Traditional Leadership Styles Research Articles

Leadership factors for cardiopulmonary resuscitation for clinicians in-hospital; behaviours, skills and strategies: A systematic review and synthesis without meta-analysis.

To identify leadership factors for clinicians during in-hospital cardiopulmonary resuscitation. Systematic review with synthesis without meta-analysis. The review was guided by SWiM, assessed for quality using CASP and reported with PRISMA. Cochrane, EMBASE, PubMed, Medline, Scopus and CINAHL (years of 2013-2023) and a manual reference list search of all included studies. A total of 60 papers were identified with three major themes of useful resuscitation leadership; 'social skills', 'cognitive skills and behaviour' and 'leadership development skills' were identified. Main factors included delegating effectively, while being situationally aware of team members' ability and progress during resuscitation, and being empathetic and supportive, yet 'controlling the room' using a hands-off style. Shared decision-making to reduce cognitive load for one leader was shown to improve effective teamwork. Findings were limited by heterogeneity of studies and inconsistently applied tools to measure leadership. Traditional authoritarian leadership styles are not wanted by team members with preference for shared leadership and collaboration. Balancing this with the need for team members to see leaders in 'control of the room' brings new challenges for leaders and trainers of resuscitation. All clinicians need effective leadership skills for cardiopulmonary resuscitation in-hospital. Nurses provide first response and ongoing leadership for cardiopulmonary resuscitation. Nurses typically display suitable skills that align with useful resuscitation leader factors. What were the main findings? Collaboration rather than an authoritarian approach to leadership is preferred by team members. Nurses are suitable to 'control the room'. Restricting resuscitation team size will manage disruptive behaviour of team members. PROSPERO Registration: CRD42022385630. No patient of public contribution.

Entrepreneurial orientation, business performance, and traditional leadership style

Entrepreneurial orientation, business performance, and traditional leadership style

Smart leader di era revolusi industri 4.0

Significant transformations have taken place with regards to the way products are produced thanks to manufacturing digitization. This transition is so convincing that it is called Industry 4.0 to represent the fourth revolution that has taken place in manufacturing. From the first industrial revolution (mechanization through hydro and steam power) to mass production and assembly lines using electricity in the second revolution, the fourth industrial revolution will take what started in the third with the adoption of computers and automation and enhance it with intelligent and autonomous systems driven by data and machine learning. The research aims to address leadership styles that are influenced by rapid technological developments by changing traditional leadership styles to digital leadership. A smart leader has the ability to inspire his employees to innovate and defend ideas. An acumen in implementing smart leadership benchmarks demonstrates a fast, cross-hierarchical, cooperative, and team-oriented approach that integrates innovation frequently. 

A Review of Contemporary Perspectives Impact on Leadership Styles on Job Satisfaction: A Comparative Analysis of Traditional and Modern Leadership Styles

A Review of Contemporary Perspectives Impact on Leadership Styles on Job Satisfaction: A Comparative Analysis of Traditional and Modern Leadership Styles

The influence of leadership styles on employee performance in telecom companies of Bangladesh

Leadership styles have drawn much attention in a cutthroat business world. As a result, the standardization of human resources management goals has gained much popularity. However, if there is a meaningful and established process to be used in leadership activities, an organization may be able to realize its purpose within the specified time. This study aims to determine how several leadership styles – transformational leadership, charismatic leadership, democratic leadership, and transactional leadership – affect employee performance. The data were obtained using a self-reported questionnaire adapted from prior studies; the paper employed purposive and convenience sampling methods to receive information from 260 employees of several telecommunication companies in Bangladesh. For this study purpose, SPSS version 26.0 was used to conduct the necessary statistical analyses, and the construct reliability was evaluated using Cronbach’s (a) coefficient value of 0.70 or higher. According to the findings, transformational leadership, charismatic leadership, democratic leadership, and transactional leadership have a favorable relationship with employee performance in telecom organizations. Thus, decision-makers and other practitioners need to learn how to recognize diverse leadership philosophies and their effects on employee performance from an organizational perspective. Finally, the study recommends that leaders transition from highly traditional leadership styles to more participative and positive ones.

