Leadership Styles Of Managers Research Articles

PROJECT MANAGER'S LEADERSHIP STYLES AFFECTING CONSTRUCTION PRODUCTIVITY

Productivity in the construction industry is essential for business sustenance. Project Managers play a significant in achieving productivity in construction. Therefore this study examined the critical project manager's leadership style to influence construction productivity. The study adopted a quantitative research approach; thus, closed-ended questionnaires were distributed to construction professionals via the Survey Monkey platform. Data gathered were analyzed using descriptive statistics to identify frequencies and weighted scores. The findings indicate the main factors affecting construction productivity as incompetent supervising and management, poor leadership, lack of skilled and experienced labour, and poor project communication. Therefore project managers should exhibit supportive (ability to delegate and assign tasks to the employees), charismatic (ability to transform attitudes and beliefs in employees), transformational (ability to inspire others), and democratic (ability to include employees in decision making) leadership styles to influence construction productivity positively. There is an urgent need for project managers to be trained on the appropriate soft skills aspect of managing construction projects to effectively improve construction productivity, reduce project cost and time overruns, and sustain construction businesses.

PERFORMANCE A RESULT OF THE IMPACT OF THE NEW FACET LEADERSHIP STYLE IN THE SECONDARY SCHOOLS OF MAURITIUS

The Mauritian Government has been investing massively in the education sector (Subrun & Subrun, 2015) so as to produce a new generation of innovative leaders. School leaders and their leadership styles play an important role in casting a quality future workforce by creating a conducive working environment leading to job satisfaction and performance. The output of the secondary schools is the future of the tertiary education system. Thus, tertiary education depends entirely on the output of the secondary school system. The quality output in the secondary system ultimately leads to quality input in the tertiary education system and finally, it supplies a quality output of students in the job market and a good workforce. In view to investigate whether there is an impact of the New Facet Leadership Style on performance, the New Facet Leadership Style comprising of Instructional leadership, Transformational leadership, Moral leadership, Participative leadership, Managerial leadership and Contingency leadership style along with the transformational leadership style was scrutinized in the Mauritian state and private secondary school. Data was gathered from 500 partakers of the secondary school system. The present study analyses the impact of the various socio-psychological in relation to the New Facet Leadership Style, work culture, the attitude of the members towards their job, occupational self-efficacy, selfconcept on job satisfaction and performance through the SPSS and the SPSS AMOS. Structural Equation Modeling has been used as the confirmatory tool to gauge the impact of the New Facet Leadership Style and its impact on performance.

Pengaruh Penerapan Sistem Pengendalian Manajemen (SPM), Motivasi Dan Gaya Kepemimpinan Terhadap Kinerja Manajerial PT. Bank Pembangunan Daerah Jambi

This study aims to determine and analyze whether the application of management control systems, motivation and leadership style affect managerial performance at PT. Bank Pembangunan Daerah Jambi either simultaneously or partially. The implementation of management control system, motivation and leadership style are independent variables, while managerial performance is the dependent variable. This type of research is quantitative where the type of data used is primary data in the form of a questionnaire at PT. Bank Pembangunan Daerah Jambi. The data analysis technique used in this research is multiple linear regression analysis. The population in this study is all levels of organizational management at PT. Bank Pembangunan Daerah Jambi with a total sample of 52 people. The results of this study indicate that management control system, motivation and leadership style affect managerial performance at PT. Bank Pembangunan Daerah Jambi.

Differences between managers’ and safety professionals’ perceptions of upwards influence attempts within safety practice

