Supportive Leadership Style Research Articles

Exploring Effect of Leadership Styles on Task Performance: A Conceptual Framework

It is widely accepted by researchers that leaders play important roles in improving employee performance. However, consensus on adopting leadership styles is subjected to argumentative rigour. Previous studies have found evidence that directive leadership style is effective in resolving team's task and role ambiguity; in improving performance and core task performance. Among other leadership behaviours, supportive leadership is identified as an effective leadership approach that heeds employees' personal needs; providing them with social and emotional support. Directive and supportive leadership styles are found to complement each other resulting in improved performance outcomes. Path-Goal Theory proposes both leadership behaviours are among the rooted four leadership styles, namely: directive, supportive, participative, and achievement-oriented, that optimizes the employee and work environment to achieve a goal. Several factors including motivation and organisational citizenship behaviour are perceived to determine the appropriateness of leadership styles to be employed situationally. This paper presents a conceptual framework that depicts the mediating effect of these two factors on the relationship between leadership styles and task performance. Empirical results will be presented in the sequel to this theoretical study.

The Impact of Supportive Leadership on Performance of Millennial Employees in Digital Era at Training Centre In Bandung: The Mediation Role of Organizational Commitment

Managing performance of millennials employee behavior is an integral component of sustainable organizational development and a challenge in the digital era. Many researches have been identified the antecedent factors of performance. The aim of this study is to find out supportive leadership as one of behavioral leadership style can be a predictor of employee performance with the mediating role of organizational commitment. This study uses the indicators from only one dimension of leadership, which there are some empirical gaps between the result of previous researches. The sampling of this study took 52 millennial employees of a teachers training center in Bandung. In assessing the empirical model this study used Partial Least Square Structural Equation Modeling (PLS-SEM) analysis. The results of this study lead to the supportive leadership has a positive and significant impact on organizational commitment, and organizational commitment has a positive and significant influence on employee performance. The effect of supportive leadership on millennial employee performance is mediated by organizational commitment. This study concludes that supportive leadership has an indirect effect on performance of millennial employees through the mediating variable of organizational commitment, implying that supportive leadership might indirectly improve performance of millennial employees through organizational commitment. The assumption is that if a leader is effective at supporting staff, there will be an increase in employee organizational commitment, and if commitment improves, there will be an increase in performance. This research is expected to have impact on the improvement of millennial employees’ performance by implementing a supportive leadership style in order to enhance the organizational commitment

When do poor health increase the risk of subsequent workplace bullying? The dangers of low or absent leadership support

ABSTRACT Studies have shown that mental health problems may lead to workplace bullying, a so-called reversed effect. The current study investigated if this effect can be found also for poor health in general. When the reverse effect occurs is unclear. Supervisor support has been shown to moderate different antecedents and consequences associated with bullying. It was hypothesized that poor health would be a risk factor for bullying and that a supportive leadership style would moderate this risk. Using a two-wave design with 958 participants, logistic regression was used to test the association between health and workplace bullying. A moderation analysis tested supportive leadership style as a moderator. The study resulted in two novel findings: (a) a supportive leadership style has a strong mitigating effect on bullying behaviours, both directly and as a buffer; (b) poor health in general, including poor physical health, about doubles the risk of becoming a victim of workplace bullying. Together, these two findings make a boundary condition for the reverse effect clearer. The reversed effect only seems to be present when the level of leadership support is low or absent.

Preferred leadership style, managerial and entrepreneurial inclination among Hungarian students

Although a great deal of research has been done on leadership styles, and university students have often been the subject of exploratory research in social sciences, the Full Range Leadership model has been applied to young people only in a few instances. In this article, the authors seek to survey the preferred leadership styles among Hungarian students and explore how they correlate with managerial and entrepreneurial inclination. A complex analysis of leadership style preferences of university students combined with their managerial and entrepreneurial inclination, social and cultural resources is rare in the research practice so far. The online questionnaire used in the research was completed by 335 university students studying economics, engineering and social studies both in Budapest and in the country. The questionnaire was completed by 335 university students. The results are exploratory and they amend the existing leadership typologies at some points. Based on the results of the Multifactor Leadership Questionnaire featuring 36 self-rating items, four distinct leadership styles emerged within the target group, representing the transformational, the supportive, the defensive, and the laissez-faire leadership types. The multivariate analysis has shown that while managerial inclination is related to the transformational style of leadership, entrepreneurial aspirations are associated with the transformational and supportive leadership styles.

