Perceived Leadership Style Research Articles

Non-Conformism as a Mediator of the Leadership-Well-Being Relationship in the Dutch Healthcare Sector

In this study, a model is developed and tested to examine the influence of non-conformism on the relationship between the perceived leadership style and work engagement and the level of sickness absence amongst Dutch healthcare professionals. The results of this study showed that the perceived transformational leadership style is strongly positive related to work engagement, whereby work engagement is negatively related to sickness absence. The results of this study also showed non-conformism to be a significant influencer of the leadership style-work engagement relationship. Because of the strategic importance of human capital in healthcare, it is important that leaders practice effective leadership to improve well-being and organizational performance.

Leadership styles of academic deans and department heads: university dons' perspectives on how they affect their job satisfaction

PurposeLeadership has been recognised as a critical factor for employees' job satisfaction. However, much remains to be learned about how university academics who work in developing country contexts perceive their head of departments (HoDs) and deans' leadership styles and how such leadership styles influence their job satisfaction. Therefore, extending earlier research on higher education leadership, this study was pioneered to examine deans' and heads of departments' leadership styles and how such leadership styles influenced their job satisfaction.Design/methodology/approachThis study employed an exploratory research design to draw on data from in-depth interviews with university academics sourced from two private and two public universities. Participants constituted fifteen academics (N = 15) from the studied universities. The collected data from interviews were transcribed verbatim and subjected to thematic analysis.FindingsThe findings revealed that overall, academics perceived their HoDs and deans as employing both transformational and transactional leadership styles. As such, both styles of leadership influenced academics' job satisfaction in diverse ways although the transformational leadership style appeared to be the most dominant in influencing academics' job satisfaction.Practical implicationsThe article highlights the need for university managers (i.e. heads of departments and deans) to flexibly employ preferred leadership styles to achieve job satisfaction among academics.Originality/valueFrom the theoretical point of view, this article contributes to expanding the earlier research by showing how academics' perceptions of leadership styles employed by their academic leaders shape their job satisfaction.

Leadership cycles, styles, and antecedent factors: the perspective of coaches and young soccer athletes from national Slovak leagues.

Building positive relationships and interactions between coaches and athletes is critical to an athlete's success. The current study aimed to overview how coaches and their young athletes perceive three elements of the Leadership Efficacy Model (philosophy, practice, and criteria). The aim was examined with four goals of analysis: the perceptions of coaches and athletes about coaches' leadership philosophy, practice, and criteria (1); the differences between athletes' and coaches' perceptions of leadership cycles (2); the differences between athletes' and coaches' perceptions of leadership styles (3); and the differences between athletes' and coaches' perceptions of leadership antecedent factors (4). The study involved 304 athletes and 20 coaches competing in the youth national leagues U15, U16, U17, and U19. Two-source data collection was applied: coaches completed the questionnaires from their point of view, and so did athletes. The coaches were paired then with their athletes to compare the answers. Coaches fulfilled Leadership Cycles Questionnaire (LEQ), Multidimensional Scale of Leadership in Sport (MSLS), and Leadership Antecedent Factors Questionnaire (LAFQ). Athletes completed the same questionnaires as the coaches did and also fulfilled the Sport Performance Perception Questionnaire (SPPQ). Athletes' age and SPPQ served as control variables. Both athletes (37.5%) and coaches (40%) perceived that the philosophy of the leadership efficacy model should be increased. Coaches evaluated their philosophy (F = 4.43; p = 0.036; η2 = 0.014), support in MSLS (F = 5.05; p = 0.025; η2 = 0.016) and active management in MSLS (F = 4.08; p = 0.044; η2 = 0.013) higher than their athletes. The athletes assessed the maturity of the team members (LAFQ dimension) (F = 13.98; p <0.001; η2 = 0.044), negative feedback in MSLS (F = 6.02; p = 0.015; η2 = 0.020), and passive management in MSLS (F = 4.95; p = 0.027; η2 = 0.016) higher than their coaches. The tendency of coaches to have a more positive perception of their leadership behavior compared to their athletes represents the coach-athlete perception gap of leadership. Future research can examine the efficacy of congruent perceptions of leadership between athletes and coaches during the sports season and the impact produced by objective performance indicators.