Introduction: The ability to influence upwards and gain management commitment has been identified as an essential capability for safety professionals, yet little is known about managers’ perceptions of their subordinates use and effectiveness of influence tactics. This study utilizes intra-organizational influence theory to explore how safety professionals influence managers who are making important safety decisions. Method: Survey data were collected from managers (n = 145) on influence tactics used by safety professionals, perceived outcomes, and factors that promote and impede influence. Survey data from a previous study of safety professionals (n = 385) were used to compare the differences in perceptions between the two groups. Results: Managers perceive that the use of influence tactics provides explanation for safety professionals’ effectiveness, with rational persuasion being positively associated with influencing effectiveness, and personal appeals and legitimating being negatively associated with effectiveness. Certain factors (i.e., knowledge, understanding organizational context, interpersonal skills, and experience) were more frequently perceived by managers to enable influence, while others were more frequently reported as barriers (i.e., organizational culture, safety beliefs, and leadership styles of managers). Managers and safety professionals agreed on many of these findings, although safety professionals reported a broader range of tactics as being effective than did managers. Conclusions: This study provides important contributions to understanding the upward influence behavior of safety professionals, and to our knowledge is the first study to report this behavior from the perspective of managers. Practical Applications: These findings may prompt safety professionals to reflect on current tactic usage and associated efficacy from managers’ perspectives. Safety professionals should also consider the culture of the organization, safety beliefs, and the leadership style of managers prior to influencing, as these factors may negatively impact influencing outcomes. Developing knowledge and skills in both technical and non-technical domains may enhance the strategic influence of safety professionals.

TELAAH SISTEM PENGENDALIAN MANAJEMEN DALAM FAMILY BUSINESS

This study aims to examine the design of management control systems, in two business groups with different cultural backgrounds. The difference in cultural backgrounds is due to one of them from the company founders in the two companies who have different cultural life backgrounds, and in the end will be carried away by them in the formation of the organizational culture of each company. The research uses the literature study method by examining two research results, namely from the research of Efferin & Hartono (2015) on Management Control and leadership Styles in Family Business: An Indonesian Case Study and Hanif (2015) Management Control System Design: An Interpretive Ethnography. The results of the study strengthen the existence of contingency theory which states that companies will interact with their environment, with their ecosystems, and this will be seen in all aspects related to the management control system. The culture of society, in which the main actors from the founders to the managers of the company have lived, participate in coloring the organizational culture of the company, and in the end, in the design of the management control system.

The Perceptions of Students and Principals on the Improvement of Students' Achievements by the Managerial and Transformational Leadership Styles

The study aimed to investigate the impact of managerial and transformational leadership styles on students’ achievements. The quantitative approach, a structured questionnaire, and a random cluster sample of respondents were used in the study. The study indicated a positive correlation between managerial leadership and students‘ achievements. At the same time, the study revealed that 9.9% of the variance according to students and 44.4% according to principals on students‘ achievements is explained by managerial leadership.

Nurse managers leadership styles and intention to stay among nurses at the unit in Ghana.

Enabling effective leadership is significant in contemporary healthcare delivery. Nurse Managers' (NMs) leadership styles are a major predictor of nurses' retention. Using the 'Full Range Leadership' model as the organising framework, this study explored NMs leadership styles and their influence on intention to stay among nurses in Ghana. A quantitative cross-sectional design using the Multifactor Leadership Questionnaire (MLQ-5x), was used to explore nurses' intention to stay at their current workplace. Data were collected from 348 nurses in 38 selected hospitals and analysed using Pearson correlation and multiple linear regression. NMs exhibited different leadership styles based on the circumstance, but mostly used a participative leadership style, followed by transformational and transactional leadership styles. Nurses showed a high level of intention to stay. The intention to stay at the current workplace was high (3.26 out of 4) among nurses. The findings show that 85.6% of the nurses had intended to stay. The leadership styles of NMs jointly predicted 20.9% of the variance in intention to stay among nurses. Regular in-service training programs in leadership is critical for NMs to strengthen their leadership skills. NMs should be encouraged to widely use participative leadership styles to foster inclusiveness of staff in the unit.

