emphasise the importance of nurse managers being supportive, culturally competent, and effective communicators, with transformational leadership style being particularly beneficial. These findings provide insights for planning and developing training programmes to equip current and future nurse managers with skills to effectively lead in multi-cultural care settings.

Leadership Styles in Management

Leadership plays an increasingly critical role in organizational success, especially in today's rapidly evolving business landscape, where agility and adaptability are paramount. Various leadership styles have garnered considerable attention in management research, reflecting the quest to optimize organizational performance amidst dynamic challenges. Understanding these styles is not merely advantageous but urgent for leaders and management practitioners, as the choice of leadership approach significantly shapes organizational culture, influences employee performance, and ultimately determines the achievement of shared objectives. This study delves into the plethora of leadership styles through an exhaustive examination of management literature, aiming to unveil the multifaceted impact of these styles on organizational performance. The findings of this research endeavour are poised to offer invaluable insights, enriching comprehension of the pivotal role and relevance of leadership styles within management frameworks, while also laying the groundwork for future explorations in the realm of organizational leadership and management.

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.

Exploring the Effectiveness of Leadership Styles in Organizational Change Management

The article extensively investigates the role of leadership style in organizational change management, covering a wide range of literature on the subject. The authors have made efforts to present various leadership styles that can facilitate change management processes, including authoritarian, transformational, laissez-faire, servant, transactional, democratic, strategic, bureaucratic, consultative, and participative leadership. The review underscores the essential nature of leadership in ensuring successful organizational change, especially in navigating competitive markets. Furthermore, the review delves into the concepts of leadership and organizational change management, providing detailed explanations of their types.

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

School Principal Leadership Style In Improving Teacher Performance In Elementary School Muhammadiyah Purbayan Yogyakarta

The style or manner of a school principal in his capacity as a leader largely determines the success of improving the performance of teachers under his leadership. The purpose of this study was to obtain data on (1) the principal's leadership style in improving work discipline, (2) the principal's leadership style in increasing teacher work motivation, (3) the principal's leadership style in increasing responsibility and (4) the constraints- obstacles faced by school principals in improving teacher performance. Through a qualitative approach with descriptive methods, data collection techniques are carried out through interviews, observations, and documentation. This research shows that (1) the principal applies the situational leadership style in increasing discipline, (2) the principal applies the managerial leadership style in increasing teacher work motivation, (3) the principal applies the managerial leadership style in increasing teacher responsibility, and (4 ) constraints faced by the principal, namely the low teacher in the use of "computer" technology, the selection of learning methods and the different background conditions of subordinates. It is recommended that the principal can apply a better or varied leadership style so that the desired goals can be achieved well and optimally