Preferred Leadership Style Research Articles

Quantum leadership: new approach in managing shoulder dystocia in simulation-based training.

Shoulder dystocia, a challenging condition for obstetricians, poses significant risks to both maternal and neonatal health, including maternal postpartum hemorrhage, neonatal hypoxia, and brachial plexus injury. Despite being unpredictable and unpreventable, effective management can mitigate these risks. Miscommunication and poor leadership are responsible for 72% of medical errors, which further highlights the importance of robust leadership skills in obstetric emergencies. A qualitative study involving 20 participants through structured interviews assessed preferred leadership styles in managing shoulder dystocia. Findings revealed that 55% of participants favored quantum leadership. Other preferences included laissez-faire by one anesthesiologist and democratic by two midwives. However, all participants acknowledged the efficacy of the seven quantum leadership skills in managing shoulder dystocia. Discussion emphasized that traditional leadership styles are less effective compared to quantum leadership in managing the complexities of shoulder dystocia. The quantum Ob-Wheel, consisting of 12 milestones, integrates these seven interdependent skills to guide the management process. Despite the limited sample size of this study, it is worth noting that, given the unpredictable nature of shoulder dystocia, clinicians should be prepared for its occurrence during any birth, with quantum leadership providing a strategic advantage in such scenarios.

Followers’ Regulatory Mode and Leadership Style Preferences: Does the Task Time Perspective Moderate Their Relation?

Leadership style preferences are in part shaped by differences in people’s self-regulation. However, research shows inconsistent findings regarding the relation between followers’ regulatory mode (locomotion – a need for maintaining movement and change; and assessment – a need for evaluating and critically comparing) and their preferences for directive versus participative leadership styles. The present research aimed to test whether a short-term versus long-term task time perspective moderates this relation, and as such whether time perspective might reconcile previous findings. In three preregistered studies, we measured participants’ regulatory mode and manipulated task time perspective by asking participants to recall short- versus long-term tasks they had completed in the past (Study 1, N = 304; Study 2, N = 373) or to imagine working in a company and having to complete short- versus long-term tasks (Study 3, N = 355). Participants then indicated their leadership style preferences for the respective task. Contrary to predictions, the results of all studies and an internal meta-analysis indicated that task time perspective does not moderate the relation between followers’ regulatory mode and their leadership styles preferences. However, independent of the task time perspective, followers’ locomotion mode was consistently and positively associated with a preference for participative leadership. The present findings point to the importance of taking into account followers’ regulatory mode when considering their leadership preferences. Indeed, considering locomotors’ participative leadership style preference is crucial to ensure leadership style fit and foster motivation at work.

Becoming Leaders - A Qualitative Research Study on the Priorities and Concerns of Early Career Women Faculty in Academic Medicine.

Gender inequity persists in high-level leadership within academic medicine. Understanding the perspectives of early career women faculty could clarify how to recruit and support women who pursue high-level leadership. This study explored the specific priorities and concerns that may influence the recruitment of women leaders in the future. Twenty-five assistant professors (mean: 1.8 years at rank) completed the Early Career Women's Leadership Program and participated in semi-structured, in-depth interviews in 2023. Data were analyzed using an iterative, thematic constant comparison process informed by constructivist grounded theory. The authors identified four themes. In theme one, participants described the importance of being seen and valued as a whole person, with consideration of their personal and professional lives. They sought mentorship and leadership positions that supported their work-life integration. In theme two, women balanced an interplay between the individual and the collective when considering themselves as future leaders. From the individual perspective, participants prioritized personal values like humility and compassion when discussing preferred leadership styles. From the collective perspective, they prioritized inclusivity and teamwork. Theme three showed discomfort with the unknown with a desire to fully understand a leadership position and its impact on personal and professional life. Participants wondered about having the authority and resources to realistically make meaningful change and whether they could adequately prepare to lead. The fourth theme was representation mattered. Participants valued having women leaders who have experienced similar challenges as themselves. These leaders inspired participants to believe that they could also achieve and succeed in high-level leadership. Early career women balanced numerous factors when considering whether to pursue high-level leadership in academic medicine. Understanding women's priorities and concerns can enable institutions to prepare women faculty to lead and ultimately recruit and retain them in high-level leadership.

