Situational Leadership Model Research Articles

FIRO-B and situational leadership model: A correlational context of Middle Eastern business leadership

The study is about the dimensions of interpersonal needs and aspects of leadership behaviour. It was a correlational study and used a standardized fundamental interpersonal relations orientation-behaviour (FIRO-B) and situational leadership questionnaire. The study was conducted over a period of 4 months and had drawn 200 respondents from the three levels of administration in an organisation’s hierarchy from different firms in the UAE chosen randomly. The main tool of data collection was a structured questionnaire whose acceptability rate was 0.76 as per Cronbach’s alpha. The research questions translated into objectives that guided the study were four, these were to find out directing related to FIRO-B parameters, to establish the relationship between coaching and FIRO-B parameters, to find out how supporting relates to FIRO-B parameters and establish how delegating is related to FIRO-B parameters. The findings were that directing has a near-perfect positive correlation with expressed control (EC) and wanted control (WC) (0.99). Coaching had a high correlation with WC (0.89). Supporting highly correlation with both expressed affection (EA) and wanted inclusion (WI) (0.99 and 0.88). Delegating had a very strong positive correlation with expressed inclusion (EI) (0.99) and a low positive correlation with EA (0.17). It concluded that different leadership dimensions correlate with FIRO-B elements at different levels

Leadership among Director of Social Work at Skilled Nursing Facilities (SNFs)

Skilled Nursing Facilities (SNFs) provide ongoing care to the seniors and chronically ill. To maximize the quality of this care, SNF staff must be trained to respond to patient care crises and communicate across departments. Although researchers have studied the leadership styles, strategies, and interactions of facility administrators and nursing directors, little was known about the leadership styles and strategies imployed by the director of social worker (DSW). The aim of this phenomenological study was to explore how DSW influenced leadership policies, prepared subordinated for crisis intervention and management, perceived that social workers influenced patient care decisions, and believed that communication amongst SNF staff about patient care could be improved. The conceptual framework was based on the multilevel leadership model construct, the situational leadership model construct, and the complex adaptive leadership model construct. Participants included a purposive sample of 10 DSW working in a large, corporate SNFs in Virginia. Data were collected via in person, semi structured interviews consisting of open-ended questions. Data were analyzed via Hycner's phenomenological approach. Findings from this investigation helped clarify roles and responsibilities of DSW, thereby improving the leadership they provide to subordinate social workers. Findings may be used to improved communication across professionals within SNFs and in their role in patient decisions.

Analysis of Situational Leadership Model in Maintaining Tradition of Salafiah Education and Science At The Sabilul Hasanah Islamic Boarding School Banyuasin South Sumatra

This study discusses situational leadership in maintaining the tradition of salafiah education and scholarship at the Sabilul Hasanah Islamic Boarding School, Kab. Banyuasin. The background study is based on the Islamic boarding schools can respond to every change and adapt to the demands of the times but do not eliminate their characteristics as a salaf cottage in which there is a tradition of salafiyah education and scholarship. This study aims to analyze how the situational model of a Kiyai in Islamic boarding schools can combine the Khalafi education system with the salaf while responding to various educational challenges but maintaining the salafiah tradition. This study uses descriptive qualitative methods using a sociological approach and phenomenological research design. Data collection techniques using observation, interviews, documentation, and triangulation. The data that has been collected is analyzed descriptively qualitatively. The study results indicate that the Sabilul Hasanah Islamic boarding school is ready to face the changes and developments of the times by remaining accommodating to these changes. It can be understood that the salaf or traditional does not reject modernity at all. It is just that they do not just accept modernity. Positive changes are resulting from the development of the times and technology. This tradition aims inside to maintain the historical values of Islamic education, spiritual values, attitude, and morals and uphold the attitude of simplicity, tawaddu' and ta'zaim, but also exemplifies local cultural values Public Muslims with the concept of Almuhafadhotu 'ala qodimissholeh (always maintain and maintain good traditions). As for the supporting factors, the religious atmosphere of the area, the curriculum of Islamic boarding schools, qualified teaching staff in yellow books, the cottage curriculum, while the inhibiting factors for learning are so dense, the curriculum is considered old-fashioned learning methods.