Performance And Motivation: The Influence Of Leadership Style, Work Environment And Organizational Culture In Bagian Umum Sekretariat Daerah Kabupaten Lumajang

This study explains the effect of changes in perceived leadership style, a supportive work environment and the organizational culture that is created on employee performance from the point of view of employee motivation in the General Section of the Bagian Umum of Lumajang Regency. The purpose of this study was to determine the effect of leadership style, work environment, organizational culture on employee performance and the influence of leadership style, work environment, organizational culture on performance through work motivation at the General Section of the Bagian Umum of Lumajang Regency. the research method uses a quantitative approach with analytical tools using path analysis. Respondents used amounted to 76 people. the results of the study show that leadership style does not affect employee performance, work environment influences employee performance, organizational culture influences employee performance, work motivation influences employee performance, leadership style influences work motivation, work environment does not affect work motivation, organizational culture does not has an effect on work motivation, leadership style has an effect on employee performance by mediating work motivation, the work environment has an effect on employee performance not by mediating work motivation, organizational culture has an effect on employee performance not by mediating work motivation.

THE INFLUENCE OF PERCEPTIONS OF LEADERSHIP STYLE AND ORGANIZATIONAL BEHAVIOR ON EMPLOYEE PERFORMANCE AT THE INVESTMENT OFFICE AND ONE-STOP INTEGRATED SERVICES OF LAMPUNG PROVINCE

A good leader will definitely get good performance from his subordinates. Employee performance is a real behavior displayed by each employee as work achievements produced in accordance with his role in the organization. This study aims to examine the influence of variables partially or simultaneously the perception of leadership style and organizational behavior together on employee performance at the Investment Office and One-Stop Integrated Services of Lampung Province. The population in this study is employees in the Environment of the Investment Office and One-Stop Integrated Services of Lampung Province, totaling 85 people. Sample The research to be studied considering the number of the population is limited in determining this sample, the author uses the Slovin formula with a sampling error error rate of 10 percent so that the number of samples is 46 people. The results showed that the perception of leadership style partially affects the performance of employees of the Investment Office and One-Stop Integrated Services of Lampung Province. Organizational behavior variables affect employee performance in the Investment Office and One-Stop Integrated Services of Lampung Province and variables of Perception of leadership style and organizational behavior together have a positive and significant effect on the performance of employees of the Investment Office and One-Stop Integrated Services of Lampung Province.

Academic Chairs’ Leaderships Styles and Teachers’ Job Satisfaction in Higher Education Institutions in UAE

&lt;p style="text-align:justify"&gt;This study aims to identify the dominant leadership styles of chairs from the perspective of faculty members in different college departments in higher education in the UAE. Furthermore, the study aims to identify the teachers' perceptions of leadership styles that affect their job satisfaction. The study used quantitative means with faculty members in different higher educational settings in the UAE. The survey used a five-point Likert scale. The leadership styles have values (completely agree =5, agree = 4, neutral =3, disagree=2, completely disagree=1). The job satisfaction questions have values (completely satisfied =5, satisfied = 4, fairly satisfied =3, dissatisfied =2, completely dissatisfied=1). The chosen subjects were faculty members from different colleges. Those subjects are 135 university teachers who are divided into four age groups. The data revealed no dominant leadership styles in the colleagues from faculty members' perspectives; however, the statistics lean towards the laissez-faire leadership style. It also reveals correlations between the three leadership styles and job satisfaction. The democratic leadership style has the greatest impact and most significant environment and incentives among the three independent variables.&lt;/p&gt;

Perceptions of leadership style between nurse managers and their staff in Eastern Saudi Arabia: A cross sectional survey

Background: Understanding nurses’ perceptions about their nurse managers is a crucial element to consider as it helps in the performance of the nurse managers and retention of nurses and reflects the nature of a competent workforce in achieving the organisational goals.Objective: To explore if there is a difference in perceptions of leadership style between nurse managers and their staff and discuss why this occurs.Methods: A cross-sectional descriptive comparative research design was used.Results: Nurse managers rated themselves as using transformational and transactional factors more than the nurses perceived them utilising these various leadership styles. Nurse managers, however, rated themselves lower than nurses in both laissez-faire and management-by-exception-passive.Discussion: The leadership style preferred by the followers is consistently rated higher than the leadership style that their leaders are utilising. Formation of accurate self-perception is a delicate process, especially for people in management positions. Bias in higher self-ratings may occur for several reasons, including gender, which forms the basis of this discussion.Conclusions: The results highlight the need for nurse managers to reflect on their practices and find new ways to enhance their leadership styles.

