Personal Characteristics Of Leaders Research Articles

Team leadership and leadership roles

Although leadership theory recognises the importance of leaders in a team, research has mostly focused on various personal characteristics of leaders or leadership style, while less attention has been paid to the social relationships in which leaders are embedded. We therefore examine both internal and external social ties of leaders with the aim of identifying variations in the network patterns of team leaders. We hypothesise that leaders' relationship patterns lead to different network structures, which in turn create differences in leadership roles. By examining the social networks of team leaders from Slovenian and Finnish organisations between 2009 and 2012, we empirically identify variations in leaders' social networks. The results suggest four distinct social structures within which team leaders perform their leadership roles. We have shown that leadership roles can be distinguished from teams and team leaders based on the characteristics of social networks.

Climbing to the top: Personal life stories on becoming megaproject leaders

This paper captures a better understanding of the career development of people leading megaprojects through the use of biographical research method. The characteristics of megaprojects cause serious and diverse challenges for their leaders, but programs where they are trained to overcome these challenges are not easily available around the world. We used a biographic research to gather sixteen life histories of megaproject leaders from ten different countries. This approach helps to explore megaproject leaders as people and how they have learned to become leaders. Findings show that leaders learned to manage megaprojects through a lifetime interaction of: (1) personal characteristics of leaders, (2) turning points in their lives, (3) value orientations stemming from their family, region or religion, (4) their relationship to the project team, and (5) their professionalization through a diversity of projects. These findings add to our knowledge on leaders’ career development that this not only depends on individual agency but also on contextual influences which span a lifetime. Furthermore, the findings contribute to the debate on narrative inquiry methods by demonstrating the full potential of biographical research method for understanding megaproject leadership. Finally, the findings contribute to the debate on megaprojects leaders with real accounts of how people have become leaders through self-development.

РИСК, ДОХОДНОСТЬ И ХАРАКТЕРИСТИКИ ГЕНЕРАЛЬНЫХ ДИРЕКТОРОВ КАК ФАКТОРЫ ЭФФЕКТИВНОСТИ КОМПАНИИ

The aim of this paper is to combine and analysethe relationship between the company’s financial characteris-tics: risk, return, andthe leaders’ characteristics for various stages of the organization’s life cycle. The results of the em-pirical analysis of this paper reveal the dependencies between both the physiological and personal characteristics of lead-ers. Such indicators as education, previous experience as a Chief Executive Officer (CEO), CEO remuneration, and the number of years in the current position were evaluated for this analysis. The sample is represented by 409 companies in-cluded in the S&P 500 index. The profitability of the companies is assessed using an integral indicator, whereas the risk is assessed using the Leverage Beta coefficient and the Altman Z-account. The stages of the company’s life cycle are distin-guished through the ratio of cash from operating, financial, and investment activities. This paper also examines the posi-tion of companies as an analogue of the portfolio and is noted on the Capital Market Line (CML). To assess the relation-ship, decision trees were built taking into account risk and return for different stages of the life cycle of companies: “growth”, “maturity” and “decline”. As a result, it has been concluded that different characteristics of leaders are signifi-cantat various stages of the organization’s life cycle. So, for the “growth” stage, the remuneration has a positive effect on the risk indicator, but after a certain level of increase, it has a completely inverse relationship. The indicator for a leader’s education is non-linear, and the education received in the financial sphere has a negative relationship with the company’s risk indicator for the “growth” stage. The indicator for the CEO’’s previous work is more significant for risk assessment than the company’s return.

Faktor-Faktor yang Berhubungan dengan Kepemimpinan Kepala Ruangan Dalam Pengelolaan Krisis Covid-19 Di Rumah Sakit Kota Padang Tahun 2022

The occurrence of a crisis situation caused by COVID-19 forces the head of the room to adjust its leadership to the conditions of the preparation, implementation, and evaluation during the COVID-19 crisis situation so that it can run the survival of an inpatient room. This study aims to determine the "Factors Related Leadership Leadership With Indoor Leadership Management of COVID-19 Crisis In Padang City Hospital 2022". This type of the research is Crossectional study. The population in this study were all nurses at RSUD Dr. Rasidin Padang and RSI Ibnu Sina Padang. With the sample of 183 respondents. Sampling using purposive sampling technique. Data collection in this study used questionnaires with univariat and bivariat analysis. From the results of the study, it is known that the personal characteristics of the leader in the good category are 51.4%, the factor of led group in the poor category of 51.4% and the category situation factor is 51.4%. From the results of the Chi Square test were obtained by all p _ value <0.05, there is a relationship between personal characteristics of leader with crisis management stage, the relationship between led group by the stage of crisis management, and the relationship between situation factors and the management stage. With the conclusion that there is a relationship between each factor studied by indoor leadership in the management of the COVID-19 crisis situation. The expected advice for hospitals can provide communication training and caring behavior the spatial leadership to face of the crisis so that it can improve nurse performance in providing nursing care.

