Leadership Task Research Articles

Leadership styles, work engagement and outcomes among information and communications technology professionals: A cross-national study

The present study examined relationships among leadership styles, work engagement and work outcomes designated by task performance and innovative work behavior among information and communication technology professionals in two countries: Ethiopia and South Korea. In total, 147 participants from Ethiopia and 291 from South Korea were made to fill in the self-reporting questionnaire intended to assess leadership styles, work engagement, task performance, and innovative work behavior. To test the proposed hypotheses, multiple linear regression analysis was utilized. The results showed that transformational leadership style had a significant positive relationship with employees' work engagement and innovative work behavior, while transactional leadership style had a significant positive relationship with employees' task performance. However, laissez-faire leadership style had a significant negative relationship with task performance. Work engagement had significant positive relationships with the indicators of work outcomes. Besides, work engagement partially mediated the relationship between leadership styles and work outcomes. The observed associations and mediation were consistent across the two national samples considered, indicating the soundness of the assumptions across countries. The findings provide insights into how leadership styles correspond with employees’ work outcomes.

Narcissism personality trait and performance: task-oriented leadership and authoritarian styles as mediators

PurposeThe present study explored the direct as well as indirect relationships between narcissism personality trait and performance. Two leadership styles (task oriented and authoritarian styles) were identified as possible mediators.Design/methodology/approachNarcissism was measured by using Narcissistic Personality Inventory (Ames et al., 2006), performance was measured by performance scale (Greene-Shortridge, 2008). Sinha's leadership scale (Sinha, 2008) was used to measure task-oriented and authoritarian leadership styles. 273 senior-level managers of a big public sector Indian organization participated in the study. SPSS 22 and SmartPLS 2.0 were used to analyze the data.FindingsCorrelation result shows that narcissism personality trait was positively related to authoritarian leadership style and negatively to task-oriented leadership style, task performance and teamwork dimensions of performance. Task-oriented leadership style mediated the relationship between narcissism and task performance and teamwork more than the authoritarian leadership style.Originality/valueThe study attempts to empirically test the behavioral manifestation of narcissism personality trait as positive or negative and has considered the whole measure of performance which has not been previously explored. Practical implications were also highlighted beside the theoretical concerns.

Focusing on the Practice of Distributed Leadership: The International Evidence From the 2013 TALIS

Purpose: This study is primarily interested in the operational evidence of distributed leadership using large-scale and multicountry data. Specifically, this study investigates (a) how three position-based human units—the principal, the management team, and teachers—could lead nine school leadership functions together and (b) how the country and school contextual factors are related to the leadership distribution mechanism, which examines the associations among variables across national boundaries including 32 countries. Research Design: This study conducted a secondary data analysis using the 2013 Teaching and Learning International Survey. The researcher first constructed the latent variables to quantify the extent to which the three groups led the nine leadership functions. Then a resampling approach with balanced repeated replication weights was used to disclose the extent to which each group led each of the 17 leadership tasks. Finally, a structural equation model helped reveal the existing associations among contextual factors and distributed leadership operation. Findings: First, distributed leadership was reported by principals to exist in 25 countries, and there were seven distributed leadership patterns discovered among 32 countries included in the sample, though two patterns were revealed to have little leadership distribution. Second, this study found that the principal, the management team, and teachers led varied leadership functions. Finally, both country and school contextual factors were associated with how leadership was distributed. Conclusions: This study, using large-scale and international data, has added new evidence with a particular interest in the effects of contextual influence on distributed leadership practices.

The Effect On Innovatıon Strategıes Of Leadershıp Styles And Task Performance In Farms; The Case Study Of Cumra Dıstrıct. Konya Provınce