Investigating the leadership style of managers in the physical education unit of the Education Department of Babol city and its relationship with organizational effectiveness

The aim of study is Investigating the leadership style of managers in the physical education unit of the Education Department of Babol city and its relationship with organizational effectiveness. Statistical society includes all PE teachers in Physical Education Department of Education office about 195 persons. Sample volume has been determined by Cochran's formula about 131 persons. Study method is of descriptive- correlation one. Research type is by applicable and method of gathering data is field one. We have used of questionnaire instrument to gather information. Above questionnaire narration has been approved by some professors in management and sport management field. Questionnaire stability after gathering 20 questionnaires of above society for leading style is (α=0.82) and organizational impression (α=0.85). Data analysis has been done in the two levels of descriptive and inferential and by the aid of SPSS22 software. Also, we have used of inferential test Pearson test, regression. The result of study shows, there is positive and meaningful relation among leading style and organizational impression (p

Investigating the Mediating Role of Organizational Culture in the Relationship between Transformational Leadership and Organizational Effectiveness

Purpose: The aim of this study was to investigate the effect of transformational leadership dimensions on organizational effectiveness with respect to the mediating role of organizational culture. Methodology: The statistical population of this research is Iranian knowledge-based companies, which at the time of collecting research data, their number is 4551 companies. Data collection method was based on three questionnaires: MLQ leadership styles, Hofstede organizational culture and Parsons organizational effectiveness. The analysis of research data was done through structural equation modeling and using Smart PLS software in two parts: measurement model and structural model. The sampling method used in this study is stratified random sampling method and the sample studied in this study using Cochran's formula, 354 companies were obtained, of which 354 questionnaires were distributed online among these companies and 175 The completed questionnaire was collected for analysis. Findings: The findings of the present study show that the effect of ideal influence and motivational motivation variables on organizational culture and also the effect of organizational culture on organizational effectiveness is positive and significant and also organizational culture mediates the relationship between transformational leadership and organizational effectiveness. Originality/Value: Given that traditional methods of management and leadership, in today's changing and dynamic conditions, lack the necessary effectiveness, so a change in the leadership style of managers and the use of transformational leadership is necessary to achieve organizational effectiveness.

Testing Job Satisfaction as a Mediator Between Managers’ Charismatic Leadership and Followers’ Affective Organizational Commitment

Leadership, affective organizational commitment, and job satisfaction have become important processes among the contemporary human resource functions in today’s businesses. This research aims to determine how charismatic leadership of managers affects the level of affective organizational commitment of white-collar employees and whether job satisfaction has any mediation effect in this relationship. Based on this, data were collected through questionnaire method from 417 white-collar employess of 139 small and medium-sized enterprises operating in the manufacturing industry in Istanbul. Hierarchical regression analysis was used to test the hypotheses. According to the results of the research that job satisfaction partially mediates the relationship between the charismatic leadership style of managers and the affective organizational commitment of white collar employees. In the literature, there has been no similar study the mediating role of job satisfaction in the relationship between charismatic leadership style and affective organizational commitment. With this research, various theorical and practical implications are presented.

Exploring the relationship between leadership and conflict management styles among nursing students.

Leadership and conflict management are essential skills that nursing students need to acquire and practise. There is a gap in the existing literature on conflict management strategies, the role of leadership styles in conflict management and the relationship between leadership and conflict management styles among nursing students. To investigate nursing students' leadership and conflict management styles and determine the relationship between their leadership and conflict management styles. A descriptive correlational study was conducted with 250 third-year and fourth-year students at a nursing college in Saudi Arabia. Participants completed the Leadership Styles Questionnaire and Rahim Organizational Conflict Inventory-II. Descriptive statistics were used, and correlation and regression analyses were conducted. Overall, the democratic style of leadership and the integrating style of conflict management were the most favoured by participants, while the laissez-faire leadership style and the dominating style of conflict management were the least favoured. Significant positive correlations were established between the leadership styles of participants and their conflict management styles. The regression analysis showed a significant predictive power of leadership styles, specifically the democratic and autocratic styles, on 30% of the variance in conflict management styles. Leadership skills are essential for clinical decision-making, while leadership style can affect the choice of conflict management style. Nurse educators have a crucial role in teaching and modelling effective leadership and conflict management for students.