Эмоциональное лидерство в студенческих организациях (на примере обучающихся Российского университета дружбы народов)

The article considers the concept of emotional leadership in the context of the managerial discourse of student organizations. An empirical study using the author’s tools created on the basis of D. Goleman’s theory of emo-tional leadership has been implemented. Students of the PFUR were interviewed in order to identify their pre-ferred leadership styles. Information about the types of emotional leadership that students prefer depending on their status (head of a student organization or not) It can help improve management practices. By applying emotional leadership skills, the head of a student organization can improve the quality of management and motivation of the team, as well as attract new members. For the administration of an educational institution, the development of students’ emotional intelligence can be in demand when implementing youth policy at the in-ternal level, as well as improving communication with students.

The Impact of Culture and Gender on Leadership Styles

Diversity in leadership remains one of the most influential topics in management research. The socioeconomic changes and globalization make business teams more gender and culturally heterogeneous, which challenges leaders. Gaining a comprehensive knowledge of diversity assists leaders in overcoming such challenges and effectively and efficiently managing their teams. The problems identified by researchers in the area include inconsistent empirical evidence on leadership style (LS) preferences of distinct gender groups, incomprehensive understanding of how leadership functions in Africa and its comparison to traditional Anglo theoretical perspectives. Additionally, there is an incomplete understanding of gender similarities and differences across different cultures. This research investigates these problems and, in turn, helps leaders improve communication, collaboration and organisational performance. The foundation for this quantitative research is a self-administered online survey. Survey participants are culturally and gender-diverse managers, studying in the MBA program at the University of London. Consequently, two dominant cultural groups, Anglo and Sub-Saharan African (SSA), were categorized and detailedly assessed. This research casts light and establishes connections between gender, culture and leadership. The men in the Anglo and SSA clusters are more transformative than women. Additionally, top management is more transformative compared to non-management, low management is more laissez-faire than top management and non-managerial females are more laissez-faire than top-managerial females. However, no significant differences were found between genders independently of their culture, residents and native-born residents of Anglo and SSA clusters. The key implications of this research are that professionally educated leaders, independent of their gender, use similar LSs. However, within cultural clusters, gender differences emerge. No differences between the residents and native-born residents indicate that foreign-born leaders adapt their style to the residing culture.

Preferred Leadership Styles: Mid-career Professionals in the Czech Military

Preferred Leadership Styles: Mid-career Professionals in the Czech Military

The Impact of Cultural Differences on Leadership Styles: A Systematic Literature Review

This study synthesizes the findings from a systematic literature review of 58 articles which then was curated into 18 articles, focusing on the relationship between personality traits and leadership effectiveness across different cultural contexts. The study aimed to explore how cultural differences influence the impact of personality traits on leadership outcomes. The literature review revealed that certain personality traits, such as extraversion, conscientiousness, and openness to experience, are generally associated with effective leadership across cultures. However, cultural differences can significantly impact how these traits are perceived and valued in leaders. The study also highlighted the importance of considering cultural dimensions such as performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivism, gender egalitarianism, power distance, and uncertainty avoidance in understanding leadership effectiveness across cultures. The GLOBE study, which examined leadership across 62 cultures, found that certain leadership styles, such as charismatic and group-oriented leadership, were generally effective across cultures, while others, like self-protective leadership, were less effective.Furthermore, the review emphasized the role of cultural variations in leadership styles, with different cultural clusters having distinct preferences for leadership communication styles. For example, the Middle Eastern cluster preferred a more traditional leadership profile that included attributes such as familial, humble, faithful, self-protective, and considerate. In conclusion, the study underscores the complex interplay between personality traits and cultural differences in shaping leadership effectiveness. Understanding these cultural variations is crucial for developing effective leadership strategies that can be applied globally.

The Impact of Cultural Differences on Leadership Styles: A Systematic Literature Review

