Strategic Leadership Style Research Articles

Increasing power and taking a lead - What are practitioners really doing? Empirical evidence from European communications managers / Incrementar el poder y asumir el liderazgo - ¿Qué hacen realmente los profesionales? Evidencias empíricas sobre los gestor

The aims of the paper and presented research are to monitor trends in communication management and to evaluate specific topics that include decision-making style, leadership style, role enactment and the power of communication departments in Europe. This paper is based on data from the European Communication Monitor (ECM) annual research, the most comprehensive analysis of communication management worldwide. The ECM is an annual research project conducted since 2007. The ECM 2011 collected quantitative data through an on-line survey from 2,209 participating professionals from 43 European countries, with representation of every European region. This paper presents original connections about previous theory and offers empirical evidences about vertical and horizontal power of communication departments into organizations. On despite of the limitations of a self-reported survey, these evidences open new directions or research on hierarchical and social dimensions of power. The aim of this paper is to deepen the understanding of the power of communication management in organizations. Concretely, the paper aims to develop knowledge and understanding about horizontal and vertical power and the relationships established between these dimensions of power and strategic roles, decision-making and leadership styles that communicators play. The paper presents original ideas by critiquing and re-focussing the literature and theory of power and leadership in organizations. The paper also presents new empirical data to support these arguments.

Strategic Leadership Styles and Organizational Financial Performance: A Qualitative Study on Private Hospitals

The aim of the study is to examine and provide an assessment of strategic leadership styles in acquiring efficient financial performance during financial crises. The leaders’ role and leadership practices in overcoming financial crises with the minimum financial loss are the main aspirations of this research. As a data collection method in depth and semi-in depth method are conducted. Qualitative type of research is used in the present study. In this study, qualitative interviews will be conducted with the five general managers of the most notable private hospitals at the Anatolian side of Istanbul. According to the results of the Strategic Leadership Style questionnaire, it is founded that Manager A and D have both Ethical and Transformational Leadership Styles with the scores of 4.6 and 4.8. On the other hand, Manager B, C and E have Ethical Leadership Style with the scores of 4.5, 4.5, 5.1 respectively. In terms of the scorecard, Hospital Manager A has the most Managerial Leadership Style and Political Leadership Style rather than the others. Manager E has the highest score in terms of ethical leadership style; Manager D has the highest value (4.9) in terms of transformational leadership style.

Organizational democracy and organization structure link: Role of strategic leadership & environmental uncertainly

This theoretical paper focuses on the issue of implementing democratic principles in modern day organizations facing turbulent and changing environments around them. The paper captures the notion of participatory style of management through the construct; organizational democracy. It traces the origin of this construct from theories and philosophies of political democracy. The paper also briefly describes the notion of economic democracy and why it failed to succeed in the face of partial success of political democracy. The underlying question which the paper raises is the role of organization structure and strategic leadership style in the successful implementation of democratic principles in organizations in the face of a turbulent and dynamic environment. The paper also attempts to raise some thought provoking questions for future research.

Principles of Role-Modeling from Indian Management Thought: Thirukkural

Headless body is dead in the case of all living organisms. The quality of the head determines the efficiency and effectiveness of the body. This is truer even in the case of artificial organisms like companies or countries. A firm will struggle and soon die without leadership. The quality of the leadership determines the efficiency, effectiveness and growth of the firm especially in the context of increased globalization. The Management literature prescribes various leadership styles for the effectiveness of the organization. Indian scholars seem to prescribe role modeling as a strategic leadership style in Thirukkural and the Bhagavat Gita. The guidelines to play role modelship seem to be missing in the literature. This paper attempts to present a set of principles or guidelines to play the role-modelship from Thirukkural, an Indian contribution to management wisdom more-than-2000-year ago!

Leadership for sustainable innovation

This article explores and explains the effects of a manager's leadership style on sustainable, that is environment friendly, innovation processes. It uses an analytical framework, based on the literature, to investigate a manager's influence on sustainable innovation in the Dutch building sector. An empirical research project observes a manager in a series of sustainable innovation processes in four building projects. The research shows that a manager's charismatic, instrumental, strategic, or interactive leadership style substantially contributes to the development of sustainable innovation processes. It also shows that the exchange of knowledge and information in the organisation affects the sustainable innovation process. It concludes that a manager's performance of an innovation leadership style is (un)successful where it is (not) combined with the management of knowledge.

Leadership Styles as Perceived by Career Senior Service Executives

This study identifies the prevailing leadership styles of career Senior Executive Service (SES) members of the Federal Government. This study also determines if an association exits between SES member's self‐perceived leadership style and personal characteristics, such as gender, years in the Federal Service, and highest academic degree earned. The study population consists of 6395 career SES members. A random sample of 364 career SES members was selected. The selected group was asked to respond to a demographic data questionnaire and the Styles of Leadership Survey (SLS). Over 34% of the sample completed the instrument and data questionnaire. This study reveals that Strategic Leadership Style (5/5) is the dominant self‐perceived leadership style of career SES members. The personal characteristics of gender, years employed in the Federal Government, and educational attainment were identified as being significant factors influencing leadership styles of Federal Government executives.

Erratum

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09513549910261131. When citing the article, please cite: Yoram Neumann, Edith F. Neumann, (1999), “The president and the college bottom line: the role of strategic leadership styles”, International Journal of Educational Management, Vol. 13 Iss: 2, pp. 73 - 81.

The president and the college bottom line: the role of strategic leadership styles

Examines university presidents’ strategic style and relates it to the college bottom line. Eight different presidents’ profiles of strategic leadership style are discussed and analyzed (integrator, net caster, focused visionary, focused performer, prioretizer, dreamer, implementor and maintainer). Three college outcomes are explored (enrollment growth, resource growth and quality improvement). The conclusion of the study is clear: presidents’ strategic leadership style is associated with the college bottom line. The pattern is very distinct: maintainers are directly associated with declining institutions while integrators and net casters are associated with successful institutions. The implications of these findings are discussed.e abstract, this is the abstract.