Antecedents of Responsible Leadership: Proactive and Passive Responsible Leadership Behavior

Due to the massive global impact of the current COVID-19 pandemic, the call for social and environment responsibility has grown stronger, and discussion regarding responsible leadership has been aroused. Agreement on the antecedents of responsible leadership has not yet been reached, however, and most studies are theoretical and focus on the personal characteristics of leaders. In this paper, we explore the antecedents of responsible leadership behavior at the organizational and situational level, through case studies of companies in China. Based on the organizational strategy, organizational ownership, mass media, crisis, local community, and other influencing factors, we determine two types of responsible leadership behaviors: Proactive responsible leadership behavior, which involves leaders showing initiative in dealing with relationships with stakeholders both inside and outside the organization, as well as voluntarily striving to assume relevant responsibilities in order to achieve economic and/or social development goals; and passive responsible leadership behavior, which involves acts of being responsible to some stakeholders under pressure from external circumstances or when unexpected events occur, even though this behavior may go against the actor’s original intention. We further explore the influence mechanism of these factors on responsible leadership and discuss the development trend from passive to proactive responsible leadership behavior.

CENTRAL ASIA: THE BUMPY ROAD TOWARDS POLITICAL MATURITY

Following the disintegration of the Soviet Union, the new Central Asian independent states of Kazakhstan, Kyrgyzstan, Tajikistan, Turkmenistan and Uzbekistan replaced the Soviet republics of Central (Sredniaia) Asia and Kazakhstan. By the time they gained independence, these countries had already developed specific mechanisms of governance: The Communist Party and state structures had relied, to a great extent, on certain regional clan principles of decision-making inherited from their distant past. The new states immediately declared that they would strive to build Western-style political systems. They elected their presidents and parliaments, set up judicial systems, yet the political elites proved unable to realize the democratic standards of the West they supported in words. Over the course of three decades, heads of state, who dominated and still remain the dominant figures in their countries and are responsible for domestic and foreign policies have replaced each other without any real competition. None of the regional states can boast of competitive presidential elections. On the other hand, even though their political development may have external similarities, there are still numerous differences rooted in their very different past, cultures and mentalities. The regional clan division, swept under the carpet during the Soviet period, was revived as an important and highly influential feature. Kazakhstan was divided into zhuzes; Kyrgyzstan is in the midst of an ongoing regional confrontation between the South and the North; in Tajikistan, Turkmenistan, and Uzbekistan regional clans have gradually gained a lot of political weight. This means that the leaders of all Central Asian countries had no choice but to take into account the interests of groups and clans and the ties between different tribes, which inevitably affected the principles of governance and choice of officials. The personal characteristics of leaders who came to power after the Soviet Union had left the stage and their interpretations of the ongoing processes played a huge role in regional developments, the relationships between the regional states, the regional balance of power and the political situation. Today, all the above-mentioned countries with the exception of Tajikistan, have elected new presidents either amid domestic political turmoil or through a power transit within the same group. This means that in all Central Asian countries presidential elections are not seen as an instrument of change of power but, rather, as an instrument of remaining in power. The complicated economic situation, the non-regional actors that put pressure on the local political elites and, recently, the COVID-19 pandemic, which intensified the social and economic problems, did nothing positive for the political and economic stability in Central Asia.

THEORETICAL BASIS OF DETERMINING THE CLIMATE OF THE ORGANIZATION AND FACTORS OF ITS FORMATION

The article deals with the theoretical basics of determining the climate of the organization, considers the features of psychological and organizational climate, identifies factors that influence the formation of climate of the organization and the impact of climate of the organization on team members. Perception of the working environment and the attitude of employees to the organization and management processes through the climate of the organization were characterized. Climate of the organization, organizational climate and psychological climate were differentiated by the authors. The climate of the organization consists of organizational climate and psychological climate that interact with each other. The more employees in the organization, the more complex will be the structure of the climate of the organization. The conducted analysis of the factors influencing the formation of climate, allowed to extend their list. The authors suggest to consider the form of ownership and personal characteristics of owners as formation factors of the climate of the organization. Opportunities for an employee’s self-development also have a significant impact on the formation and maintenance of the climate of the organization. The study of publications on a specific topic allowed the authors to conclude that the climate of the organization has a complex structure and consists of organizational climate as a perception of the organizational environment and psychological climate as an individual perception of organizational practices and procedures. The authors propose the basic factors that shape the psychological and organizational climate. The basic factors of psychological climate formation (climate at the individual level) are: personal characteristics of the employee, clarity of defined roles in the team, importance for the employee and its content, support of the leader and the quality of cooperation in working groups. Basic organizational climate forming factors are: personal characteristics of leaders, leadership style, distribution of work, the effectiveness of team building, communication efficiency. Psychological and organizational climate, forming the climate of the organization, determine the effectiveness of the organization and influence its management system. In addition, the climate of the organization has an impact on the formation of organizational culture. Keywords: climate of the organization, psychological climate, organizational climate.