This study synthesizes the findings from a systematic literature review of 58 articles which then was curated into 18 articles, focusing on the relationship between personality traits and leadership effectiveness across different cultural contexts. The study aimed to explore how cultural differences influence the impact of personality traits on leadership outcomes. The literature review revealed that certain personality traits, such as extraversion, conscientiousness, and openness to experience, are generally associated with effective leadership across cultures. However, cultural differences can significantly impact how these traits are perceived and valued in leaders. The study also highlighted the importance of considering cultural dimensions such as performance orientation, assertiveness, future orientation, humane orientation, institutional collectivism, in-group collectivism, gender egalitarianism, power distance, and uncertainty avoidance in understanding leadership effectiveness across cultures. The GLOBE study, which examined leadership across 62 cultures, found that certain leadership styles, such as charismatic and group-oriented leadership, were generally effective across cultures, while others, like self-protective leadership, were less effective.Furthermore, the review emphasized the role of cultural variations in leadership styles, with different cultural clusters having distinct preferences for leadership communication styles. For example, the Middle Eastern cluster preferred a more traditional leadership profile that included attributes such as familial, humble, faithful, self-protective, and considerate. In conclusion, the study underscores the complex interplay between personality traits and cultural differences in shaping leadership effectiveness. Understanding these cultural variations is crucial for developing effective leadership strategies that can be applied globally.

The Anatomy of Leadership: From Aspirational to Dark Side Leadership Traits

Leadership is all about others on your team and in your organization. Surgical professionals are most likely to follow leaders they trust to care about their professional and personal well-being, and are aligned with their values, while setting and implementing organizational strategy. Ironically, in order to lead others well, it is best and most effective if leaders are humble, vulnerable, and willing to learn more about themselves: specifically their behavioral tendencies when they both are at their best and when they are under duress. For us as leaders, this includes understanding our own predominant leadership style(s); and learning how to expand our leadership preferred tendencies to other styles that may be more effective in certain situations. The POSNA leadership program (PLP) enables participants and faculty to study effective leadership principles and theories; evaluate published examples of exceptional and disastrous leadership in volatile, uncertain, complex, and ambiguous (VUCA) real life situations; and have in-depth dialogue on how pediatric orthopaedic surgery leaders can learn from and positively model exemplary leadership characteristics and behaviors. Although our operating rooms, clinics, research and administrative areas are not battlefields, and we are healers not warriors, we and the teams we lead do face uncertain, ambiguous, complex and even volatile situations often enough to require implementation of those refined, high-level skills. Key Concepts(1)Like all leaders, surgeons have preferred leadership styles. Learning about, expanding, and adapting leadership style(s) to specific situations is important and impactful.(2)The most effective leaders are humble, have high integrity, think strategically, are decisive decision makers after input from their trusted professional teams.(3)Trust is the essential ingredient of leading successful teams and organizations. Building trust requires empathy, high task competency, the ability to actively listen and engage in dialogue before and during implementation of plan(s).(4)Volatile, Uncertain, Complex, and Ambiguous (VUCA) dilemmas and challenges occur. Leaders and teams who can manage stress, mobilize necessary resources, and respond in a timely fashion to each VUCA situation are most effective.(5)Disruptive behaviors in our profession are more common than ideal. Responding to unprofessional acts, managing perceptions, and redirection to acceptable behavior lessens safety risk for patients and improves team performance and professional well-being.

Comparison of Generation X and Generation Y for Leadership Style Preference with the Moderating Role of Legacy Beliefs

Each generation has unique characteristics influenced by their respective historical periods. This research has explored the differences in leadership style preferences between generation X and generation Y, taking into account the impact of legacy belief. Legacy belief is an important measure that shows how individuals justify their actions, and become more significant as they progress in their careers. By conducting a survey using random sampling, data was gathered from 304 banking professionals in Islamabad, Pakistan. Results show distinct differences in the leadership approaches of generation X and generation Y, particularly in transactional and transformational styles. It was also found that legacy belief plays a role, with generation X individuals showing more respect for their beliefs. This study highlights the differences in leadership tendencies across generations, contributing to existing research on how they affect organizations and employee performance. Tailored strategies are needed to engage older employees more actively. Additionally, we suggest including Generation Z in generational studies and exploring other factors that can influence generational dynamics in the workplace.

Risky business: medical students’ feedback-seeking behaviours: a mixed methods study

