Relationship Of Leadership Style Research Articles

Interplay between P-O fit, transformational leadership and organizational social capital

PurposeUsing social identity theory, the authors hypothesize that transformational leadership (TL) leads to better person-organization fit (P-O fit), which in turn contributes to the emergence of organizational social capital (i.e. OSC). Furthermore, the authors suggest that the relationship between P-O fit and OSC is contingent upon the level of TL. The paper aims to discuss these issues.Design/methodology/approachField study data were used to test the hypotheses. In total, 336 employees from eight different service sector organizations in Pakistan participated in this study. Hierarchical linear modeling was used to analyze the data.FindingsIn support of the hypotheses, the authors found that TL was positively related to both P-O fit and OSC. Also, P-O fit mediated the TL-OSC relationship. Finally, TL moderated the relationship between P-O fit and OSC.Research limitations/implicationsCross-sectional data were collected through self-reports, which raises concerns of reporting bias.Practical implicationsManagers can benefit from the study by focusing on TL as a vehicle for not only achieving change, but also for creating an environment that facilitates better P-O fit and enhanced OSC.Social implicationsThis study provided a rare opportunity to examine the proposed relationships in a developing country. This enhances our insight into the efficacy of theories that have been mainly developed and tested in developed countries.Originality/valuePrevious research hypothesized P-O fit as a mediator between leadership and performance, yet failed to receive support. The current study is unique by demonstrating that TL, as a relational leadership style, contributes to building an important resource (OSC) through the mediating effect of P-O fit.

Analysis of the Leadership Style in Relation to the Characteristics of Croatian Enterprises

Given the specificity of leadership, as well as the characteristics of the leader and their associates, but also the current business situation, it is necessary to adapt at all times in order to achieve maximum results together with employee satisfaction. The goal of the article is to explore the presence of different leadership styles (authoritarian, democratic, and laissez-faire) in Croatian enterprises. Survey research was conducted on a sample of enterprises, and level of usage of different leadership styles was measured using Leadership Styles Questionnaire. Six groups of enterprises were compared using Mann-Whitney test according to the level of usage of different leadership styles: (i) small and medium enterprises (not more than 250 employees); (ii) large enterprises (more than 250 employees); (iii) enterprises in the growth and maturity phase (leaders); (iv) enterprises in the stagnation phase (followers); (v) enterprises with the main orientation towards international market, and (vi) enterprises with the main orientation towards domicile market. Results indicated that democratic style is the most present in all groups of enterprises, but in some groups of enterprises autocratic and laissez-faire are also often present.

Team coaching and rounding as a framework to enhance organizational wellbeing, & team performance

Becoming an effective front-line nurse manager is a complex and dynamic process, particularly when nurses progress to these roles within their own unit when multifaceted interpersonal factors may feature. This article reports on a project referred to as, ‘Coaching and Rounding’ in the neonatal intensive care unit of the Women's Hospital in Qatar. This project integrated leadership coaching activities with staff rounding on nurses they supervised using a structured framework. This project was designed to equip front-line nurse leaders with enhanced skills and techniques to promote a framework for developing relational leadership styles. Evaluation involved the charge nurses and staff under their supervision. Results suggested that there was improved supervisor-supervisee relationships, increased motivation and more frequent constructive feedback. The challenges to sustain these initial gains are the focus of ongoing initiatives.

A Review of Ethical Leadership and Other Ethics- Related Leadership Theories

The role of ethics in leadership studies is very important for organizations. Leadership without ethics and integrity can be harmful both for the organizational stakeholders and society. The high-profiled scandals and the leadership involvement in unethical activities caused increase attention of the scholars and mainstream media in the leadership ethics (Hartog, 2015). This resulted a growing research in the field of ethical leadership behavior. For this reason, the present study review ethics-related leadership including ethical leadership and other ethic-related leadership theories to better understand the importance of the ethics and morality in these leadership constructs. This study also presented a comprehensive review on ethical leadership and its similarities and differences with other related leadership styles. Another focus of this study was to present the definitions of each leadership style and their scales, and to establish that how ethical leadership is distinct from each leadership style. Future directions and conclusion are presented in the last of the paper.