SITUATIONAL LEADERSHIP IN SERVICE ORGANIZATIONS

The purpose of this paper is to present a situational leadership model. The model is universal and can be applied in small, medium and large enterprises of various industries. Numerous surveys on U.S. Fortune 500 companies and surveys on other companies around the world have shown its universality, but also the need to improve the model. The aim of this paper is to adapt the model to the needs of the service activity that deals with vehicle servicing. The paper presents the hypothesis that by adapting the situational leadership model in service activities, it will lead to better personnel leadership, increased profits and satisfaction of the demands and requirements of stakeholders. We used quantitative and qualitative methodology in our paper. We collected numerical data based on a situational questionnaire, and we collected qualitative data based on interviews with employees and leaders. The results of the conducted research confirm that by adjusting the situational leadership model, the profit of the organization can be improved. The extension of the model refers to the clear definition of business objectives, and the requirements of the CEO that leaders must have the highest knowledge and skills to effectively manage staff in given situations. The limitation of the research refers to a small sample, because we applied and adjusted the model only to one service organization. The originality of the work refers to the adaptation of the model of situational leadership in a service organization that deals with vehicle servicing. For the first time, the development of leaders is assessed in situational leadership models at the request of the CEO. Based on the results, the CEO analyses the development of leaders and the development of employees. To achieve the defined goals, the CEO requires from leaders to be at the highest level of development. Therefore, the introduction of continuous training of leaders is necessary. There are several ways to assess employee development. For the first time, employees are developed based on their ability to perform jobs. Leaders must be able to adapt their leadership style to all employees, to train employees as quickly as possible to perform tasks independently.

Situational Leadership Model based on Characteristics in Country Civil Aparatures in the Government Regional Supiori Regency, Papua

This research was conducted to analyze differences in leadership styles based on ethnicity and age in the State Civil Apparatus in the Regional Government of Supiori District of Papua. This study uses quantitative research that emphasizes hypothesis testing and uses data collection methods through surveys by distributing questionnaires containing a list of questions answered by selected respondents and they are echelon II, III, and IV leaders of several local government organizations (OPD) in the Environment Supiori District Government has 111 respondents in this study. Data analysis techniques are used to test hypotheses using the F or ANOVA test which is used for testing more than two samples. The test results show that the selection of selling leadership style is very dominant applied by the leaders in the Supiori Regency Local Government Environment and there are differences in the leadership style of the delegating. Based on hypothesis testing there are no significant differences in the style of telling, selling, and participating in leadership based on ethnicity and age.

EXPLORING AND DEVELOPING ITEMS MEASURING SITUATIONAL LEADERSHIP II (SLII)

Purpose of the study: This research intended to develop a valid and reliable survey instrument to measure Situational Leadership Model II (SLM II) through Exploratory Factor Analysis (EFA), including the four quadrants, evidently describe the Situational Leadership aspects style which is; directing, coaching, supporting, and delegating. Methodology: A survey with an interval scale between 1 and 10. Using the extraction method of Principal Component with Varimax Rotation, the researcher performed the EFA procedure on construct elements using Amos 24.0. Bartletts’ Test of Sphericity and the sampling adequacy by (KMO) was performed also. Cronbach’s Alpha was applied to test the reliability of the retained items. Main Findings: The Bartletts’ Test of Sphericity is highly significant (sig. 000). Furthermore, the sampling adequacy by (KMO=0.889) is excellent. The four components have Cronbach’s alpha values with more than 0.7. Furthermore, Cronbach’s Alpha value for all 24 items also exceeded the threshold value of 0.7. The development scale and validation confirmed that the instrument is consistent and stable across samples. Applications of this study: This study was applied to the leading telecommunications companies in Jordan that are exclusively providing mobile phones and internet service. It Includes Orange, Zain, and Umniah. The study targeted all permanent middle managers of (JTS) who hold supervisory positions, heads of departments, directors of divisions, or directors who are supervising three or more subordinates. Novelty/Originality of this study: It adds a remarkable contribution to the measurement of the SLM II, mainly in the JTS context. The EFA outcomes formed a configuration that extracts four components of SLM II, which can be measured by 24 items established in this research, which reveals that the elements are applicable in this study.