Influence of supportive leadership style on the innovative behavior of senior managers in the manufacturing sector in Kenya

This study sought to determine the influence of supportive leadership style on the innovative behaviorof senior managers in the manufacturing sector in Kenya. Positivism research philosophy anddescriptive correlational research design were used. The target population comprised of 802 seniormanagers in manufacturing firms in Kenya. Stratified random sampling method was used to determinea sample size of 267 senior managers from the total population. The ordinal logistic regression(Nagelkerke Pseudo R-square) results revealed that supportive leadership style explained 6.6% of thevariance in innovative behavior (R2 = .066). Goodness-of-fit results showed that the observed data wasconsistent with the fitted model, [X2 (28, N = 228) = .564, p=1.00, p>.05]. Results of the parameterestimates revealed that supportive leadership style positively and significantly predicted innovativebehavior (β =.611, p=.000, p<.05). Based on these results, the null hypothesis that supportiveleadership style does not significantly influence the innovative behavior of senior managers wasrejected. This study concludes that supportive leadership style significantly influenced the innovativebehavior of senior managers in the manufacturing sector in Kenya. The findings of this study willprovide a better understanding and new knowledge to the players in the manufacturing sector on theinfluence of supportive leadership style on the innovative behavior of senior managers, to improve theirperformance and competitiveness. The study recommends that further research should be conducted onthe influence of supportive leadership on innovative behavior in the small-scale manufacturingorganizations in Kenya

Gaya Kepemimpinan Untuk Kinerja Karyawan Pada Koperasi Unit Desa Karya Mukti Kecamatan Pelepat Ilir

This study aims to determine how much influence leadership style has on employee performance at KUD Karya Mukti. The data obtained in this study were collected through the distribution of questionnaires to 43 respondents and the sampling technique used was total sampling technique. The power analysis used is multiple linear regression and the results of the questionnaire are processed using the SPSS Version 16 program. Based on the results of the assessment that has been carried out, it can be seen that the directive leadership style (XI), supportive leadership style (X2), participatory leadership style (X3), and achievement-oriented leadership style (X4) have an influence on employee performance (Y). This can be proven from the value of R Square which is 0.691% while the remaining 31.9% is influenced by other variables.

Exploring the influence of channel leadership style on channel commitment in a franchising context

Purpose This paper aims to explore franchisor–franchisee relationships in the context of plural forms. Plural forms implies the co-existence of franchised and non-franchised outlets of a given company. More specifically, the paper examines the impact of franchisors’ leadership styles on franchisees’ relationship commitment when the company franchised outlets co-exist with independent non-franchised outlets. Specifically, this study operationalize the plural forms phenomenon in franchising, using multi-channel complexity as a moderator. The mediating role of relational capital is also examined. Design/methodology/approach Data were collected from 254 franchisees. The hypothesized model was tested using partial least squares structural equation modeling (PLS-SEM). Findings The results indicate that all three – participative, supportive and directive leadership styles of franchisors increase relationship commitment. In a high channel complexity context, a supportive leadership style is the most effective, whereas, in a low channel complexity context, a participative style is the most effective. Relational capital also partially mediated the relationships between leadership styles and relationship commitment. Practical implications Franchisors should follow a participative leadership style when channel complexity is low. However, as they add new channels and the channel complexity increases, franchisors should shift toward a supportive leadership style to maintain existing franchisees’ commitment. In current environments, managers should avoid using directive leadership in favor of the other two leadership styles. Originality/value The present study is the first to examine the influence of channel leadership style on relationship commitment in an environment of multiple channel complexity.

Gaya Kepemimpinan Terhadap Kepuasan Kerja Staf di Puskesmas

Leadership is important in an organization so that the goals of the organization can be achieved. Different leaders give different levels of job satisfaction to staff. The right leadership style is oriented towards creating job satisfaction. The research objective was to determine the relationship between leadership style and staff job satisfaction at the Sendana I health center in 2018. This study used quantitative research, in the form of a cross-sectional analytical survey. The sample collection technique used a total sampling of 73 people using a questionnaire instrument. The results of the Chi-square test obtained a value of ρ = 0.000 (<0.05) which means that there is a relationship between supportive leadership style and staff job satisfaction with job satisfaction, while the participatory leadership style shows that there is no positive relationship with job satisfaction with a value of ρ = 0.080. (> 0.05). Leaders need to pay attention to and evaluate complaints and the condition of their staff at work, it is hoped that they can build a better leadership style so that job satisfaction increases, such as applying discipline to staff / employees at Sendana I Health Center.