HUBUNGAN GAYA KEPEMIMPINAN KONTAK TANI TERHADAP PERSEPSI KINERJA KELOMPOK TANI IKAN LELE DI DESA BABAKAN, CISEENG, KABUPATEN BOGOR

The role of Kontak tani in the group is one thing that can`t be separated to the survival of the group. Leadership styles that`s applied by Kontak tani are the ways of working in order to achieve the purpose directing members of a group that can be seen from the performance. This study aims to determine the leadership styles that`s generally applied by Kontak tani and the relationship of leadership styles with performance. The author use validity test, reliability test and Spearman rank test as the analysis tools in this research. Based on the research conducted, leadership styles were commonly applied by the farmer in the village of Babakan contacts are participatory that visible from the involvement of members in the group. In addition, there is a fairly strong correlation between leadership style and performance based on the perception of the group mamber. It needs a through understanding of the various stakeholders within the group or institutional farms that, establishment of groups is based on the increase in well-being and not merely for assistance.

Effects of transformational and shared leadership styles on employees' perception of team effectiveness

Using 3 sets of multiple regression models, we examined the effectiveness of transformational and shared leadership styles in relation to team effectiveness, based on the perceptions of 424 employees of Korean financial and insurance firms. Transformational leadership is a vertical leadership style emanating from the formal leader of a team, whereas shared leadership is a distributed leadership style that emanates from the team members. We found that transformational leadership contributed to team output effectiveness, whereas shared leadership improved the team's organizing and planning effectiveness. These findings imply that different styles of leadership contribute to different aspects of team effectiveness. We suggest that managers should collaborate more with team members and should pay attention to the fit between the leader's behavior and the characteristics of the team output in order to promote overall team effectiveness.

The Role of Management Teams in Business Success: Evidence from Serbia

This paper aims to increase understanding of the role and identify a model of a successful management team in conditions of domestic economy in Serbia. The research problem is connected to the scientific valorization of the importance and prospects of the management teams through research of their effects and the creation of more effective models. The functioning of the management teams is determined according to subjective perspectives of managers, effective communication quality, and problem solving and conflict resolution. This paper seeks to identify and analyze the success factors of management teams in both public and private sector organizations. The main goal is the diagnosis ways to overcome and resolve conflict situations, degree of cooperation and openness in communication, leadership styles in relation with management tools and innovative solutions in business. The results show that most of the respondents think that well-functioning management teams represent a significant business potential of an organization, supporting the basic hypothesis. Also, the results of the study indicate several problems in functioning of the management teams related to behavioral aspects of the investigation. This study, both in social and economic terms, reflects the projected potentials for the region’s future development, based on the part of the reality, which is statistically the best representative of the certain aspects of our past and present.DOI: http://dx.doi.org/10.5755/j01.ee.28.1.15132

STUDY ON THE RELATIONSHIP BETWEEN ISLAMIC LEADERSHIP STYLE, WORK ETHICS, JOB SATISFACTION, AND EMPLOYEE PERFORMANCE

There are many studies to examine the relationship of Leadership Style, Work Ethic, Satisfaction and Employee Performance. However, these research more emphasis on study of non-Muslims. In addition, there is no study has comprehensively discussed the Leadership Style, Work Ethic, Satisfaction and Employee Performance. Therefore, this study will examine theoretically the relationship between Leadership Style, Work Ethic, Satisfaction and Employee Performance comprehensively and within Islamic context. The model development will be discussed. This theoretical study will be closed with conclusion and suggestion for future researchers.

Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity

This article intends to examine the role of leadership styles (transformational, transactional, and laissez-faire) and employees’ trust toward organizational change capacity (OCC). Data were collected from a convenient sample of managers, coordinators, officers, community facilitators, social organizers, and activists through questionnaires. A total of 250 respondents were sent questionnaire, usable questionnaires were 204. Results revealed positive and significant relationship between transformational leadership and employees’ trust. Moreover, an insignificant relationship was found between transactional leadership and employees’ trust, whereas laissez-faire and employees’ trust were found to be negatively associated. Findings of the study also depicted a positive and significant relationship of transformational leadership and transactional leadership with OCC. However, laissez-faire was negatively associated with OCC. Results also revealed that employees’ trust mediates the relationship between leadership styles (transformational and laissez-faire) and OCC. However, employees’ trust did not mediate the relationship between transactional leadership and OCC. Finally, implications and suggestions for future research are provided.