Bu çalışmada, Konya ili Çumra ilçesi tarım işletmelerinde, yöneticilerin liderlik tarzları ve çalışanların görev performansının, işletmelerde yenilik stratejileri üzerindeki etkisini belirlemek amaçlanmıştır. Araştırmanın temel verileri, tabakalı örnekleme yöntemine göre belirlenen 76 tarım işletmesi yöneticisi ile yapılan anketlerle elde edilmiştir. Yapılan faktör analizi sonuçlarında liderlik tarzları; otokratik, tam serbesti tanıyan ve dönüşümcü liderlik tarzı olarak üç alt boyutta, görev performansı; tamamlayıcılık ve düzenleyicilik görev performansı olarak iki alt boyutta ve yenilik stratejisi; saldırgan, taklitçi, savunmacı, bağımlı, fırsatçı ve geleneksel yenilik stratejisi olarak altı alt boyutta incelenmiştir. Liderlik tarzlarının KMO test değeri 0.695, görev performansının 0.727 ve yenilik stratejilerinin 0.749 olarak bulunmuş ve faktör analizi için uygun olduğu tespit edilmiştir. Yapılan regresyon analizleri sonucunda da liderlik tarzları ve görev performanslarının yenilik stratejileri üzerinde etkili olduğu tespit edilmiştir.

KETELADANAN KEPEMIMPINAN KEPALA SEKOLAH DALAM MENINGKATKAN KINERJA GURU DI SEKOLAH

This research will explain what teacher competence is and how efforts to improve teacher competency are seen from the role of the principal. Hopefully this article can be used as material for reflection for teachers and other parties with an interest in education. The principal's leadership task will succeed well if a principal understands the task to be carried out. Therefore the principal will appear in a process where he is able to direct, guide, influence and or master the thoughts, feelings or behavior of others. For success in achieving school goals requires professional headmaster's leadership, in which he understands his duties and obligations as a leader, as well as carrying out his role as a leader. In addition,the principal must establish a good cooperative relationship withsubordinates, so as to create a work atmosphere that makes subordinates feel safe, secure, and have a freedom in developing their ideas in order to achieve common goals that have been set.

The Role of Dayah Darul Mutaalimat Grong-Grong, Pidie District in Developing Santri

This research related to the leader's task in fostering dayah education is carried out using a qualitative approach, in order to obtain comprehensive information about the role of dayah leaders in fostering students in Darul Mutaalimat Dayah. The role of leadership in the development of dayah education is by fostering students. The purpose of this study is to analyze the role of the leader of the Dayah Darul Mutaalimat Grong-Grong in fostering students and to analyze various obstacles both internal and external in the process of fostering students. The theoretical implications obtained that Dayah Darul Mutaalimat Grong-Grong in Pidie Regency, the learning process is a local wisdom and this system is still maintained, preserved as a traditional education model. While the practical implications of the researchers recommend that there is a need for government policy and support in order to foster dayah education. The results showed that the leadership of Dayah Darul Mutaalimat Grong-Grong in Pidie Regency had a very large role in the development of students, ranging from determining the curriculum studied until the implementation process to achieve the vision and mission of developing students based on absolute provisions governed by dayah leaders. Then the dominant internal and external factors become supporters and inhibitors of the formation of students in Darul Mutaalimat Dayah, among others, related to teaching staff (teachers), the availability of adequate dayah facilities, and good management of management. Internal factors supporting the development of Darul Mutaalimat Dayah santri existence of teungku / teachers who teach do not demand hard work and they voluntarily want to foster students, the availability of adequate dayah facilities, the realization of good harmony among fellow teachers, good management of dayah management and the location of the dayah which is very representative. The internal inhibiting factors in the formation of Darul Mutaalimat Dayah students are related to the inability of the dayah to provide training facilities through IT equipment, the capacity of the dormitory is still very limited and also the status of the dayah still private. the administration of education which is the operational legal basis for fostering santri.

Team efficacy and leadership in managing aggressive situations in the general hospital setting: A qualitative descriptive analysis of focus groups with ward managers.