LEADERSHIP STYLES AND THEIR IMPACT ON LEAN SIX SIGMA PRACTICES IN INDIAN INDUSTRIES

The study aims to investigate the impact of different leadership styles on the Lean Six Sigma practices of manufacturing and service industries in India. In this study, the relationships between different leadership styles and Lean Six Sigma practices were determined by using Welch’s test and regression analysis. Welch’s test proved that there is a significant difference between the manufacturing and service sectors in the case of the instrumental and supportive leadership styles, but no significant difference in the participative leadership style while practising Lean Six Sigma. The results of Welch’s test show ed that the service sectors were more interested in Lean Six Sigma-based practices. The results also revealed that the relationships between the participative, supportive, and instrumental leadership styles and Lean Six Sigma practices were highly significant for both the manufacturing and the service sectors in India. This finding offers a managerial perspective that these three types of leadership styles could potentially ensure the eventual improvement of Lean Six Sigma practices.

Supportive Leadership Style and Supply Chain Performance of Retail SMEs in Rivers State of Nigeria

This study examined the effect of supportive leadership style on supply chain performance of retail SMEs in Rivers State of Nigeria. The study adopted a survey research design and quantitative method to allow for descriptive and inferential analysis. The population for the study was 377 registered SMEs in Rivers State of Nigeria. The convenience simple technique was used to select one respondent each from the 377 retail SMEs studied. The convenience sampling of respondents was used to ensure that those employees found at their workplaces were the ones used for the study. Subsequently, 377 copies of questionnaire were distributed to 377 employees crosswise the identified retail SMEs. Of the 377 respondents contacted, 258 contributed to the study, resulting to a response rate of 68 The 258 respondents produced a total of 249 working response deposit. Data were subjected to correlation and regression analysis using the statistical package for social sciences (SPSS Version 22.0). The study’s findings showed that, the influence of supportive leadership style on order fulfillment was statistically positive and significant at 0.05 significant level. This implies that a well packaged supportive leadership style can increase the chance of boosting order fulfillment in retail supply chain. The study therefore, concludes that, there is a positive and significant influence of supportive leadership style on supply chain performance of retail SMEs in Rivers State of Nigeria, and recommends that, managers who are driven by the desire to achieve efficiency in operation should emphasis more on exhibiting added supportive leadership style in their organizations to boost order fulfillment to enhance supply chain performance.

The Impact of School Principals on Teachers’ Organizational Culture Perceptions and Organizational Citizenship Behaviors

The aim of this research is to detect whether the participatory, supportive and guiding leadership styles of primary school principals have effect upon their organizational culture and organizational citizenship behaviour. Survey method is used in the research. The research population is composed of 1219 primary school teachers under the Ministry of National Education of TRNC, while the sample is composed of 448 teachers selected from different provinces. “Scale of leadership styles” is used to maintain leadership styles and for the leader culture level in schools. Data for the level of organizational citizenship behavior evaluated by teachers is gathered through the “scale of organizational citizenship behavior”. In analyzing data, arithmetic mean and standard deviation values were used as identifying statistics, regression analysis was used as well and the research data was analyzed using the SPSS program. As a result of the analysis, it was determined that school principals used more participatory and supportive leadership styles in turn. All three leadership styles are found effective on teachers’ organizational culture perceptions as significant predictors on the other hand organizational citizenship behaviors only predict participatory and supportive leadership styles.