Understanding Instructor's Servant Leadership and Transformational Leadership Styles in Relation to Students' Engagement in Higher Learning

Current trend in higher learning instruction is evolving from the traditional lecture method to more engaging methodologies such as service learning, transformational approaches in learning such as active-learning, cooperative learning, dialogue-based learning, dramaturgical teaching methods, and many other innovations which focus on the active engagement of students in the teaching and learning process. In this light, this paper seeks to highlight the efficacy of the instructors' servant leadership and transformational leadership teaching styles to students' engagement in higher learning. To accomplish this endeavor, 1) I share by brief personal experience of the notion of a self-responsible leader as a servant-leader; 2) define a servant-leader in servant leadership and review recent studies on servant leadership; 3) explain dramaturgy in servant leadership; 4) define transformational leadership and review research studies on transformational leadership; 5) explain dramaturgy in transformational leadership, and draw my conclusion on the topic.

Mandela and excellent African leadership: Theory and lessons for practice from an appreciative thematic analysis

ABSTRACTNelson Mandela is highly regarded as an example of excellent leadership. Yet little has been done in communication studies to describe his leadership communication. Significantly, little has been done to locate and to theorise about his leadership style in relation to the African moral philosophy of ubuntu. the article presents an appreciative thematic analysis of how Mandela’s leadership communication practices were eulogised in tributes written in his memory in selected South African newspapers. An innovative method of appreciative thematic enquiry is used to arrive at three key themes of praise for the leadership of Mandela. Lessons for leadership are drawn out and highlighted.

Embracing Family Diversity through Transformative Educational Leadership, the Ethics of Care, and Community Uplift in Schools

This conceptual paper extends the understanding and application of transformative leadership through the lens of a feminist ethic of care and a community-centric perspective. The authors re-examine the transformative leadership style in relation to the emerging alternative family structures in the United States. The authors also consider the need for a novel transformative leadership approach that infuses the ethics of care to formulate new policies and practices. Finally, the authors provide recommendations for future research that promote care and justice as transformative leadership attributes in diverse school communities. This conceptualization brings community to the forefront of stronger school–community relations.

A Productive Clash of Cultures: Injecting Economics into Leadership Research

Research on leadership in economics has developed in parallel to the literature in management and psychology and links between the fields have been sparse. Whereas modern leadership scholars mostly focus on transformational and related leadership styles, economists have mainly emphasized the role of contracts, control rights, and incentives. We argue that both fields could profit from enriching their approach with insights from the other field. We review and synthesize the economics literature on leadership in organizations and discuss how leadership scholars in management and psychology can benefit from the detailed understanding of transactional methods that economists have developed. We link the contributions in economics to a broad set of topics including the foundations of leadership, leader emergence, and leader effectiveness. At the same time, we also point out limitations of the economic approach and outline how the integration of leadership research and economics would broaden the scope of future studies.

Leadership Styles of Technical Directors and Job Satisfaction of Employees: A study conducted in PSSI`s of the Districts of Guarda and Viseu

Introduction: This work is a quantitative, transversal, descriptive and correlational study. Objectivos: The main purpose of the present study was to understand the collaborators perspective of the relationship between the leadership styles used by technical directors and job satisfaction of employees in nine Private Social Solidarity Institutions (PSSI,) in the districts of Guarda and Viseu, taking also into account the relevance of sociodemographic and professional variables in the field of job satisfaction. Methods: The sample consists of 85 employees and the data collection instrument integrates questions of socio-demographic and professional characterization and two validated scales for assessing: i) the degree of job satisfaction in various dimensions (developed by Instituto da Seguranca Social, 2007) and ii) the leadership style of the technical directors (developed by Melo, 2004), according to the perception of employees. Results: The results indicate that the relational leadership style promotes greater satisfaction and the leadership focused on task induces lower satisfaction. Conclusions: The hypothesis under study allows to conclude that variables: gender, type of work contract, service time and qualifications influence employee’s job satisfaction.

Entendendo o sentido dos protestos na Turquia (e no Brasil): a contestação do urbanismo neoliberal nas “Cidades Rebeldes”

The article is organised in five parts: first, we offer a brief overview of the protests and the concept of the ‘right to the city’; second, we discuss arguments about the role of democracy and representation, and Turkish Prime Minister Recep Tayyip Erdogan’s authoritarian leadership style in relation to the cause of the protests; third, we put forward our case for comparing the protests with those which occurred in similarly rising economies, namely Brazil, rather than the demonstrations that occurred in countries experiencing a downward economic turn; fourth, we explore the role of young people in the protests; and finally, we look at where the movement is now.