To explore the perception and issues regarding the ability of nursing teams to manage patient and visitor aggression in clinical practice, from ward managers' perspectives. Patient and visitor aggression causes substantial human suffering and financial damage in healthcare organisations. Nurse managers are key persons for developing their teams' efficacy in dealing with patient and visitor aggression. However, their perception of patient and visitor aggression in clinical practice has rarely been explored, and issues relating to team management in this context are underinvestigated. A secondary, qualitative thematic analysis of focus group interviews. Five focus groups consisting of a total of 30 ward and deputy ward managers from five Swiss hospitals were interviewed with audio recording between December 2015-January 2016. Since the recordings were rich in additional content exceeding the primary research question, a secondary analysis was conducted to answer the questions: (1) Which factors influence team efficacy in regard to patient and visitor aggression? (2) What are the implications for nurse leadership? The Consolidated Criteria for Reporting Qualitative Research was followed in the conduct and reporting of this study. Three themes emerged from our analysis: (a) contextual factors (organisational safety culture and collaboration), (b) influences from within the team (team culture, nursing aggression and general management principles) and (c) implications for nurse leadership. Managing patient and visitor aggression is a challenge for nurse managers. A team's ability to prevent, de-escalate and debrief after PVA incidents is an important leadership task in which ward managers are neither supported in nor trained for within their organisations. Nurse managers in general hospitals require more support to enable their teams to cope effectively with patient and visitor aggression. Policy and guideline implementation need to be prioritised.

New Institutionalist Leadership – how the new European Council-dominated crisis governance paradoxically strengthened the role of EU institutions

ABSTRACT This article explores the impact that the rise of a new, European Council-dominated Union has had for role of EU institutions in the most important issues of the past decade. Building on rational institutionalist theories of leadership, we first develop a New Institutionalist Leadership model that helps us understand the political leadership tasks performed by the European Council and the instrumental leadership tasks that are informally delegated to EU institutions, who then deliver them in the ‘the machine room’ where broad political guidelines are translated into actual binding reforms. The article then traces the empirical evolution of New Institutionalist Leadership in two parallel processes: dealing with concrete reforms such as the Fiscal Compact, and in managing the longer-term reform agenda in what became termed the Leaders’ Agenda. Our findings point to the need for EU scholars to pay closer attention to what is going on beneath the headline-dominating activities of the European Council.

Needs, problems and competencies of school principals in Serbia

Educational leadership has an impact on school climate, teachers? practices and student outcomes. Having in mind its importance, in this paper we wanted to examine the barriers that school principals in Serbia face in their everyday work, solutions that they propose, leadership tasks that they deem important, as well as those competencies which they feel they need to improve. To those ends we conducted a mixed-method study in which 107 principals, teachers, school counsellors, and representatives of school authorities participated in focus groups and interviews, and 200 elementary and high school principals responded to a questionnaire about leadership. Our findings indicate a myriad of barriers, predominantly related to ineffective education policies, imprecise legislation, unprofessional behaviour of teachers and principals and problematic relationship with parents. We also found that the principals felt that they needed to greatly improve their competencies from all six areas of the Standards of the competencies of principals of educational institutions. The paper offers recommendations to policy makers about the needed improvements.

High School Principals’ Use of Time in the State of Missouri, USA

High School Principals’ Use of Time in the State of Missouri, USA Kennedy O. Ongaga, Ph.D. Abstract Accepting educational responsibility among educators depends on how they use their time. Time management and use among high school principals signals what is valued – and what is not. This study describes how public high school principals in the state of Missouri reported spending their time to various leadership tasks using selected items from International Successful School Principalship Project (ISSPP) survey questionnaire. Design. Principals from all public non-chartered high schools in Missouri were asked to complete either a paper or online survey. Findings. Principals spend more time on management-related activities than curriculum and instruction-related activities. There is a strong association between time-use on curriculum and instruction with both gender and school size. The more leadership experience a principal has, the less time they are likely to spend on school management activities. Time-use on organization management is strongly associated with school size. Conclusion. If instructional leadership is a fundamental priority for principals, then development and support of principals to lead successful schools will require a redesign of their roles to free time for instructional leadership. School districts that hire their principals from a pool of assistant principals or invest in principal pipelines, need to develop a strategy to build the instructional and leadership skills of assistant principals as well. Full Text: PDF DOI: 10.15640/jehd.v9n4a2