PENGARUH GAYA KEPEMIMPINAN TERHADAP KINERJA PEGAWAI PADA DINAS PENDIDIKAN DAN KEBUDAYAAN KOTA MAKASSAR

The purpose of this study was to determine and analyze the influence of leadership style (X) consisting of supportive leadership (X1), directive leadership (X2), participative leadership (X3) both simultaneously and partially on employee performance (Y) at Departement of Education and Culture of Makassar City. This type of research is a quantitative descriptive study. The nature of this research is explanatory research. The population in this study were employees on the Departement of Education and Culture of Makassar City, totaling 58 civil servants. The reason was that the number of civil servants was small so the entire population was sampled in this study (census). Data collection techniques in this study were carried out through interviews, questionnaires, and documentation studies. The results showed that simultaneously there is a positive and significant influence of leadership style on employee performance. Partially supportive (X1) and participatory (X3) leadership style variables have a positive and significant effect on employee performance, while directive leadership style (X2) has no significant effect on Departement of Education and Culture of Makassar City.

Investigating the Existence of Mentoring Support to School’s New-Entrant Substitute Teachers in the Greek Educational Context: The Role of School Leadership

Teacher mentoring is one of the most well-known and widespread methods of personalized guidance and support for school’s new-entrant substitute teachers (Bezzina, 2006; Andrews & Quinn 2005; Moyles, Suschitsky & Chapman,1999; Nemser-Feiman, 1996), providing multiple benefits (Ingersoll, 2003; Ingersoll & Kralik, 2004; Lambeth, 2012). However, in the Greek context, teacher mentoring as a practice, although it is institutionalized in 2010, has not been yet implemented. For that reason, the purpose of this study is to investigate whether the school’s new-entrant substitute teachers receive mentoring support and guidance, even informally, from their colleagues (peer mentoring) and their principal. Additionally, it explores the role of leadership in mentoring support as described above. A quantitative research approach has been adopted. Self-administered questionnaires were completed by 120 school’s new-entrant substitute schoolteachers using the convenience sampling technique. The questionnaires included a Likert-type scale with 51 items measuring different aspects of teachers’ views about their informal peer mentoring support (Huling-Austin & Murphy, 1987) and leadership style of their principal (Organizational Climate Descriptive Questionnaire- Hoy & Clover, 1986). According to the results, the school’s new-entrant substitute teachers seem to receive a small extent informal mentoring support and guidance from their colleagues and principal. However, colleagues provide to a greater extent mentoring support than school principals. In addition, school leadership, especially supportive leadership style is positively correlated with mentoring support.

Work Ability, Burnout Complaints, and Work Engagement Among Employees With Chronic Diseases: Job Resources as Targets for Intervention?

PurposeThe aim of this study was to investigate the occupational well-being among employees with chronic diseases, and the buffering effect of four job resources, possibly offering targets to enhance occupational well-being.MethodThis cross-sectional study (N = 1951) was carried out among employees in educational and (semi-)governmental organizations in the Netherlands. The dimensions of the survey were chronic diseases (i.e., physical, mental, or both physical and mental), occupational well-being (i.e., work ability, burnout complaints, and work engagement), and job resources (i.e., autonomy, social support by colleagues, supportive leadership style, and open and communicative culture). First, it was analyzed if chronic diseases were associated with occupational well-being. Second, it was analyzed if each of the four job resources would predict better occupational well-being. Third, possible moderation effects between the chronic disease groups and each job resource on occupational well-being were examined. Regression analyses were used, controlling for age.ResultsEach chronic disease group was associated with a lower work ability. However, higher burnout complaints and a lower work engagement were only predicted by the group with mental chronic diseases and by the group with both physical and mental chronic disease(s). Furthermore, all four job resources predicted lower burnout complaints and higher work engagement, while higher work ability was only predicted by autonomy and a supportive leadership style. Some moderation effects were observed. Autonomy buffered the negative relationship between the chronic disease groups with mental conditions (with or without physical conditions) and work ability, and the positive relationship between the group with both physical and mental chronic disease(s) and burnout complaints. Furthermore, a supportive leadership style is of less benefit for occupational well-being among the employees with mental chronic diseases (with or without physical chronic diseases) compared to the group employees without chronic diseases. No buffering was demonstrated for social support of colleagues and an open and communicative organizational culture.ConclusionAutonomy offers opportunities to reinforce occupational well-being among employees with mental chronic diseases. A supportive leadership style needs more investigation to clarify why this job resource is less beneficial for employees with mental chronic diseases than for the employees without chronic diseases.