Effective Leadership Style of Engineering Managers in the Government Construction Agency: National Irrigation Administration – UPRIIS Division V

This research is designed to determine the most utilized and effective leadership style based on the actual practices, preferences of the employees in construction agency. Personnel from several sections (i.e. Maintenance, Operations, Construction) of the National Irrigation Administration – UPRIIS Division V participated in the study, and data were acquired using a survey questionnaire. It consists of 40 questions designed to elicit information regarding leadership styles, performance, and outcomes. These extensive questionnaires were administered to provide context for the leadership style employed by the Engineering Managers of the National Irrigation Administration – UPRIIS Division V. The leadership style under consideration is based on four (4) contingency theories of leadership, namely The Fiedler's Model, Situational Leadership Theory, Path -Goal Theory, and Leader-member exchange (LMX) Theory. The study data was extens ively evaluated, and each question was investigated to generate a successful outcome. The finding showed that the effectiveness of a leadership style is strongly tied to the leader ship style used by immediate leaders and the maturity level of the workforce. Other factors to examine include the workplace environment, current events, the work arrangements used, and the well-being of the personnel.

Effective Leadership Style of Engineering Managers in the Government Construction Agency: National Irrigation Administration – UPRIIS Division V

Effective Leadership Style of Engineering Managers in the Government Construction Agency: National Irrigation Administration – UPRIIS Division V

Transformational Leadership Role on Work Performance under the COVID 19 Pandemic in Zimbabwe

COVID-19 outbreak has caused many changes in employees' routine and activities, as well as in managerial leadership styles in mitigating the COVID-19's implications. During the COVID 19 era, leadership practices have been criticized as insignificant. To a considerable degree, this is due to the reactive mode and mismatching solutions offered to the prevailing situation by leaders in trying to enhance employees’ perceptions in their safety, welfare and work tools support. However, as transformational leadership is the most suitable leadership style to lead human resources in uncertain environments. The objective of this research is to examine transformational leadership role on work performance among Beverage’s manufacturing companies who have been working during the pandemic. This is quantitative research which comprises of a sample of 369 employees who were selected using probability sampling where a self-administered survey questionnaire was administered on employees and the responses were analyzed using various statistical techniques. The results show that each dimension of transformational leadership predicts work performance, although not at the same extent. This pandemic inevitably pushed for new leaderships skills that can become an integral part of the post-pandemic world. Hence the research provides important practical implications for improving employee's performance through appropriate leadership traits.

Link between cultural dimensions and leadership styles of organizational managers in Turkey context of hofstede and GLOBE studies

This research aimed to provide a better comprehension of link between cultural dimensions and leadership styles of managers in Turkey based on previous studies in the literature which draws on both international and Turkish research. We have done this by clarifying concept of cross-cultural leadership, cross-cultural studies related to cultural dimensions, cultural dimensions of Turkey and leadership styles of Turkish managers. Organizational leadership is affected by many factors such as cultural dimensions. Cultural dimensions have impact on leadership styles of managers and many scholars have studied on link between leadership style of managers and cultural dimensions of countries. Based on literature, it is proved positive relationship between two components that cultural dimensions and leadership styles of Turkish managers.Turkey is collectivist,high power distance and human-oriented country, therefore Paternalistic and Authoritarian leadership style are the most common among the managers.

The leadership styles of primary healthcare center managers and center performance outcomes in Riyadh, Saudi Arabia: A correlational study.

BACKGROUND:Leadership is a wide concept that is rapidly developing. Diverse theories suggest different styles of leadership, with strong relationships between the different styles and their outcomes. The transformational style emphasizes motivating employees and encouraging them to find new ways of dealing with issues. The transactional (TL) style promotes ideas of rewards and punishments. The Laissez–faire style is characterized by relaxation and the tendency to leave things to happen with minimal interference.MATERIALS AND METHODS:This is a descriptive cross-sectional study design conducted in Primary Healthcare Centers in Riyadh, Saudi Arabia. The leadership styles were assessed using a Multi-Factor Leadership Questionnaire, which identifies the different styles of leadership. SPSS v 26.0 was used for data analysis. t-test employed to compare leadership style between raters and managers. Logistics regression model used to determine the influence of leadership styles of managers. Pearson correlation coefficient determined the linear relationship between leadership styles and its domains.RESULTS:A total of 130 respondents (65 managers vs. 65 raters) took part. “Raters” refer to any persons other than the manager, such as a secretary, nurse, doctor. The “manager” is when the person rates himself. The global transformation mean score was 3.55, for TL it was 3.42 and for passive avoidant, the mean score was 0.93. The passive avoidant (t = 2.005; P = 0.047) and management by exception (passive) (MBEP) mean scores of raters were statistically significantly higher than managers. In the binary regression model, MBEP was the independent significant predictor of manager.CONCLUSION:The perceived leadership style of Primary Healthcare Center managers was transformational but with TL. Transformational leadership was positively correlated with TL leadership but negatively correlated with passive avoidant (The Laissez–faire style). The outcome of this study demonstrated that intellectual stimulation, idealized attributes, and inspirational motivation are perhaps better than contingent reward, active management.