Governance in/of Cancer Care and Stewardship in Cancer Control

In the literature in the field of cancer care, especially in the literature concerning national cancer control programmes, the terms governance and stewardship in/of cancer care are used, but usually not explained or defined. Therefore, we planned a systematic literature review in order to find the definitions of the terms governance and stewardship in/of cancer care. It was planned to create new definitions of the mentioned terms in case of unsuccessful finds. A literature review using PubMed, Google and MeSH as well as an opportunistic search for extra articles and chapters from books and grey literature was performed. Most of the found and analysed articles did not give exact explanation of the terms governance/stewardship in/of cancer care or they cited older articles (published before the year 2000) where the terms are used mostly in the field of clinical governance or in the completely other fileds, mostly banking, economy, religion or spirituality. Therefore, it was decided in the working group of experts from different European countries collaborating within in the work package Governance of integrated and comprehensive cancer care in the frame of the Innovative Partnership for the Action Against Cancer Joint Action project on cancer to create new definitions which we are presenting for the first time. The new definitions will facilitate the understanding of the leadership tasks in the area of cancer care and cancer control and will be particularly useful in the field of cancer programmes.

Сучасний погляд на проблему лідерства

The article reveals the main functions of a leader, the significance of which will fluctuate depending on certain circumstances; Mandatory conditions are presented that must be observed by the official leader; the ambiguity of the role of an unofficial leader was discovered; presented forms of leadership in the student community; the importance of the presence of emotional intelligence in the leader of student self-government is determined; The concepts of leadership are given from the point of view of psychology; The main groups of leadership qualities and concepts of leadership styles are highlighted. An analysis of research and publications reveals the important thing that not all people are capable of becoming leaders. Even the presence of certain knowledge and skills does not indicate confidence and the location of the team, and does not always allow people to lead people towards common goals. Despite the presence of the necessary principles and recommendations for fulfilling leadership tasks, we conclude that there are no absolute traits, qualities, behavioral styles due to which a person becomes a leader. The best option is to use a situational approach to management.

Protocol for a partially nested randomized controlled trial to evaluate the effectiveness of the Scleroderma Patient-centered Intervention Network Support Group Leader EDucation (SPIN-SSLED) Program

BackgroundSome people with rare diseases rely on peer-led support groups for disease-specific education and emotional and practical support. Systemic sclerosis (SSc), or scleroderma, is a rare autoimmune connective tissue disease. Many people with SSc cannot access support groups, and, when support groups exist, they may not be sustained due to challenges that could be addressed via leader training. The Scleroderma Patient-centered Intervention Network (SPIN), along with SSc patient organization partners, developed a training program for SSc patient support group leaders, the Scleroderma Support group Leader EDucation (SPIN-SSLED) Program. We recently completed a feasibility trial in which we successfully delivered the program to two groups of support group leaders who reported a high level of satisfaction with the program and its delivery. The primary objective of the full-scale SPIN-SSLED trial is to evaluate the effect of the program on support group leaders’ self-efficacy for carrying out their leadership role. Secondary objectives include evaluating effects on leader burnout, leader satisfaction (participation efficacy), and emotional distress.Methods/designThe SPIN-SSLED trial is a pragmatic randomized controlled trial (RCT) in which 180 support group leaders will be randomly allocated to training groups of 6 participants each or to a waitlist control. We will use a partially nested RCT design to reflect dependence between individuals in training groups, but not in the waitlist control. Participants allocated to the training program will receive the 13-module SPIN-SSLED Program, delivered via webinar over the course of 3 months in weekly 60–90-min sessions. The primary outcome is leader self-efficacy, measured by the Scleroderma Support Group Leader Self-efficacy Scale post-intervention. Secondary outcomes are leader self-efficacy at 3 months post-intervention, and leader burnout, volunteer job satisfaction (participation efficacy), and emotional distress post-intervention and at 3 months post-intervention.DiscussionThe SPIN-SSLED trial will test whether a training program for SSc patient support group leaders increases the self-efficacy of group leaders to carry out leadership tasks. The program has the potential to significantly improve the effectiveness and sustainability of existing SSc support groups, to increase the number of available support groups, and to be adapted for other chronic diseases.Trial registrationClinicalTrials.gov, NCT03965780. Registered on 29 May 2019.