Influence of nurse and midwife managerial leadership styles on job satisfaction, intention to stay, and services provision in selected hospitals of Rwanda

BackgroundNurses and midwives are a critical part of the healthcare team and make up the largest section of health professionals. Leadership styles are believed to be an important determinant of job satisfaction and retention making effective leadership within nursing and midwifery crucial to health systems success. In Rwanda, there are gaps in knowledge of managerial leadership styles of nurses and midwives and the influence of these styles on job satisfaction and retention for nurses and midwives who report to them, as well as their influence on the provision of health services. This study describes the managerial leadership styles adopted by nurses/midwives and examines the relationship between managerial leadership styles and job satisfaction, intention to stay, and service provision.MethodsThe Path-Goal Leadership questionnaire was adopted and used to collect data on leadership styles while other questionnaires with high validity and reliability were used to collect data on job satisfaction, intention to stay and service provision. The study involved 162 full-time nurses and midwives practicing in 5 selected hospitals with a minimum of 6 months of experience working with their current direct managers. Regression analysis was used to draw conclusions on relationships between variables.ResultsNurses and midwives managers were more inclined to the directive leadership style followed by a supportive leadership style, and the participative leadership style. The nurse and midwife’s managerial leadership styles together significantly explained 38, 10 and 23% of the variance in job satisfaction, intention to stay and service provision, respectively.ConclusionThe findings of this study indicate that managerial leadership styles play a substantial role in enhancing job satisfaction, intention to stay and service provision.The implication for nursing and midwifery managementThere is a need to develop a comprehensive formal professional continuous development course on leadership styles and ensure that all nurses and midwives managers benefit from this course prior to or immediately after being appointed as a manager. Having such a course may even prepare future leaders for their role early in their career. Effective leadership in nursing and midwifery should be enhanced at all levels to improve the job satisfaction of nurses and midwives, address the issue of retention in their respective health facilities and strengthen service provision.

Principal Leadership Styles and Teacher Job Performance: Viewpoint of Middle Management

Achievement-oriented leaders let their followers know their expectations. They regularly set clear goals with potential high-performance standards, they trust in the capabilities of their subordinates, and they encourage the continued performance improvement of their subordinates. This investigation studied the effects of private secondary school principals’ leadership styles on teachers’ job performance. Four leadership styles outlined in the path–goal theory and five key performance indicators (KPIs) of teacher job performance were chosen for the present research. Numerous prior studies have documented this subject. However, they reported on teacher job performance as a single unit. Therefore, a concerted effort was required to examine the effects of adopted principal leadership styles on each of the five key performance indicators of teacher job performance. A total of 253 middle management personnel took part in this empirical study. The correlation findings from the structural equation modeling revealed that the directive leadership style had a significant effect on teacher job performance in the studied schools, followed by the supportive and achievement-oriented leadership styles. Conversely, although participative leadership was identified as a significant predictor, it was not considered a promising predictor of teacher job performance. This research was conducted in a non-Western culture, where directive leadership is beneficial for encouraging teacher job performance; this claim is greatly supported by the available rigorous literature.

Analisis Pengaruh Gaya Kepemimpinan terhadap Kinerja Pendidik dan Tenaga Kependidikan Di SD, SMP dan SMA Yos Sudarso – Batam dengan Kerja Tim sebagai Variabel Intervening

Sebuah lembaga pendidikan akan dipercaya oleh masyarakat jika memiliki kinerja yang unggul. Kinerja yang unggul hanya dapat terjadi jika sumber daya manusia yang dimiliki memiliki kompetensi. Undang-undang mensyaratkan kompetensi yang harus dimiliki oleh pendidik dan tenaga kependidikan. Kompetensi tidak hanya sekedar amanat undang-undang, tetapi harus melekat dalam diri pendidik dan tenaga kependidikan, diolah dan dikembangkan terus menerus agar menghasilkan luaran yang bermutu. Hal ini juga tergantung pada gaya kepemimpinan yang diterapkan. Karena itu fokus penelitian ini adalah untuk mengetahui pengaruh gaya kepemimpinan direktif, suportif dan partisipatif terhadap kinerja secara langsung, atau melalui kerja tim. Dengan menggunakan seluruh populasi yang ada yaitu sebanyak 129 pendidik dan tenaga kependidikan, penelitian ini menunjukkan bahwa hanya variabel gaya kepemimpinan direktif yang berpengaruh negatif terhadap kinerja, baik secara langsung meupun secara tidak langsung. Sedangkan variabel gaya kepemimpinan suportif dan partisipatif mempunyai pengaruh terhadap kinerja baik langsung maupun tidak langsung. Kerja tim juga mempunyai pengaruh terhadap kinerja pendidik dan tenaga kependidikan.