ABSTRACT There are differing views on how learners’ feedback-seeking behaviours (FSB) develop during training. With globalisation has come medical student migration and programme internationalisation. Western-derived educational practices may prove challenging for diverse learner populations. Exploring undergraduate activity using a model of FSB may give insight into how FSB evolves and the influence of situational factors, such as nationality and site of study. Our findings seek to inform medical school processes that support feedback literacy. Using a mixed methods approach, we collected questionnaire and interview data from final-year medical students in Ireland, Bahrain, and Malaysia. A validated questionnaire investigated relationships with FSB and goal orientation, leadership style preference, and perceived costs and benefits. Interviews with the same student population explored their FSB experiences in clinical practice, qualitatively, enriching this data. The data were integrated using the ‘following the thread’ technique. Three hundred and twenty-five of a total of 514 completed questionnaires and 57 interviews were analysed. Learning goal orientation (LGO), instrumental leadership and supportive leadership related positively to perceived feedback benefits (0.23, 0.2, and 0.31, respectively, p < 0.05). Perceived feedback benefits are related positively to feedback monitoring and inquiry (0.13 and 0.38, respectively, p < 0.05). The personal cost of feedback is unsupported in quantitative data, but was a strong theme in interviews, as was feedback avoidance, peer feedback, and unsupportive learning environment. No differences were observed across sub-groups based on gender, study site, or student nationality. Integrated analysis describes FSB: avoiding ‘unsafe’ feedback (first, do no harm) and overcoming barriers (beat the system) and goal-centred curation (shop around) to optimise benefits. Diverse medical students across three continents undertake FSB with careful navigation, as a valued but risky business, that is highly contextualised. Promoting a constructive FSB is complex. Overcoming outdated theory and practices on the wards remains a challenge to psychologically safe, learner-centred feedback.

Leadership Preference and Managerial Creativity in Corporate Sector Employees in the GDM Industrial Belt

The study aims to examine the relationship between leadership style preference and managerial creativity among corporate employees in the GDM Industrial Belt. The research uses mixed sampling methods, including simple random sampling and area or cluster sampling, to collect data. The sample consists of 115 corporate employees aged 20-60 years from the Gurgaon-Delhi-Meerut industrial belt. The scales used were Managerial Creativity Scale (MCS) by Sangeeta Jain, Rajnish Jain, and Upinder Dhar and Leadership Preference Scale (LPS) by L. I. Bhushan, 1995. The results showed a prevalence of preference for democratic leadership style among employees, with a higher correlation between managerial creativity and leadership preference. The Pearson's correlation between managerial creativity and leadership preference was 0.726. An independent-samples t-test showed a moderately significant difference in managerial creativity levels between male and female employees. The study highlights the importance of considering both leadership preferences and managerial creativity in the corporate sector

Strategic Onboarding: Tailoring Gen Z Transition for Workplace Success

Managers and human resource professionals must possess the requisite abilities of generational awareness to effectively match the distinct attributes exhibited by various age cohorts within the overarching objectives of the firm. Organizational leaders must understand the four major age groups that constitute the workforce: the Traditional Generation, the Baby Boomers, Generation X, Generation Y, also known as the Millennials, and Generation Z. A recent study conducted by McKenzie reveals that several factors, namely financial incentives, career advancement opportunities, flexibility in the workplace, and a sense of purpose at work, have a significant impact on employee retention (The Gen Z Equation, 2023). Schroth (2019) suggests that providing appropriate onboarding procedures would result in increased productivity among the Gen Z cohort in the workplace. This study’s primary focus examines Gen Z’s preferences for leadership styles, perceptions regarding organizational culture, and how these affect Gen Z’s learning approaches. The findings are utilized to generate recommendations and strategies for effectively preparing Generation Z for the workforce by implementing strategic orientation and onboarding practices.

Shattering the glass ceiling : A study on the preferred leadership style of Saudi women entrepreneurs

Shattering the glass ceiling : A study on the preferred leadership style of Saudi women entrepreneurs

Emotional intelligence and leadership styles: a case study of school heads in Pakistan

ABSTRACT In the contemporary education system, school effectiveness anticipates teacher dedication, a sense of responsibility, and team spirit. Such a soft shift in perspectives urges school leaders to reshape their administrative roles to architects of a conducive environment for ensuring the fulfilment of school goals and the promotion of teacher well-being. Arguably, this shift stipulates extended competencies of leadership, namely interpersonal and intrapersonal, which are the essential traits and competencies of Emotional Intelligence (EI). Therefore, this paper presents school heads’ perceived levels of emotional intelligence and the influence of EI on practiced leadership styles. A phenomenological case study was employed with representative cases of five schools. The sample comprised both school heads (n = 5) and teachers (n = 10). Data were collected using four methods, namely semi-structured interviews with teachers and school heads; shadowing of school heads’ to observe their behaviours; a web-based emotional intelligence test to assess school head’ perceived EI; and a self-assessment questionnaire of leadership styles. The findings highlight weak levels of emotional intelligence among school heads. The frequently preferred leadership styles include authoritarian and transactional which underscores a notably weak emotional intelligence integration in leadership practices. However, the sentiments of school heads and teachers varied, because the former considered leadership as their right to rule the team, while the latter found a disconnection between school heads and teachers and a concern for teacher well-being. The findings imply the urgent need to improve the EI of school heads to ensure teacher well-being.