Psychosociale aspecten van crisismanagement: taken en uitdagingen voor bestuur en beleid

Background Crises and disasters can seriously affect the health, well-being and functioning of the people involved. From a governance perspective, it is important that public leaders and crisis managers are aware of what the psychosocial dimension of crisis management entails. The objective of the current contribution is to analyse dilemmas and challenges described in evaluations of crises that occurred in the Netherlands between 2012 and 2016. Research Thirty-six evaluations were analysed against the background of a theoretical framework combining crisis leadership tasks and psychosocial support principles along the crisis life cycle. Results Public leaders and crisis managers had to deal with classical crisis problems concerning coordination, collaboration and communication. Other recurring themes were linked to social media, and the tension between tasks such as meaning making (social recognition), account giving and learning. Moreover, the analysis illustrates how difficult it is to gain insight into the needs, problems and vulnerabilities of the individuals and groups affected.

Positive Aspects of Modern Russian Bureaucracy

Despite the general dissatisfaction with the domestic bureaucracy, bureaucracy is a universal and most common apparatus of government in any developed state. In the paper the author tries to identify and analyze only the positive qualities of the bureaucratic management system in relation to modern conditions, deliberately not affecting the shortcomings of the bureaucratic organization. This approach is usually not used by researchers who seek to focus on the defects of bureaucracy. At the same time, it is necessary to know both the positive and negative sides of the modern bureaucratic apparatus in order to transfer them to the newly formed governing structures.The author reveals the positive aspects of such qualities of the bureaucracy as strict regulation of activities, vertical hierarchy (with its inherent unity of command and centralization), the specification of the labor function of the official and structural units of the apparatus, the competence of officials, as well as the impersonality of relations between them. A rational bureaucracy resembles a well-programmed mechanism aimed at efficiently solving the problems that arise before it. Their implementation in the system of modern domestic bureaucracy is shown following the example of the norms of the current Russian legislation.The author divides the concepts of «bureaucracy» and «bureaucratism», offering to be guided not by populist slogans about the elimination of bureaucracy at all, but by minimizing the defects of the managerial impact of the bureaucratic apparatus. The task of the political leadership of the country is to choose the structure that best meets the goals and objectives of the state, as well as the internal and external factors affecting it. It is important not to dwell on the search for the «only true» structure of the control apparatus, and learn to identify the positive and negative sides of the existing system and adjust them to meet the challenges.

Leadership of School’s Headmaster in Taking Decision of Curriculum Development in The State Elementary School (SDN) 101786 Helvetia, Deli Serdang District

This study aims to describe the principal's leadership in decision-making curriculum development at Elementary School 101786 Helvetia Research includes principal leadership, decision-making, and curriculum development. This research uses qualitative research type with case study approach. The location of the research is Elementary School 101786 Helvetia District Labuhan Deli Deli Serdang Regency North Sumatra Province Source. The method according to the title of this study researchers using qualitative approach, the data in this study is, principals, teachers, school committee. The conclusions of this research are: 1. Leadership of principal in decision making of curriculum development at elementary school 101786 Helvetia "to make decision of curriculum development by making decision involving party, such as teacher, school committee, school supervisor, and decision making staff coordination meetings, in a participatory manner ".2. Leadership behavior, principals point to the style and strategy of a principal performing the principal's leadership task. Among the principal's effective leadership behaviors, although they still need to be improved for better, can be seen in the leadership style that always brings in coordination meetings with school committees, school supervisors, teachers and staff. 3. The principal's strategy in informing the decision-making result of curriculum development between headmaster and teacher is done directly in the form of face to face and indirectly in the form of telephone, sms, or letter.

The unseen hands: Collaborative instrumental leadership in the British renegotiation case

AbstractThe article contends that an important but overlooked explanation for the European Union's resilience in the past decade in the face of several existential crises has been the informal instrumental leadership roles played by EU institutional actors collaborating with each other. In this article, a theoretical framework is developed that can explain why EU governments, facing a crisis, would choose to informally delegate leadership tasks to a set of EU institutional actors. A three‐part mechanism of collaborative instrumental leadership provided by institutions is devised that explains why governments informally delegate leadership tasks to EU institutions, and the effects of this informal delegation. The core of the article is a process‐tracing case study that explores how collaborative instrumental leadership actually works. The case selected is the British renegotiation of their terms of membership in 2015–2016. While the case has become more‐or‐less forgotten because the shock ‘no’ vote in the June 2016 Brexit referendum made its terms moot, the deal included quite exceptional reform proposals in which the EU bent over backwards to accommodate the United Kingdom, perhaps even going beyond the bounds of the EU Treaties themselves in the issue of immigration. Given this, analysing how collaborative instrumental leadership supplied by institutions contributed to producing the ambitious deal can shed light on the processes whereby intractable problems in the EU have been solved in the past decade.