Pengaruh Sistem Informasi Akuntansi Manajemen, Gaya Kepemimpinan, Trust, dan Ketidakpastian Lingkungan terhadap Kinerja Manajerial

This study aims to examine the effect of the information systems of management accounting, leadership style, trust, and environmental uncertainty on managerial performance. The test was carried out on forty managers of sharia cooperatives in Lombok. The type of research is associative. The type of data used in this research is quantitative using primary data. Data processing techniques in this study were calculated by SEM-based variants (SEM PLS) using a smart PLS software application. The results of this study showed that environmental uncertainty has a significant effect on managerial performance, while the information system of management accounting, leadership style, and trust have an effect but not significant on managerial performance. The results of the finding of this study have an implication for sharia cooperatives, both sharia cooperative managers, supervisors, and members of sharia cooperatives in general, especially in Lombok in making decisions to formulate policies related to the implementation of management accounting information systems, leadership style, trust and being able to anticipate environmental uncertainty and can create right decisions to improve managerial performance.

영업 관리자의 세일즈 리더십 유형이 팀 영업성과에 미치는 영향

What is the most effective style of sales leadership in a B2C sales environment? This study was designed to find the answer to this key question. We focused on examining the effects of four leadership styles (paternalistic leadership, transactional leadership, empowering leadership, and issue leadership) of sales managers on team sales performance (subjective team performance and revenue growth rate). Specifically, we analyzed the augmenting effects of each leadership style to examine each style’s discriminatory effect on sales performance at the team level. The data were collected from 130 directly-managed branches of J company which operates B2C distribution business nationwide. In order to control for any potential common method biases, we diversified the sources to three―branch sales managers, sales team members, and objective sales data―and collected the two-wave (T1 and T2) data with the two-month interval, with different measurement points for the independent and dependent variables. Furthermore, we obtained the revenue growth rate data from the company's management database and included it as an objective team performance. The findings of the current study could be summarized into two points. First, the issue leadership style of sales managers was the only style that had the statistically significant augmenting effects on the subjective team performance after controlling for the effects of the other three leadership styles. Second, among four leadership styles of sales managers, the issue leadership style was the only style that had significant augmenting effects on the objective sales performance, i.e., the revenue growth rate. The results verified that the sales manager's issue leadership had a significant augmenting effect on team sales performance (subjective team performance, revenue growth rate). We discussed the implications and limitations of this study and suggested how this study results could lead to future studies.