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 Styles and Generational Differences in Manufacturing and Service Organizations

Abstract Background and purpose The purpose of this study was to examine generational differences and leadership style preferences in service and manufacturing organizations in south-eastern (SE) Slovenia. The focus was on preferred leadership approaches and generational differences. Methods Quantitative research was conducted using the Multifactor Leadership Questionnaire (MLQ) to collect data on a sample of 208 employees in manufacturing and service organizations in SE Slovenia. The questionnaire was distributed online and responses were analysed using Kolmogorov-Smirnov test, Shapiro-Wilk test, and the Kruskal Wallis test. Results The results showed that the transformational leadership style was most preferred by the respondents, followed by the transactional and the least preferred was the laissez-faire style. A significant generational difference was found in the preference for the transactional leadership style, with Baby Boomers showing the highest preference and Generation Z the lowest. Conclusion Although the study was limited to SE Slovenia and generalizability is limited, the results suggest that organizations should provide leadership training adapted to generational preferences to promote effective leadership. Future research should consider longitudinal and sector-specific studies, as well as the inclusion of variables such as cultural background and organizational culture.

Leadership and Motivation as the Part of Corporate Culture in Selected Company

The aim of this paper is to evaluate the management and motivation of people and employees as part of the corporate culture in aselected company in a retail chain. The selected company has been operating in Slovakia since 2000, when it opened its first branch. Today, this chain of stores operates almost all over Slovakia and is still expanding. Primary and secondary data, methods of analysis, synthesis, deduction, comparison and statistical methods (Chi square test) are used to prepare the paper. The first part contains theoretical starting points and knowledge of the investigated issue from Slovak and foreign sources. The methodology contains a precise definition of the main goal, subgoals of the work, material and work procedure. The following is an analysis of the actual state of the selected entity. We use the questionnaire method to obtain information to evaluate leadership and motivation. The questionnaire is composed of 14 questions, 5 of which are identification questions, and the others are focused on the preferred style of leadership and satisfaction, on building a corporate culture, on current benefits and satisfaction with them, on potential benefits and on demotivation factories. The survey was completed by 57 respondents who were employees of one of the branches. Three hypotheses are formulated as part of this survey. Among the main analysis results, we can include satisfaction with the leadership style and the perception of corporate culture in the sense of “Everything for people” (for customers and employees) but also negative things such as insufficient current benefits and demotivation in the form of employee overload, bad working relations or insufficient environmental responsibility. All 3 hypotheses were rejected. Satisfaction with the leadership style does not depend on years of service, satisfaction with benefits received does not affect the age of the employees, and building a corporate culture does not depend on the leadership style of people. Subsequently, proposals and recommendations for practice are formulated based on the analysis. Among the most important proposals are support for the health of employees in the form of vitamin packages and wellness, sick days, financial rewards and team building. The conclusion of the paper also includes the limitations of the research and its possible extensions.

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.

Voters' HEXACO personality traits as predictors of their presidential leadership style preferences

Previous followership research has focused on relations between voters' personality and preferences for actual politicians' personality traits, but there is a lack of research on the relations between voters' personality and preferences for ideal political leadership styles. The aim of this research was to explore – during a presidential election – the relations between voters' HEXACO personality traits and their leadership preferences based on the circumplex leadership model. In a sample of 233 voters from Serbia, we investigated preference for presidential (charismatic, avoidant, autocratic, and democratic) leadership styles using a vignettes-based measure. The results revealed that a charismatic style (high communion and high agency) was – in line with our proposed functional principle – the most preferred style. Furthermore, HEXACO Emotionality and Honesty-Humility were most consistently related to preferred presidential leadership styles. Emotionality was positively related to a preference for a charismatic and democratic style and negatively to a preference for an autocratic style. Honesty-Humility was negatively related to a preference for an avoidant and autocratic style. We propose that the results for Emotionality may be explained by the need fulfillment principle, whereas the results for the remaining traits may be explained by the similarity principle.