Perceptions of leadership styles in international special and general education schools in the United Arab Emirates

Given that school leadership styles are linked to educational outcomes, this study attempted to identify perceived leadership styles of school leaders in two types of schools in the United Arab Emirates (UAE): (a) international special education schools, which serve exclusively students with disabilities and (b) international general education schools, which serve primarily typically developing students. By utilizing primarily quantitative methods with supplementary qualitative analysis, this study also explored the influence of teacher demographic variables on perceptions of leadership styles. Results indicated a difference in perceptions of transformational and transactional leadership by school type based on teacher education level, as well as a difference in perceptions of passive-avoidant leadership by school type based on total years of experience with the school leader. Results also indicated a difference in leadership perceptions based on teacher nationality (consistent with the notions of collectivist and individualist cultures), total years of experience, and total years of experience in the current position. This study contributes to the knowledge base regarding the influence of teacher demographic variables on leadership perceptions while providing practical recommendations for school leaders and researchers, including professional development, school policy development, and conceptualizing culture as an expanded demographic variable of interest.

Predicting academics’ job satisfaction from their perceived leadership styles: Evidence from Tanzania

Over the last several decades, the attention of scholars in the field of leadership in higher education (HE) has been rapidly growing. A corpus of literature on leadership research has established how leadership styles affect institutional performance, organizational commitment, culture, employees’ motivation, effectiveness, retention, and job satisfaction. Although a considerable amount of research on how leadership is related to employees’ job satisfaction across literature exists, however, little research has studied the influence of academics’ perceived leadership styles on their job satisfaction in African countries and particularly in Tanzania. Drawing from Bass and Avolio’s (Citation1994) Full Range Leadership Theory (FRLT) and Herzberg’s two-factor theory, the present study examined the association between academics’ perceived leadership styles employed by either their deans or head of departments on their job satisfaction as measured by the Minnesota Satisfaction Questionnaire (MSQ). The study was quantitatively driven with a cross-sectional survey design. A convenient sample of academics (N = 411) of which (Men: N = 310, Women: N = 101) from four Tanzanian universities responded to a Multifactor Leadership Questionnaire (MLQ-5x short) and MSQ. A hierarchical multiple regression analysis was performed by using SPSS version 25 to detect significant predictors of academics’ job satisfaction. Results demonstrated that both perceived transformational and transactional leadership styles statistically significantly related to academics’ job satisfaction over and above their marital status, gender, age, academic rank, and institutional type. While the study has both practical and policy implications, it situates these findings into a broader management and governance literature of higher education leadership.

Perceived Utilization of Leadership Styles Among Nurses.

Nurses´ perceptions of leaders´ leadership styles has a significant impact on their well-being. Effective leadership in health care is crucial for improving and enhancing the effectiveness of health care systems. This study aimed to assess the perceived utilization of leadership styles among nurses at Jimma town public health facilities, Ethiopia. This facility-based cross-sectional study was conducted with 403 nurses. Data were collected through a self-administered structured questionnaire. Data were entered into Epi-Data version 4.6 and then exported to SPSS version 25. The strength of association was described using unstandardized adjusted β with a 95% confidence interval (CI) and p-value <0.05. Of the 422 participants, 403 completed and returned the questionnaire correctly, thus achieving a response rate of 95.5%. Staff nurses perceived that their head nurses fairly often or commonly used transformational leadership styles, with a mean of 2.77±0.60. The multivariable linear regression analysis model indicated that there was a positive relationship between perceived leadership style and gender, overall organizational commitment, overall job-related stress, overall innovative work behavior, and overall leadership practice. However, there was a negative relationship between perceived leadership style and nurses who had not received previous training on leadership. This study highlights that transformational leadership is a commonly utilized leadership style by leader nurses. Effective and balanced use of various leadership styles requires knowledge (training), organizational commitment, and innovative work behavior from both leaders and staff nurses. Therefore, a transformational leadership style is key to achieving organizational goals and increasing staff nurses' productivity.