Leader Influence in Role Selection Choices: Fulfilling Role Theory's Potential for Foreign Policy Analysis

AbstractWhile it has been well-documented when and how leaders matter in foreign policy, there is still no clear roadmap on how to connect and investigate the different possibilities that leadership studies offer for the benefit of role theory development. Thus, this article lays the foundation for a dialogue between role theory and leader-based approaches to foreign policy. We approach this as a “glass half full” as leaders are present in role theory, but not properly integrated in terms of theorization and methods to study their influence on the overall selection of roles. We present a range of possible ways to study the beliefs and personal characteristics of leaders and other motivational approaches that inform and shape their role selection process. A better integration of the individual level can give foreign policy scholars and practitioners a more complete picture of why governments decide to prioritize certain roles over others. Introducing a way forward in establishing a more robust connection between leaders and the roles of the state also provides scholars with a more complete toolkit to analyze and unpack agent–structure relations in foreign policy.

Örgütlerde liderlik tarzlarının etkileri üzerine bir bakış

This study aims to investigate the different effects of different leadership styles on the organization with a new projected discussion model and to prove that it produces varied outcomes. The study explains what leadership is, gives detailed information on major leadership styles and well-known theories, and discusses how gender differences and emotional intelligence relate to the leadership styles. The study builds on the broad existing literature reviews and arguments. The existing theoretical frameworks on different approaches of leadership styles and arguments are presented consistent with the view of leadership concept influence teamwork collaboration, cooperation, and organizational performance. Moreover, another aim of this study is to correct the false facts by explaining the differences between a leader and a manager and to support the theoretical gaps in these areas with different proven approaches. After reviewing and explaining the concept of leadership approaches and styles in organizational management strategies, the importance of behavioral and personal characteristics of leaders are emphasized. In this context, different variables (such as gender differences and emotional intelligence) are effective in shaping leadership styles. An argument is presented that a casual relationship exists between different variables and the leadership styles; the casual relationship is moderated by firm-varying selections of leadership types. Also, the research paper predicts how leadership will evolve in the future. The concept of leadership is changing with the widespread use of new high technologies and the speed of globalization. Therefore, organizations take this into account while determining their long-term goals. By the time, the impact of these goals on corporate culture is also modifying and transforming.

The interaction of employee trust & ethical decision making

Trust is seen to include both emotional and cognitive dimensions and to function as a deep assumption underwriting social order. In the past three decades, the importance of trust in the workplace & its influence on organizational performance has been recognized by research scholars, and practitioners. This research paper aims to examine the impact of employee trust on leaders' ethical decision-making. This study applies literature review method to address the above subject showing that the impact of employee trust on leaders’ ethical decision-making relates to organizational aspects, as well as personal characteristics of leaders. Consideration of organizational aspects include performance, effective communication, and organizational culture. The personal aspects relate to leadership self-certification, guilt, rational attitude, leader learning, and moral model. Further, this study suggests that employee trust enhances e& & motivates leaders to make ethical decisions. However, organizational culture and leadership personal characteristics may have a negative impact on ethical decision-making. This study suggests that organizations could make collective decisions on major issues to reduce the impact of these negative factors on ethical decision-making.

Система управления знаниями в организации как инструмент повышения эффективности труда: этапы создания

Knowledge management became known as a technology (concept, direction) of management in the second half of the XX century. The National Standard of the Russian Federation GOST R ISO 9001-2015 “Quality management system. Requirements” was introduced on November 1, 2015. It contained a section entitled “Organization Knowledge”, which caused normative interest in this administrative tool. The transition period was three years.
 Knowledge management has been the focus of scientific and educational publications. The interest is caused primarily by a search for optimal ways of system's effective functioning under the conditions of “society of knowledge”. It means a need for permanent innovation, prompt adaptation to changes, information space digitalization, etc. An analysis of prominent studies allowed the author to create a knowledge management system (KMS) for organizations. The research highlighted the main stages of KMS design and a number of significant problems of socio-psychological nature that accompany it. The algorithm is not highly versatile in nature, since formation of KMS depends on many characteristics of the company – its resources, size, stage of life cycle, degree of processes routinization, scope of activities, personal characteristics of leader and the team, cross-cultural specificity, environmental factors, etc. It can contribute to the holistic understanding about the main stages of the process and its key problems.