Situational Leadership with the STIFIn Genetic Intelligence Approach

This research is used to support the development of a situational leadership model that is well known to academics and practitioners in the field of human resource management. However, in its implementation, this model of leadership often finds difficulties that are naturally owned, especially in communication patterns, either by a superior or a subordinate due to a lack of understanding of each other. This is what in this study is improved by turning it into a mutual understanding through a biometric testing process that produces a form of intelligence that is genetically owned and at the same time becomes a person's personality. By using questionnaires and in-depth interviews with 11 principals and 41 teachers from 11 schools, five types of leadership situation models were produced based on the genetic intelligence of superiors and subordinates.

SIGNIFICANCE OF HEAD NURSES – NURSING ADMINISTRATORS’ LEADERSHIP STYLES IN HEALTH CARE

The article analyses the significance of Head Nurses – Nursing Administrators leadership styles in health care. Proper leadership is important in every health care organization, Head Nurses need to know and be able to apply a variety of leadership styles. Managers often choose wrong leadership style without appreciating the real situation, which affects the quality of health care, increases patient and employee dissatisfaction, and makes employees less motivated to achieve their goals. Researchers emphasize that Head Nurses must have the knowledge of management science and practice in order to manage the entire department. This article discusses the main three leadership styles: transactional, transformational, and charismatic leadership styles and their principles. There are also four different leadership styles offered in the situational leadership model: directing, coaching, supporting – facilitating and delegating. It is important for managers to acquire emotional and social intelligence, they should encourage innovative thinking for individual and team productivity. Head Nurses through effective leadership styles can complete future challenges by fulfilling the mission and the vision of the health care organization.

Leadership Behaviour of Elementary School Headmaster Christian Education Foundation School Kabaruan, District Talaud Island, Indonesia

This this study aims to obtain the results of analysis and description of: Principal Leadership Behavior at SD Pendidikan Foundation (YPK) Kabaruan Elementary School in Talaud Islands Regency, Factors that support the Principal's Leadership Behavior at the Kabaruan Christian Education Elementary School (YPK) in the Talaud Islands Regency, Factors that inhibit Principal Leadership Behavior at elementary school Christian (YPK) Kabaruan in Talaud Islands Regency,Efforts are being made to address the leadership behavior of the principal. This study uses a descriptive method with a naturalistic approach. Descriptive nature refers to: (1) data collected in the form of words or documents; and (2) the research report contains excerpts from the data as an illustration in providing support for what is presented. For naturalistic approaches chosen for the following reasons. The problem that the researchers examined was about things that were going on at school, with the hope that data could be collected as much as possible, while still paying attention to data quality. Data collection techniques are the most important step in research, because the main purpose of the research is to obtain data. Without knowing the data collection techniques, the researcher will not get data that meets the specified data standards. When viewed from the data source, data collection can use primary sources, and secondary sources. Primary sources are data sources that directly provide data to data collectors, and secondary sources are sources that do not directly provide data to data collectors, for example through other people or through documents. Based on the results of the research and discussion presented in chapter IV, conclusions can be drawn as follows: The Principal of the Dassar Christian Education Foundation (YPK) Kabaruan in the Talaud Islands District in carrying out his duties was more likely to use a situational leadership model. Factors that support the leadership of the principal can be seen, among others, internal factors, namely good personality, discipline, firmness and modesty. The principal has managerial skills that should be improved. The implementation of teacher supervision, and external factors, namely the location of the school, environmental conditions, community support, administration, board of teachers, parents of students and the school committee. The inhibiting factor for the leadership of school principals in implementing a situational model is that there are still teachers who feel more senior, higher class, so that they do not support the principal's thinking pattern, there are also teachers who feel that the principal is carrying out discipline in schools such as the military. teachers who are lazy because they feel there are still relatives, principals are often absent from school because of outside school-related affairs / tasks. Businesses carried out are principals who have efforts to maximize situational leadership such as seeking a personal approach to teachers in guiding, directing, motivating and understanding applicable regulations, the principal entrusts his duties to the deputy headmaster of each school. leaving school because there is an affair at the education office related to the development of the school itself. Keywords : Teacher Performance, Managerial Abilities, Learning Facilities DOI : 10.7176/JEP/10-21-03 Publication date :July 31 st 2019