Relationship between Principals’ Leadership Styles and Teachers’ Behavior

An effective leader follows a style that helps maintain good relations with his staff. A school leader should use a style best suited to his teachers' behavior. This research investigates the association between four leadership styles (instructional, democratic, transformational, and laissez-faire) and teachers' behavior in Malaysia. This study applied a quantitative research method using a survey technique by administering questionnaires. Both descriptive and inferential statistics were used to analyze the data. Multiple regression and ANOVA were used to study the strength of the relationship between variables. The research found average care of the principals towards teachers' emotional behavior. Democratic leadership style showed significant relationships that explain 28.5% of the variation in the emotional behavior of the teachers. Leaders with a democratic leadership style were more aware of and responded positively to teachers' psychometric behavior. School principals with transformational leadership styles responded positively to teachers' pro-social behavior, although the relationship was weak. These results indicate that a democratic leadership style addresses the issues of teachers' emotional behavior, while instructional leadership, which is the most perceived leadership style, does not. The result of this study can guide Malaysian school principals in choosing the appropriate leadership style best suited to teachers' behavior.

Principals’ Leadership Style towards the Implementation of Decentralized School-Based Management in Selected Secondary Public Schools in Mandaluyong City, Philippines

The purpose of the conduct of this study was to identify the leadership styles of the school heads in implementing school-based management. Likewise, it also aimed to determine the relationship between the leadership styles of the principals and its current SBM level of practice. The study was undertaken in eleven (11) public secondary schools in Mandaluyong City with fifty-five (55) teacher-respondents who are members of their respective SBM team. The mixed method design was used in the study. Correlational method of research was used to determine the relationship between the leadership styles and the corresponding current SBM level of practice. Survey questionnaire was utilized to identify the perceived leadership styles demonstrated by the principals in implementing SBM. An interview through focus group discussion was conducted to determine how leadership styles of the school heads affect the implementation of school-based management. As revealed in the results of the study, most of the members of the SBM team in each school perceived that Transformational leadership, Transactional leadership, Strategic leadership, and Democratic leadership are the frequently leadership styles employed by the principals in the implementation of the school-based management. Likewise, since the computed value 22.00 using the chi-square test is greater than the tabular value 18. 307 at 0.05 alpha and 10 degrees of freedom, the null hypothesis was rejected and concludes that there is a significant relationship between the principals’ leadership style and the status of the SBM level of practice. Most of the participants of the study perceived that leadership styles of the principals directly affect the performance of the whole team in achieving the status of SBM level of practice. A school head with a strong leadership would mean significant and better results as to compare to a school head who most of the time delegated the tasks directly to his team.

Teachers’ perception of leadership styles and involvement during the COVID-19 pandemic crisis

During the COVID-19 pandemic, educators had to move their teaching and learning to online platforms. Such a change was unforeseen and therefore became an educational crisis. In order to execute the change in teaching strategies, teachers expect a set of behaviour and actions from their leaders to facilitate and support these changes. This survey study used the Multifactor Leadership Questionnaire (MLQ) to investigate 124 teachers' views about their preferred and perceived effective leadership behaviour and actions that would support them and the challenges they faced with their teaching during the COVID-19 pandemic crisis. Findings indicated that there was a significant difference between teachers’ preferred leadership and teachers’ perceived experience of leadership during the COVID-19 pandemic crisis. The preferred leadership style was transformational leadership.