Editorial

The articles in this first issue of GBOE in 2022, broadly speaking, deal with the issue of retaining knowledge within an organization: either explicitly through organizational learning or talent management, or implicitly through conflict resolution and the effective management of organizational politics. In “Exploring organizational learning and experimental logistics development at the global fashion retailer H&M” (https://doi.org/10.1002/joe.22143) Erik Sandberg and Mats Abrahamsson look at how the Swedish fashion retailer H&M developed a “test-and-learn” approach to logistics. Using an action research methodology, they refined 18 months of observations, informal discussions, and interviews via interrelated cycles of practice and research. They identify four components of logistics learning (culture, structure, relationships, and speed), and five practices used by H&M to improve their logistics operations (customer-oriented “test-and-learn,” support from top management, rapid development and implementation cycles, cross-functional integration, and testing based on real customer orders). The article provides insights into how to develop a logistics learning capability, and highlights the importance of management leadership style. One of the responsibilities of the HR department is to secure and retain the talent necessary for an organization to remain competitive. In “The impact of talent management practices on employee turnover and retention intentions” (https://doi.org/10.1002/joe.22130) Sourabh Kumar examines the contribution that talent management can make to employee retention. Based on the data from 236 questionnaires completed by IT professionals working in Delhi, Noida, and Gurugram the study uses multiple regression to examine the relationship between four aspects of talent management (recruitment and selection, teamwork and support, performance management, and salary and compensation) and employee retention. The results indicate that employees prefer to stay in an organization that provides them with the opportunity to develop and progress up the career ladder. Turning now to some of the problems of applying and retaining knowledge, John R. Schultz writes about how individual egos can get in the way of collective problem solving. In “Perceptions about reality undermine collective thinking” (https://doi.org/10.1002/joe.22140) he draws on his 50+ years' experience as a manager, program director, instructor, and management consultant to present what he describes as “a 30-year case study.” He shows how frustrated individuals can become grumbling and obsessive skeptics, meaning that problem-solving and decision-making breaks down as teams become caught up in counter-productive conflict. His article offers practical guidance on strategies and techniques that can be used to avoid gridlock, and increase creativity. Finally, Nadia A. Atshan, Hadi Al-Abrrow, Hasan Oudah Abdullah, Khai Wah Khaw, Alhamzah Alnoor, and Sammar Abbas look at the topic of how organizational politics can have undesirable effects on an organization. In “The effect of perceived organizational politics on responses to job dissatisfaction: The moderating roles of self-efficacy and political skill” (https://doi.org/10.1002/joe.22141) examine how self-efficacy and political skill play a moderating role in the relationship between perceived organizational politics and job dissatisfaction. Using measures based on four responses to job dissatisfaction - voice, loyalty, neglect, and exit–with data from a sample of 202 health staff in Iraq they provide a number of suggestions for how organizations might deal with the consequences of high levels of perceived organizational politics.

Reflection on leadership behavior: potentials and limits in the implementation of stress-preventive leadership of middle management in hospitals \u2013 a qualitative evaluation of a participatory developed intervention

BackgroundMental health and stress prevention aspects related to workplace in hospitals are gaining increasingly more attention in research. The workplace hospital is characterized by high work intensity, high emotional demands, and high levels of stress. These conditions can be a risk for the development of mental disorders. Leadership styles can hinder or foster work-related stress and influence the well-being of employees. Through leadership interventions, leaders may be encouraged to develop a stress-preventive leadership style that addresses both, the well-being of the leaders and of the subordinates. A comprehensive qualitative description of leaders’ experiences with interventions on the topic of stress-preventive leadership is yet missing in the literature. Therefore, we address leaders of middle management regarding the development of stress-preventive leadership styles through supporting interventions. The research questions are: How do leaders of middle management perceive their leadership role in terms of effectiveness in stress prevention? Which potentials and limits in the implementation of stress-preventive leadership are experienced?MethodsThe study follows a qualitative research design and content analysis. We conducted individual interviews with leaders of middle management (n = 30) of a tertiary hospital in Germany for the participatory development of an intervention. This intervention, consisting of five consecutive modules, addressed leaders of middle management in all work areas within one hospital. After participation in the intervention, the leaders were asked to reflect on and evaluate the implementation of the contents learned within focus group discussions. Overall 10 focus group discussions with leaders (n = 60) were conducted.ResultsThe results demonstrate that leaders of middle management perceived potentials for a stress-preventive leadership style (e.g., reflection on leadership role and leadership behavior, awareness/mindfulness, and conveying appreciation). However, limits were also mentioned. These can be differentiated into self-referential, subordinate-related, and above all organizational barriers for the implementation of stress-preventive leadership.ConclusionsSome of the organizational barriers can be addressed by mid-level leadership interventions (e.g., lack of peer-exchange) or possibly by adapted leadership interventions for top management (e.g., lack of stress-preventive leadership styles in top level management). Other organizational limits are working conditions (e.g., staff shortage) that can only be influenced by health policy decisions.