Liderazgo: una clave para la innovación y el cambio educativo

Este artículo constituye una revisión temática desde el punto de vista experiencial del impacto del liderazgo en el ámbito educativo y muy especialmente en los procesos de innovación y en el campo educativo. Se aportan datos de estudios y experiencias con diferentes modelos de liderazgo, llevados a cabo durante esas cuatro últimas décadas que nos permiten extraer algunas consideraciones y conclusiones. Una perspectiva del liderazgo que está emergiendo con fuerza y que actualiza el denominado liderazgo pedagógico resaltado por el movimiento de las escuelas eficaces y el de la mejora.Se recogen estudios empíricos en los que se han aplicado diversos modelos de liderazgo. En primer lugar, el modelo de liderazgo situacional de Fiedler, muy utilizado en la década de los 70 y que hemos aplicado en un contexto de reforma de las enseñanzas medias. Un segundo modelo examinado es el Liderazgo Transformacional de Bernard Bass llevado a cabo en dos contextos distintos: en el ámbito empresarial y en el ámbito educativo. Un tercer enfoque es el propuesto por Kenneth Leithwood y colaboradores de lo que se ha denominado Prácticas eficaces de liderazgo en el ámbito educativo, modelo que se ha validado en diversos países. Finalmente, se presenta una exploración del liderazgo emocional, tema del que viene enfatizándose la importancia de la inteligencia emocional como una de las variables que mejor explican la eficacia y satisfacción del liderazgo educativo. This article constitutes a review under an experiential approach of the leadership impact in education, and especially in the processes of innovation and educational change. It is provided data from studies and experiences with different models of leadership, carried out during these last four decades that allow us to draw some considerations and conclusions. A perspective of leadership that is strongly emerging and that updates the so-called pedagogical leadership highlighted by the movement for effective schools and improvement.Empirical studies are collected in which various leadership models have been applied. Firstly, Fiedler’s situational leadership model, which was widely used in the 1970s and which we have applied in the context of the secondary education reform. A second model examined is Bernard Bass’ Transformational Leadership carried out in two different contexts: in business and in education. A third approach was the one proposed by Kenneth Leithwood and collaborators of what has been called Effective Leadership Practices in Education, a model that has been validated in several countries. Finally, an exploration of emotional leadership is presented, an issue that has been emphasizing the importance of emotional intelligence as one of the variables that best explain the effectiveness and satisfaction of educational leadership.

Leadership in Islamic Education

Leadership is a process of someone to influence other people in a group through a communication process to achieve a determined goal or target. Islamic education is a process of educating, guiding, and shaping children's personalities in accordance with Islamic teachings to be noble. Islamic education is also taught by parents to their children from the time they were born to adulthood to equip them while in the world and in the hereafter. The basics of Islamic education are sourced from the Qur'an and Sunnah Rasul which can be developed with ijtihad. The purpose of Islamic education is to form a human who is fearful of Allah SWT, by fearing Him then having a noble attitude, personality and character. Leadership in Islamic education plays a role an important for school residents. Leadership in Islamic education influences teachers to guide, educate, and motivate their students to achieve their goals and ideals. Educational leadership will be achieved well in carrying out its duties, must emulate the noble characteristics of the prophet, that is: sidq, amanah, tabligh, fathonah. Characteristics of quality leadership in Islamic education, that is: happy to get along with others, avoid false professionalism, are good at managing change, are good at choosing people, avoid doing everything themselves, and not be afraid of failure. The right leadership model in Islamic education is the situational leadership model and spiritual leadership model.

Stepping Up: Applying Situational Leadership Concepts to Public Library Work With Teens

Working with teens is fun, nerve-wracking, and never dull. After building and growing a thriving teen council at our library for nearly ten years, I’ve spent some time thinking about what I want teens to get out of their experience at the library. One of the big things that they need and want is to develop leadership skills. Every application for college or scholarships seems to ask how they are demonstrating leadership, so I decided several years ago that I would build in opportunities for them to develop these skills on the council. This has taken the form of them leading meetings, splitting up into smaller groups lead by a teen leader, and taking on other, more advanced responsibilities. After learning a bit more about the Situational Leadership model at the Leadership Institute of the Oregon Library Association (LIOLA) conference, I am able to see the times when council members have demonstrated or responded to leadership behaviors described in the model. This article will look at some of these instances and discuss how teaching teens about this model might strengthen their own leadership abilities.