Transactional and Transformational Leadership Styles and Their Impact on Employees’ Acceptance of Predictive Maintenance Analytics: Evidence From an Indonesian Mining Company

This study aimed to investigate the role of leadership in the acceptance of predictive maintenance technologies in the coal mining industry. The Unified Theory of Acceptance and Use of Technology (UTAUT) model was used to assess the acceptance, and the Multifactor Leadership Questionnaire (MLQ) 5X was used to assess the perceived leadership styles of managers. The key findings of this study revealed that transactional leadership had a significant effect on performance expectancy, effort expectancy, and social influence, whereas transformational leadership did not significantly impact these aspects. Furthermore, an examination of the subdimensions of transformational and transactional leadership showed that contingent reward, management-by-exception (active), and intellectual stimulation had a considerable influence on the core constructs of the UTAUT model. These findings suggest that for adopting new technologies, the coal mining industry may require a different approach to exert leadership, and a comprehensive approach with consideration of the various subdimensions of leadership may be more effective in promoting acceptance and application of the technologies.

Gender and Organizational Culture: Perceptions of Leadership Style and Effectiveness

The purpose of this paper was to demonstrate changes in the definition of effective leadership and present an argument for how the shift relates to evident changes in perceptions of women leaders. Perceptions of effectiveness estimations for female and male executives were compared, while taking into consideration organizational culture. Scenario methodology was used to manipulate gender, leadership styles, and organizational culture through an experimental online survey looking for differences in perceptions of effectiveness. Findings, in part 1, show that female executives were viewed as more transformational than male executives with no significant differences in perceptions of leadership effectiveness. Leadership style mediated relations between leader gender and perceptions of leadership effectiveness. In part 2, organizational culture was shown to increase the associations of gender and leadership style with expectations of effectiveness. Female leaders may over time be perceived as effective as male leaders, if the present shift in definitions of effective leadership styles continue to align with female gender roles and organizational cultures embrace collective practices. However, this paradigmatic change is slow and women continue to be stereotyped in leadership roles. This paper gives an explanation for why nil results are becoming more prevalent in the literature on gender in leadership.

Building Leaders Abroad: Increasing Educational Leadership Efficacy through Short Term Study Abroad

Supporting efforts to build efficacy in leadership capabilities and capacities is instrumental in the process of leadership development for education and leadership students. Research suggests that those individuals in their fields with a greater sense of efficacy tend to remain longer, with more success. While there has been much research to support the importance of efficacy and the positive benefits of study abroad experiences, this case study examines the self-described changes in participants’ perceptions of leadership styles at the completion of a study abroad program. A qualitative case study describes the changing perceptions using composite narrative, in effort to maintain the anonymity of the seven participants. The article reports the findings of seven interviews (six complete and one partial) with students who participated in the trip and corresponding coursework prior. It examines three aspects of leadership: changing perceptions of leadership, altering individual leadership styles, and improving confidence and competence in leadership abilities.

The association of perceived leadership style and subjective well-being of employees in a tertiary hospital in Germany.

Professionals in the healthcare sector are a particularly vulnerable group for occupational strain due to high work-related psychological stress. For the implementation of targeted stress-prevention interventions as an important part of a workplace health management programme for all occupational groups and hierarchy levels, information about the current state of their mental health is mandatory. Hence, this study investigated the association of general well-being and different leadership styles among employees in a German tertiary hospital. Via an online survey, 10,101 employees were contacted. The final sample consisted of 1137 employees. Of these, 27.7% described themselves as leaders and 72.3% as followers. Most participants were female (74.8%), more than half were under 41 years old. Besides control variables, general well-being (WHO-5) and leadership style (transactional and transformational, laissez-faire and destructive leadership) were assessed. Leaders reported higher well-being scores than followers. Physicians without leadership responsibilities had the lowest scores for well-being. Practitioners of both transformational and transactional leadership were associated with higher well-being scores, while those practicing laissez-faire and destructive leadership had lower scores for almost every professional group. Results highlight the necessity for future multimodal health-preventive leadership interventions feature behavioural and organizational intervention modules specifically tailored to hospital professionals at different hierarchical and functional levels to foster the mental health of employees.

Occupational health in nurses’ staff of local hospitals: relationship between leadership role and post-pandemic psychosocial risks

Psychosocial risk factors associated with stressful working conditions after COVID-19 outbreak, have been studied in 20 nurses of a Basic Hospital in a rural area of Ecuador. Previous studies showed that social relationships, autonomy, and psychological demands were prominent dimensions that lead the risk perception. The aim of this study was to identify determinant leadership in the well-being of nurses and its influence in the psychosocial environment. After the intervention a positive participatory (83%) and collaborative (81%) performance was accomplished, directive leadership decreased (70%), while achievement-oriented leadership remained low (68%). The Wilcoxon test showed significant differences in qualitative-quantitative dimensions of psychological risk (Z= -3.100; p&lt;.01), and (Z= -2.925; p&lt;.01) respectively. Significant relationships among risk factors, perceived work climate and perception of leadership styles was possible to improve the well-being, by using a virtual team model based on participatory leadership. Findings are discussed and measures are proposed for future research.