The Effects of E-leadership and TIC Competence on Motivation and Performance in Teachers: Case Study in Sukasari District, Sumedang Regency

The world of education in the era of 4.0 is experiencing very rapid development wherethe role of education actors also continues to be updated. Rapid technological advances requireeducation actors to adjust. Advances in all-digital technology provide various conveniences incarrying out activities and can be carried out without being hindered by distance. Education actorsincluding principals and teachers who are the spearhead of education must make reforms in order toadapt to the era of globalization. Traditional leadership styles are felt to need to be updated withappropriate leadership styles, namely e-leadership that can improve teacher performance. However,the limited ability of the principal in mastering Technology, Information and Communication is anobstacle even though this is the basis for e-leadership. The government program was launched ondigitalization of education where the government will prepare schools and education actors toorganize digital-based learning to welcome the digital era. The problem lies in the competence ofhuman resources who are incompetent in facing the digitalization of education and also otherobstacles. The objective of this study should be to determine the extent to which e-leadershipinfluences teacher performance quality. This is quantitative descriptive study, and the instrument isin the form of a questionnaire. Techniques for data analysis include descriptive quantitative dataanalysis. The data's validity is determined by its dependability and validity. The findings revealedthat e-leadership had a beneficial impact on teacher performance. Path analysis reveals that thefactors of technology, information, and communication skill have a considerable impact on teacherperformance, with a positive connection direction.

Examining the leadership approaches adopted by Fintech management when implementing organizational change prompted by digital transformation

The object of this research is the role of leadership in the Fintech business during change which is prompted by digital transformation. The financial sector is going through fundamental changes because of the emergence of new digital technologies. The digital transformation in the financial sector is largely being driven by Fintech. As leadership plays a fundamental role in managing change, it is essential to understand their role and whether the traditional leadership styles are still relevant in the digital era. Interviews were used to collect data from ten participants who are managers responsible for change in a Fintech firm under study. The study adopted purposive sampling to identify managers with relevant experience in change management and digital transformation. The findings of the study indicate that managers are still using the old or traditional management approach and leadership style to manage change in the digital era. In addition, the firm’s leadership understands the importance of including organizational members in the planning and implementation of change. In addition, buy-in was found to be essential as leaders acknowledged its significance. It was also indicated that some of the roles in the traditional leadership style are still relevant in the digital era as they are blended with the digital leadership style. The leadership of the Fintech understudy are recommended to embrace the new digital leadership style which requires them to understand the demands of the digital era to survive and be successful in the contemporary business environment. Moreover, the firm is recommended to examine digital leadership, which is a new concept of leadership in the digital era. Current literature suggests that this new leadership concept is effective when an organization is implementing digital transformation. Digital leaders are expected to have networking intelligence as an essential element that enables them to build networks.

Assessing SMEs leadership styles impact on business development and job creation: Evidence from Ghana

Unemployment is a growing concern for today’s economies. Governments gear various policies to increase business productivity and expansion to create new job places. However, little research was conducted on how informal sector leadership contributes to resolving this crisis worldwide. This study seeks to identify the SME leadership styles that foster business development and job creation in Ghana. The study targets the leadership styles of artisans and manufacturers of local goods. Mixed methods (quantitative and qualitative) where both questionnaire and interview were used to gather information from a total of one hundred and twenty respondents; sixty proprietors were artisans and the remaining were managers of local factories. The paper adopts SPSS and the Pearson correlation in the data analysis. The study determined emotional intelligence and ethical leadership regarded as emerging leadership styles the best for informal sector growth. However, bureaucratic leadership, autocratic and laissez-faire leadership referred to as traditional leadership styles had no positive influence on growth indicators within the informal economy. The results also reveal that most SMEs fold up before the fifth year of their establishment, deepening the unemployment situation in the research communities. The paper further confirms the inadequate resources of most SME leaders to take up leadership training. Therefore, the study recommends that government should periodically organize and finance workshops and seminars to facilitate SMEs access to leadership training and development in Ghana.

Role of Healthcare Leaders in the Digitalization of Health System: A Review

Digitalization of health system is defined as adaption of digital technology in health care service to offer high quality patient care. WHO has directed to implement digital system to health care service in order to achieve sustainable development goals. However, digitalization of health care system is lagging behind compared to other business environment due to poor leadership skills of the health care leaders. The objective of this review is to identify the roles and attributes of the health care leaders in order to perform in digital world. Best 30 articles were referred from the 80 articles related to digitalization of health care and leadership to write this review. Leaders need to come out of their comfort zone and understand the rapidly changing business field with the digitalization. Healthcare leaders are advised to go beyond their traditional leadership style and develop new leadership skills. The transformational leadership theory was identified as the starting point for ‘new-genre leadership’ models emphasizing that a leader’s style should be visionary, ideological, and participative, servant, or authentic where digital leader needs to perform. Leader-member exchange theory focuses on the nature and quality of the relationship between leaders and their team members which is the ideal for implementation of the digital health. Therefore, digital leader need to be flexible and adaptable to new ideas, intellectual curiosity, having transformative vision, forward-looking perspective, change-oriented, open minded, adaptable, innovative and a hunger for new knowledge. They need to be maintained a more egalitarian and results-oriented approach unlike previous traditional leaders. In addition, healthcare leaders need to developed better skills to manage finances, understanding of project management timeline and alternative options before digitalization of the health system. Digital leaders need to developed attributes such as the ability to influence, inspiring a shared vision, being proactive, and ability to avoid blaming others, being visionary and being innovative. They need to develop their analytics capability of the health care leaders are essential to ensure effective professional leadership. Delegation of work and effective communication are very important attributes a leader should perform when dealing with the digital health. To effective digitalization of health system to improve patient care service health care, leaders need to develop new leadership skills.