Job satisfaction of nurses and identifying factors of job satisfaction in Slovenian Hospitals

AimTo determine the level of job satisfaction of nursing professionals in Slovenian hospitals and factors influencing job satisfaction in nursing.MethodsThe study included 4 hospitals selected from the hospital list comprising 26 hospitals in Slovenia. The employees of these hospitals represent 29.8% and 509 employees included in the study represent 6% of all employees in nursing in Slovenian hospitals. One structured survey questionnaire was administered to the leaders and the other to employees, both consisting 154 items evaluated on a 5 point Likert-type scale. We examined the correlation between independent variables (age, number of years of employment, behavior of leaders, personal characteristics of leaders, and managerial competencies of leaders) and the dependent variable (job satisfaction – satisfaction with the work, coworkers, management, pay, etc) by applying correlation analysis and multivariate regression analysis. In addition, factor analysis was used to establish characteristic components of the variables measured.ResultsWe found a medium level of job satisfaction in both leaders (3.49 ± 0.5) and employees (3.19 ± 0.6), however, there was a significant difference between their estimates (t = 3.237; P = <0.001). Job satisfaction was explained by age (P < 0.05; β = 0.091), years of employment (P < 0.05; β = 0.193), personal characteristics of leaders (P < 0.001; β = 0.158), and managerial competencies of leaders (P < 0.000; β = 0.634) in 46% of cases. The factor analysis yielded four factors explaining 64% of the total job satisfaction variance.ConclusionSatisfied employees play a crucial role in an organization’s success, so health care organizations must be aware of the importance of employees’ job satisfaction. It is recommended to monitor employees’ job satisfaction levels on an annual basis.

The Intercultural Practice of Local Governance in an Aboriginal Settlement in Australia

Drawing on research undertaken at a remote Aboriginal settlement, the paper describes the interpersonal interactions occurring in the practice of local governance, by conceptualising an intercultural field on which actors from a variety of institutional positions practice. Local governance in Kowanyama exhibited a political pluralism, encompassing a complex array of competing and at times balancing interests. Informal and formal checks and balances operated to curb the excesses of leaders. There was considerable diversity in the personal characteristics of leaders and of local organizations and forums. The pluralism and specialisation observed was an innovative response to the complexity of local governance and indicative of a political maturity in leadership and their constituency. Critical to local governance was productive relationships operating locally between leaders and trusted outsiders. The bulk of administrative burden was borne by a surprisingly small number of leaders and trusted outsiders, raising questions about how to broaden public participation in decision-making. The paper concludes by encouraging researchers and commentators to move beyond the notion of a narrow interface between monolithic opposing cultures, to the rich sociality that is occurring in the intercultural practice of local governance.

Social-anthropological, cultural and historical foundations of group analysis of irrationality of recent conflict between Croats and Serbs

In the first part of the article author offers the outline of main theoretical and methodological traits of group analysis of large social groups, including the respect for basic atmosphere and maturity of social group itself, personal characteristics of leaders as well as specificity of group's social mentality, all within the theoretical frame of W. R. Bion. In the second step main characteristics of large groups, of Serbs and Croats, are exposed that are relevant for the analysis of irrational aspects of conflict between these two groups: linguistically, economic, social-anthropological, and historical, including the basic facts on leaders that gave impact to the conflict. In summing the results of group analysis author points at 'biographies' of both nations, difference in the process of their maturation and elements of these characteristics during the last conflict. Author also sums up the social, historical and cultural facts that have had decisive role in creating of emotional relationship toward the other national group (time of the founding of state, experience of expelling and ethnic cleansing). In conclusion author points out the relevance of foreign historical and socio-political factors and their role in mutual demonstration of collective irrationality of two groups, as well as on net to overcome of these negative emotions and attitudes by the aid of facing the truth on both analyzed groups. .

Leadership in Urban Governance: The Mayor of London

This article discusses leadership in urban governance by examining the Mayor of London. It uses a conceptual framework of four elements: the external environment to local leadership; the institutional arrangements in which leaders operate; the local environment; and the personal characteristics of leaders. It is argued that the Mayor of London is 'strong' within the Greater London Authority, but 'weak' in formal terms in the governance of London. In order to be effective in London governance, the Mayor needs to facilitate the co-operation of others in order to wield power. The area of negotiation of the leadership of the Mayor of London is broad and takes place between the Mayor and the organisations which form the governance of London.