Creativity and innovation in rapidly developing Qatar: the impact of leadership and the mediation of psychological empowerment amidst rapid growth

PurposeThis study examines the effects of perceived leadership styles on the perceived creativity and innovation of public servants working in a rapidly developing country while shedding light on the internal causal dynamics of these effects.Design/methodology/approachSurvey data are collected from 568 Qatari public servants working in a variety of public sector organizations. Data are analysed using structural equation modelling (SEM) employing SmartPLS.FindingsA significant relationship between perceived leadership styles and public servants' self-perceived creativity is found, with psychological empowerment as a mediating variable. Public servants that perceive their leaders as conveying transformational, transactional and servant leadership styles are found to have significantly higher self-perceived creativity, whereas authentic leadership does not have a significant positive effect. This finding indicates that transformational, transactional and servant leadership styles appear to impact public servants' creativity. This impact corresponds with findings from research on the relationship between leadership styles and creativity in the private sector. The results of this study confirmed the mediating effect of psychological empowerment, apart from authentic leadership.Originality/valueThe findings shed light on the relationship between perceived leadership styles and the self-perceived creativity of public servants working in a rapidly developing country, its causal dynamics and how these effects relate to corresponding findings in the private sector. The ensuing practical implications offer guidelines on how to organize leadership to maximize creativity and innovation in the public sector, especially in rapidly developing countries.

Nurses Perceptions of Nursing Leadership Styles in the Eastern Healthcare Cluster in Saudi Arabia

The type of leadership style adopted by the manager and how it is perceived by nurses can play a critical role in influencing staff performance and healthcare outcomes. This study aims to examine nurses’ perceptions about the managers’ leadership and to determine whether the style used may play a role in determining the quality of patient care. Methodology: A cross-sectional quantitative study was conducted in Eastern Health Cluster was over a four- month period from April 5th to July 30th 2021. A purposive sampling technique was used whereby all nurses and midwives working in EHC facilities, 8,699 staff, were invited to participate in the research adopting multifactor leadership questionnaire (MLQX5) to rate leadership styles and outcomes in relation to transformational, transactional, and passive avoidant leadership styles. The questionnaire was evaluated by a panel of expert nurse leaders against construct validity then piloted to test reliability. Data were collected after ethical approval was granted from King Fahad Specialist Hospital. Results: 577 nurses provided a 3.98% margin of error at the 95% confidence level. Statistical analysis was conducted using SPSS version 23.0. Results show that nurses perceive that their managers are using transformational and transactional leadership styles more often than passive avoidant leadership style. There was a positive and highly significant correlation between leadership and outcome factors. The analysis shows a positive correlation between leadership outcome factors (effectiveness, extra effort and satisfaction) and transformational and transactional leadership styles and a negative correlation with passive avoidant leadership style. A comparison of sociodemographic characteristics within the nursing workforce found that there are no significant differences in perceived leadership styles relating to gender although mean scores show that females had a higher perception of transformational and transactional styles compared to men who had a higher perception of passive avoidant style. Recommendations and Implication for Nursing: Transformational leadership appears to be best suited for nursing as it has positive nursing outcomes There is a strong need to implement leadership education and training amongst all nurses and to continuously train and educate nurse leaders and those potential leaders under succession planning programs about leadership skills and competencies and how to promote a culture for transformational leadership. Conclusion: The transformation of the healthcare system in Saudi Arabia, and challenges that are inherent, emphasize the importance of ensuring that nurses are effective leaders if organizational needs are to be met in the future. It is therefore important to conduct further qualitative and quantitative nursing researches amongst this nurse population to provide evidence about how leadership style is perceived and how it may influence outcomes within the nursing workforce and work environment.