Gender and political leadership: Turkish experience

Women’s political leadership has been ignored both in actual political scene of world’s democracies and by the studies of political leadership. The common perception in both areas has long been that gender difference makes women unfit leaders. More recent studies of gender and leadership as well as various women politicians, on the other hand, emphasized women’s fitness for leadership due to their gendered characteristics. This paper argues that using gender as a determining factor for good or bad political leadership endangers future leadership opportunities for women. An exploration of the experience of Turkey in the 1990s with a woman political leader, Tansu Çiller, and her leadership style in relation to her gender, demonstrates that while gender stereotypes make women’s political leadership to be perceived as ineffective, any argument that is made in its favor in gendered terms faces the risk of being refuted by actual experience hence delegitimizing women’s leadership altogether. Using Crosby and Bryson’s leadership model as an analytical framework to dissect Çiller’s political and ethical leadership and her use of gender in the Turkish context, we can see that gender itself does not make a leader more democratic or ethical and arguing so works against potential women leaders.

Relationship between leadership style and organization effectiveness

Leadership studies often suggest that path goal leadership in particular produces desirable leadership outcomes. However, few studies have demonstrated a direct link between the exercise of a particular type of leadership and organizational effectiveness. This paper describes the Leadership Style and Organizational Effectiveness in Delhi/NCR. Attempt was made to determine if there is a significant relationship between leadership styles in relation to organization effectiveness. A total of 67 randomly selected leaders from the Delhi NCR completed leadership style and organizational effectiveness questionnaires. (a) Leadership styles included directive, supportive, participated and action oriented leadership. The most common leadership style is directive leadership style. (b) There is no relationship between directive leadership styles and organization effectiveness. (c) There is no relationship between action oriented leadership style and organization effectiveness

Correlation between manager’s leadership style and the implementation process of “ mother friendly hospital plan ” in selected hospitals in west of country Iran (kordestan, hamedan and Kermanshah provinces) in 1391.

Correlation between manager’s leadership style and the implementation process of “ mother friendly hospital plan ” in selected hospitals in west of country Iran (kordestan, hamedan and Kermanshah provinces) in 1391.

Behavioral Leadership Styles and Job Performance of University of Bohol Faculty

Behavioral leadership styles refer to the behavioral approaches faculty members applied in the classroom. Job performance is the sum total of a teacher’s execution in their classes. This study aimed to determine the behavioral leadership styles in relation to faculty members’ job performance in the three selected colleges, namely the College of Arts and Sciences, Teachers College, and College of Business Administration of the University of Bohol during the school year 2012 – 2013 and benefits in the process of devising mechanisms to improve quality of behavioral styles to job performance. Quantitative descriptive studies were utilized employing a standardized tool to determine the behavioral leadership styles of the faculty, the researcher-made questionnaires for the profile, and documentary analysis taken from the data of the University Human Resource Office was used in determining the job performance of the teaching employees and In-Depth-Interview (IDI) among faculty members of the three colleges. It made use of frequencies, percentages, and Chi-Square. Results showed that leadership style is not a predictor of faculty’s job performance. However, the job performance of the faculty with a task-oriented leadership style is significantly better than the people.

Principals’ and teachers’ views of spirituality in principal leadership in three primary schools

This article discusses key findings from my doctoral research involving a qualitative case study inquiring into the lived experiences of spirituality in principal leadership and its influence on teachers and their teaching within three public primary school contexts in New Zealand. Spirituality is understood in this article as a complex and controversial human phenomenon, the meaning of which may be shaped and re-shaped by diverse perspectives and experiences. It includes personal, social-cultural and transcendent connectedness, meaning making about life and living, and a desire for greater authenticity, resulting in consistency between people’s beliefs, moral-values, attitudes and their actions. The three principal participants believed their personal meanings of spirituality were intentionally and yet appropriately interwoven into a range of professional tasks, linked to characteristics of servant, transformational, moral and relational leadership styles, and contributed to their sense of resilience in the job. Most teacher participants perceived spirituality in their principal’s leadership as influential through the quality of their professional character, competence and conduct. Most teacher participants attributed positive effects on their professional attitudes and practice. However, there was some ambivalence and uncertainty associated with the phenomenon of spirituality and difficulty attributing influence to an integral dimension of the person who leads. The article concludes with several implications for school leaders and teachers.