Sinematografik Anlatıda Hersey- Blanchard Durumsal Liderlik Modelinin Eğitimde Kullanılabilirliği: Koro Filmi

The purpose of this research is to examine how the results of managerial leadership styles affecting the maturity / development levels of students through the movie Les Choristes. The movie Les Choristes has been analyzed through document analysis on the basis of Hersey- Blanchard situational leadership model. Teacher and principal leadership styles have been examined by comparing students’ maturity level. The findings show that the head master's leadership style is S1, low supportive high-ordering enforcer style. The teacher's leadership style is S3 highly supportive low-ordering participant style. The maturity levels of students are D3 representing talented but not motivated. Whereas the S1 leadership style in the film is not effective in making the students (D3) successful, the S3 leadership style is effective to manage this. This emphasizes the importance for the teachers of choosing leadership styles according to the maturity levels of their students. The research is important in that it is the first research reflecting the educational availability of situational leadership approach in an audiovisual way. It is thought to be a guide to other research that can be done on subject and field in terms of bringing leadership, education, and visuality together.

MODEL KEPEMIMPINAN KEPALA SEKOLAH DALAM PENGEMBANGAN BUDAYA RELIGIUS DI SMA NEGERI 1 MENTAYA HILIR SELATAN KABUPATEN KOTAWARINGIN TIMUR

<p>The Principal leadership model is a core factor in the development of the religious culture. The school is one of the Model School of Iman and taqwa schools. Thus, it interested to be researched about the Principal leadership model in developing the religious culture in the school.</p><p> This article focused on namely (1) the principal developed the religious culture through two leaderships models namely; (a) Situational leadership model is when a principal assigning works according to each expertise. This means that the headmaster must be good at reading the situation and condition to each educator and the staff. And thus, each one does the better and responsible works, (b) transformational leadership model is a model providing priority to the opportunity and encouraging all workers of the school in order to wok in the sublime values. And thus, all the staffs do not get insisted in optimally participating to achieve the ideal goals in the school. (2) the used strategies are namely; (a) appling the religious practise to be inured as a habit, (b) providing exemplary by doing to relate alttitude and behaviour in a day, (c) integrating the common subjects to the islamic subjects, (d) developing the islamic extracurricular activity that is through the Osis Programmings.</p><p>There were discovered that the majority ones appreciate the minority ones. Meanwhile, the minority ones respect the majority ones. And thus, it is able to build the harmonious and religious atmospheres in the school.</p><p> </p>Keyword : Principal Leadership Model, Religious Culture.

You Can't Start a Central Line? Supervising Residents at Different Stages of the Learning Cycle.

You are an attending physician in the medical intensive care unit and receive a call from the charge nurse. She tells you that the senior resident has been unable to place the central line that was discussed on rounds. You call the resident to get more information. The resident tells you that he has had multiple opportunities to place a central line with limited success. You are particularly stunned, not only because you assume that every postgraduate year 3 resident should be able to place a central line without direct supervision, but also because this resident has demonstrated outstanding knowledge of pulmonary physiology and ventilator management. With this realization, what are the implications for your program’s teaching and supervision paradigms? The Accreditation Council for Graduate Medical Education (ACGME) Common Program Requirements place significant emphasis on supervision of residents and codify the levels of supervision, 1 yet offer little guidance on identification of the level of supervision for any particular task or skill. Many program leaders have expressed frustration when attempting to construct a conceptual model for supervision in the context of progressive responsibility. In this perspective, we review several models of learning and skill development: the Hersey-Blanchard Situational Leadership model, 2 the Stages of Competence model, 3 the RIME model, 4 and the Dreyfus model. 5 We demonstrate that these models provide a structured framework for conceptualizing supervision of residents at various stages in their development, which parallel the ACGME concept of progressive responsibility. Our aim is to provide readers with models to help guide the design of a supervision structure for their programs that both categorizes residents at each level of supervision and operationalizes that supervision for faculty.

Full-Range Public Health Leadership, Part 2: Qualitative Analysis and Synthesis.