ACS professional development: Past, present and future

Among the core values of the American Chemical Society is a focus on its members, as well as professionalism, safety, and ethics. To demonstrate its commitment to these two core values, the ACS Board of Directors has established a task force to consider professional development within the society. The ACS NextGen Leadership Task Force has had the pleasure of leading conversations on how ACS can assist its members on their development as individuals, professionals, and ACS volunteers. This includes developing skills in leading others, or managing oneself through a variety of technical or volunteer roles. We have been collecting insights from members, governance, and staff across the organization. It is clear from these conversations that providing learning and training services or products to our members that aids them professionally is central to who we are as a society and, more importantly, to the future of the chemical enterprise. This year

The Communist Revolt in Tallinn on the 1st of December 1924 and its Diplomatic Cover-Up

This article, based on the archives stored in Estonia, Latvia, Lithuania, and Russia and some recently published documents, investigates the coup attempted by the Soviets on December 1, 1924 in Tallinn and evaluates its consequences within the broad context of international relations. During the research, it was established that an attempt to stage a coup in Estonia had been undertaken both by the Estonian communists and the USSR leadership, which had the highest political body – the Politburo – and the Comintern, a self-crafted tool set up for spreading the communist movement around the world, at its disposal. Thus, the revolution was masterminded by the Soviet authorities, whereas the Estonian communists were mainly responsible for its implementation. The task of the coup leadership was to seize power and hold on to it for some time, long enough to request that the USSR “renders support.” Preparations were underway for such support. This is evidenced by military preparations in the northern regions of the USSR and the territory near the Estonian border as well as by the deployment of Soviet ships in the vicinity of Tallinn and the activities of the Soviet embassy located in the capital. The attempted coup turned into a putsch due to the maximum conspiracy of their organizers. The conspiracy was brought about by the then-public awareness that the revolutionary events in Germany in 1923 had been instigated by the Soviets. The attempted coup in Estonia failed due to the extraordinary defensive operations put up by the Estonian authorities and power structures as well as due to the failure to involve the workers and the other strata of society in the coup.
 Latvia, Estonia’s only ally, was the first country to stand by Estonia’s side after the country withstood the attempted coup. The lessons were learnt not only by these two countries but by Lithuania as well. They began taking adequate measures to stifle communist activities. Neither France nor England or any other Western state made plans to deploy their fleets to the Baltic Sea to support the Estonians or at least show, in a demonstrative way, their support in such a trying time. They also failed to hold any diplomatic démarches against the Soviets opposing the export of revolution practiced by the Soviets. Due to diplomatic pressure imposed by the USSR, Estonia could not publicly and officially name the actual organizers of the putsch. As a result, only the local communists were indiscriminately accused. Such forced tactics, if only indirectly, had at least partially been influencing the area of historical research as well.
 However, the sudden and unequivocal liquidation of the putsch in Tallinn could have prompted the USSR to no longer expand its revolutionary export to the West, and the “abstinence” of such kind had lasted until the Second World War. The war itself and the previous collusion with Adolf Hitler made it possible for Stalin to cherish even greater ambitions to renew the spread of communism in other countries.

The Five I Model of Sustainability Leadership: Lessons from the Zibi One Planet Living sustainable urban development

Abstract In this paper, we explore the role of leadership in advancing sustainable and resilient construction and development projects. In contrast to leadership theories that focus on individual differences in leadership styles or competencies, we explore what leaders actually do to promote sustainable construction within a complex, multi-stakeholder context. Using the Zibi Development in Canada's capital as a case study, we uncover five specific leadership tasks required to drive more sustainable urban transformations: inspirational work, integrative work, identity work, implementation work and institutional work. Our primary contribution is therefore the development of the 5I model of sustainability leadership, grounded in practice, which describes the hard work of leadership required for One Planet Living.