Role Of Leadership Practices Research Articles

The Role Of Leadership Practices In Organizational Emotion Management: A Qualitative Research In The Aviation Industry

Leadership is the power to influence people in a group and direct people to a specific goal. Leadership for organizations; It means taking on a mentoring role to keep up with changes in the competitive environment, gain advantage, and contribute to sustainability. In particular, leaders who guide employees are identified with the ability to manage organizational emotions like an orchestra conductor by supporting employees in their working lives and supporting the building of responsibility and self-confidence. In this regard, regardless of the sector and institution, a leader is expected to have the ability to navigate differences. While some sectors require vertical control because they require intense expertise, others are more flexible. However, the aviation sector, which we chose to implement as the key here, needs both features. However, regardless of the sector, it is not possible to talk about leadership characteristics that are suitable for all conditions, as different variability requires different leadership characteristics. The fact that leadership needs this diversity in practice requires a certain level of flexibility and capacity. This aims to correctly direct the network of relationships at the organizational level. Based on this, this research focuses on the leader-follower relationship and aims to determine the role of leaders in emotional management through their followers. This expansion took place in the aviation sector, whose operational business processes and dynamics are relatively different compared to other service sectors. Content analysis, a qualitative analysis method, was used in the research. The sample of the research, for which a focus group interview was held, consists of 22 professionals working in the aviation industry. The interviews conducted in the research were analyzed with the maxqda 22 program, conceptual coding was made and the findings were determined in terms of relationship intensity and the results were presented.

The role of leadership practices in the relationship between role stressors and exposure to bullying behaviours – a longitudinal moderated mediation design

ABSTRACT Role conflicts and role ambiguity have been identified as important risk factors for exposure to workplace bullying, particularly when combined with inadequate leadership practices. Even though role ambiguity theoretically can be considered a causal precursor to role conflicts, previous research has mainly examined these role stressors as concurrent predictors of workplace bullying. The present study provides a more nuanced analysis by investigating role conflicts as a mediator in the relationship between role ambiguity and exposure to bullying behaviours. Adding to the understanding of the bullying process we also considered the possible moderating roles of laissez-faire and transformational leadership in the role stressor–bullying relationship. Employing a national probability sample of 1,164 Norwegian workers, with three measurements across a 12-month period, the results showed an indirect effect of employees’ role ambiguity on subsequent exposure to bullying behaviours through employees’ experience of role conflicts. Moreover, laissez-faire leadership exacerbated, while transformational leadership attenuated, the indirect relationship between role ambiguity and exposure to bullying behaviours through role conflicts. In summary, the present data shows that when the management of organisations neglects its inherent responsibility to adequately address employees’ experiences of role ambiguity and role conflicts, the risk of exposure to workplace bullying is likely to increase.

Sustaining data use professional learning communities in schools: The role of leadership practices

Sustaining professional learning communities (PLCs) focused on data use is a challenge for schools. Sustainability is achieved by making the PLC’s core components evident in schools’ organizational routines. Leadership can support sustainability according to literature, but it is unclear what leadership for sustainability looks like in practice. We therefore investigated what sustainable data use PLCs and leadership look like in three secondary schools, and explored how leadership influences sustainable data use PLCs. A mixed methods design (observations, social network questionnaire, school documents) was used to gain in-depth insight. The findings show that sustainability is difficult to achieve at both the ostensive and performative level. The schools differed in the form of sustainability they achieved. A broad set of leadership practices (e.g., organize meetings, participate actively in PLC, know content and procedure) were carried out in interplay by both formal and informal leaders.

Changing Leadership Styles and Strategies of IAS Lobby WRT Losing Its Swagger in Corridors of Power in India

The Indian Administrative Service is the administrative hand of all Indian services in Indian government. IAS is one of the important branches from all India services and works a lot for development of the economy. Leadership is the process of influencing others and an effective leader influences his followers in a preferred way to achieve desired objectives. Different leadership practices affect organizational efficiency, efficacy, and performance. The powerful Indian Administrative Service (IAS) lobby is losing its influence over the authority corridor in the national capital and has fallen to almost 33 percent from previous virtual control. The growth and expansion come as the government increased the appointment of the officials from services to fill important positions in different ministries. IAS officers have been found deficient in their roles and there is a sharp scarcity IAS officers in 18-25 years of superiority. The study helps in understanding the role of leadership practices in enhancing the performance of the administrative officers. Primary data collected through the questionnaire distributed manually and via mail to the IAS officers. There were 286 IAS officers both zones directly recruited or promoted in Maharashtra region and 50% of the total population, i.e. 143 IAS officers, were taken as sample for the study. Mean, weighted average, pie charts, and graphs were made and to support the study. One null hypothesis is also framed. Organizations can be successful when the followers and the leaders have healthy relationships. Leadership styles and approaches provides direction, implement plans, and motivate people.

The role of leadership practices in establishing a curriculum policy platform at working-class schools

CITATION: Terhoven, R. & Fataar, A. 2018. The role of leadership practices in establishing a curriculum policy platform at working-class schools. South African Journal of Education, 38(2):Art.#1497, doi:10.15700/saje.v38n2a1497.

Promoting Organizational Citizenship Behavior among employees - The Role of Leadership practices

Despite of numerous studies that investigate the relationship between leadership and The Organizational Citizenship Behavior, very few of these studies have examined the influences of leadership practices – as defined by Kouzes and Posner (1987) - on organizational citizenship behaviors. Moreover, most of these studies have been conducted in western context (developed counties). In this regard, current study has three main purposes: first, investigate the influences of leadership practices on organizational citizenship behaviors. Second, conduct this investigation in Arabic context (developing country). The third purpose of this study is to investigate the mediating effect of organizational commitment on the relationship between leadership practices and organizational citizenship behaviors. Using the response of 108 non managerial banks employees, the result indicated that leadership practices have a significant positive impact in the organizational commitment and OCB. The results of the study found that organizational commitment does partially mediate the relationship between leadership practices and Organizational Citizenship Behavior.