Public health leadership is an important topic in the era of U.S. health reform, population health innovation, and health system transformation. This study utilized the full-range leadership model in order to examine the public health leadership. We sought to understand local public health leadership from the perspective of local health department leaders and those who work with and for them. Public health leadership was explored through interviews and focus groups with directors (n = 4) and staff (n = 33) from local health departments. Qualitative analytic methods included reflexive journals, code-recode procedures, and member checking, with analysis facilitated by Atlas.ti v.6.0. Qualitative results supported and expanded upon previously reported quantitative findings. Leading by example and providing individual consideration to followers were found to be more important than other leader factors, such as intellectual stimulation, inspirational motivation, or idealized attributes of leaders. Having a clear and competent vision of public health, being able to work collaboratively with other community agencies, and addressing the current challenges to public health with creativity and innovation were also important findings. Idealized leadership behaviors and individual consideration should be the focus of student and professional development. Models that incorporate contextual considerations, such as the situational leadership model, could be utilized to ensure that optimal individual consideration is given to followers.

Exploration of Suitability of Situational Leadership in the Oil and Gas Sector

The purpose of this study was to investigate whether managers in Nigerian Oil and Gas companies exhibit situational leadership style, flexibility and adjustment to different situations. This study also investigated the validity of the Situational Leadership model, examining the relationship between employee maturity and leaders tolerance for autonomy. To identify a leader’s observed leadership style and a follower’s preferred leadership style, the Leadership Effectiveness and Adaptability Description (LEAD) – Other Instrument was used. The researcher used secondary sources (literature review) in order to analyze in more depth the data selected. Connections with theory and practice were made through the main theoretical lenses of leadership theory, particularly leadership style theory and situational leadership. Reference was also made to the context and nature of the oil and gas industry, as well as, to the influence of national culture on worker orientation.

The influence of management styles on the work-related stress of the managers

Modern organizations in their constant pursuit of business objectives increasingly expect from their employees, especially managers, to be exclusively committed to the organization and its success. The aim of this paper is to present the conceptual and theoretical issues related to the connection between the management styles and stress at the workplace among managers, which also entails the definition of the key terms and their delimitation from related concepts, whereby the management styles are treated from the standpoint of the situational leadership model developed by Hersey and Blanchard, and stress is seen from the viewpoint of the transactional theory of stress.

Proposed Leadership Approach for Solidarity Trade Union

It is common knowledge that efficiency and productivity, characterised as cost effectiveness in terms of delivery of products and services, are achieved through the complex dynamic interaction of raw materials, funding, manufacturing process, application of technology and a variety of other factors. The World Economic Forum (2005) rates South Africa poorly in terms of its international competitiveness. Some of the competitive disadvantages include cooperation in labour-employer relations, scarce skills, skills outflow, hiring and firing practices, employment rules and trade union contributions to productivity. It is also generally understood that the successful integration of these factors is dependant, almost exclusively, on proper and effective management, which is often described in the management sciences as business leadership. However, it has become clear from a considerable body of scientific knowledge that organisational leaders are the agents that integrate all the forces at play in these organisations and ultimately ensure its competitiveness, sustainability and survival. Whereas it is obvious that the Solidarity Trade Union is a unique organisation even within a business environment of active trade unionism, it is important to apply an appropriate leadership approach in order to survive the tides of change. Comparative leadership theories, including the trait approach to leadership, the behavioural school and the contingency or situation school have been evaluated and compared and it was projected that the application of Hersey and Blanchard’s situational leadership model was the most suitable approach to adopt. Hersey and Blanchard’s approach suggests that it will necessarily require a unique form or style of leadership, in order to be successful within the context of its unique strategic imperatives, whilst being a competitive trade union. DOI: 10.5901/mjss.2014.v5n2p721

Leadership Style and Sales Performance: A Test of the Situational Leadership® Model

This paper presents an empirical examination of the Situational Leadership® Model (SLM), which is used extensively in management training programs by major corporations and government agencies. Data from 675 salespersons and 41 branch managers in the insurance industry did not support the hypothesis that leadership styles prescribed by the SLM were associated with superior sales performance. The four styles described by the SLM were also tested, with an exploratory regression, in terms of their relative effects on sales performance. Agents working for managers who preferred the high-task, low-relationship style performed better than did agents working for managers who preferred other styles. Some implications for future research and practice are discussed.