Influence of directive and supportive leadership styles on employee job satisfaction in commercial banks in in Kenya

The purpose of the study was to examine the influence of directive and supportive leadership style on employee job satisfaction in commercial banks in Kenya. The study adopted the positivism research philosophy and descriptive correlational research design. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using a stratified sampling technique, the study drew a sample size of 386 employees reporting to middle-level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics. Statistical Package for Social Sciences (SPSS) version 20. The results of the study showed that a directive leadership style and supportive leadership styles positively and significantly predicted employee job satisfaction. The results of the regression analysis after moderation showed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction.

Influence of Supportive and Directive Leadership Styles on Employee Job Satisfaction in Commercial Banks in Kenya

Abstract
 Purpose: The purpose of the study was to investigate the influence of supportive and directive leadership style on employee job satisfaction in commercial banks in Kenya.
 Methodology: The study adopted positivism research philosophy to guide the study and limited itself to descriptive correlational research design to analyze and provide responses to the research questions. The research design was preferred because it allows description and comparison of characteristics of populations based on data collected from samples through questionnaires. The target population of the study was 15,030 employees in all the 43 commercial banks licensed to operate in Kenya as of June 2018. Using stratified sampling technique, the study drew a sample size of 386 employees reporting to middle level managers. Data was collected by means of a questionnaire and analyzed using descriptive and inferential statistics, which included factor analysis, correlational analysis, chi-square, one-way analysis of variance (ANOVA), and regression analysis using Statistical Package for Social Sciences (SPSS) version 20 and Windows’ Microsoft excel programs.
 Results: From the findings of multiple linear regression analysis, it was established that directive leadership style had a positive and significant relationship with employee job satisfaction, R2 = .228, F(1, 362) = 53.396, p < .05; β = .454, p < .05. The results from multiple linear regression analysis also showed that supportive leadership style positively and significantly predicted employee job satisfaction, R2 = .603, F(1, 366) = 278.269, p < .05; β = .716, p < .05. In addition, the study tested the moderating influence of environmental contingency factors and was confirmed that environmental contingency factors significantly moderated the relationship between path-goal leadership style and employee job satisfaction, R2=0.090, F(5,364) = 35.04, p < .05; β= 0.229, p<.05.
 Unique contribution to theory, practice and policy: The study makes a contribution to the literature of the influence of directive and supportive leadership styles from Kenyan commercial banks’ perspective and adds an impetus to employees, management and policymakers to address issues that are impeding employee job satisfaction. The future researchers should include all bank employees in their study to determine the influence of directive leadership style and supportive leadership style on employee job satisfaction.

THE ROLE OF LOCAL SOCIAL INSTITUTION IN COMMUNITY EMPOWERMENT IN BANDUNG REGENCY, INDONESIA

This study aims to gain a deeper understanding of the existence of the local social organization in conducting community empowerment. The experiment was conducted at Community Empowerment Institution (In Indonesia it is referred to as Lembaga Pemberdayaan Masyarakat/LPM). LPM Cibeunying as one of the local social institution in Bandung regency. Aspects reviewed in the study include the style of leadership, processes, and stages of community empowerment, as well as the LPM network. The research method used is a case study with the descriptive method and qualitative approach. Data collection was conducted against five informants consisting of the Chairman and LPM’s Board members, village officials, and community leaders. The results show that the dominant leadership style is participative, in addition to that, a supportive leadership style and directive leadership style are also used in certain situations. The empowerment process carried out per the stages of the empowerment process is identifying and assessing the potential of the region, problems, and opportunities-chances; arranging a participative activity plan; implementing the activity plan; and monitoring and evaluating the process and results of activities. The social networking of LPM leads to a social network of power in which LPM can influence the behavior of communities and community institutions in utilizing and managing community empowerment programs. From the research, it can be concluded that the model of community empowerment implemented by LPM Cibeunying Village is enabling, empowering, and protecting.