Dominant Leadership Styles: A Multi-Flex leadership styles blend towards the Educational Effectiveness

Abstract: The purpose of this study was to explore the dominant leadership styles among the four traditional leadership styles: 1) Autocratic, 2) Bureaucratic, 3) Democratic and 4) Laissez –Faire/Free rein/Abdicratic.Within these four traditional leadership styles, this study attempts to explore the dominant leadership styles using the theory of multi-flexleadership styles blends. A conceptual theoretical construction amongst theleadership styles was correlated to categories associated with multi-flex leadership styles. This approach allowed for the four traditional leadership styles to be investigated more thoroughly. These findings that resulted from this exploration highlight how the six multi-flex leadership styles blend with traditional leadership styles. Moreover, blending three or moreleadership styles produces lesser multi-flex leadership styles that can be associated with more dominant approaches to leadership styles. Dominant leadership styles were predetermined by the context, followership domain and the leader. Any two leadership styles can generate multi-flexleadership styles (higher applicability of one styles and lesser to another or vice versa). Thus, the leadership applicability of these styles generatetwelve sets of multi-flex leadership styles. Not all of these leadership multiflex blends can produce reliable information about contextual settings or the followership domain. Therefore, the appropriateness of leadership blend is a pivotal area that a leader must be aware of in order to understand both the demand from the context, the followership needs and the capability to integrate one dominant style with another. Multi-flex style blend can even be more essential during a crisis. For example, during the COVID-19 pandemic, which instigated the need for change, there was aneed for a change in leadership styles. The higher applicability of any one leadership style with one that is less applicable can be considered a dominant leadership style. Thus, a higher applicability of any one leadership style using the multi-flex blend approach may be considered a dominant leadership style.

Gaya Kepemimpinan Perempuan Terhadap Efektivitas Lembaga Kemahasiswaan Fakultas Ilmu Sosial Dan Hukum Di Universitas Negeri Makassar

This study was conducted with the aim of knowing: 1) Women's Leadership Style on the Effectiveness of Student Institutions at the Faculty of Social Sciences and Law at Makassar State University, 2) Factors that Determine Women's Leadership Style on the Effectiveness of Student Institutions, Faculty of Social Sciences and Law at Makassar State University. . The type of research used is descriptive qualitative. Data was collected by conducting observations, interviews, and documentation. Data analysis processing techniques go through four stages, namely: data collection, data reduction, data presentation, and drawing conclusions. Based on the results of the research, it is known that: 1) Women's Leadership Style on the Effectiveness of Student Institutions at the Faculty of Social Sciences and Law at Makassar State University, namely the traditional leadership style, namely being responsible, obeying the rules, nurturing and evaluating. The future leadership style is independent, innovative, and educative. The preferred leadership style is competent, influential and trustworthy. The delegation leadership style is responsible, independent, and competent. The sharing leadership style is open, understand the rules, dedicated. 2) Factors that Determine Women's Leadership Style on the Effectiveness of Student Institutions at the Faculty of Social Sciences and Law at Makassar State University, namely achieving goals, namely knowing targets, coordination, motivation. Organizational commitment is totality, consistency, trust. Efficiency, namely time management, forming a work team and implementation calendar, loyalty. Moral and cohesiveness are exemplary, nurturing, caring. Leadership abilities are influential, innovative, assertive and responsible.

An Inclusive Leadership Framework to Foster Employee Creativity in the Healthcare Sector: The Role of Psychological Safety and Polychronicity.

Creativity at the level of employees is of utmost importance for every sector of an economy, with no exception to a healthcare system. The reason why employee creativity is important lies in the fact that employees have profound knowledge of their job and thus can serve as a source of meaningful innovation in an organization. Research shows that employee creativity is largely dependent on leadership. Corporate leaders significantly influence subordinates’ behavior. However, with the economic development, globalization, and changing business environment, a traditional authoritative leadership style can no longer be effective in understanding employees’ psychological needs to foster their creative behavior. In this regard, the role of inclusive leadership as an effective organizational management strategy was recently discussed in literature at different levels. It was also stated that an inclusive leader could foster employee creativity. However, such relationships in healthcare systems of developing economies have largely remained under-explored previously. We explored employee creativity in a healthcare context of a developing economy in an inclusive leadership framework to bridge such knowledge gaps. We also investigated the mediating roles of psychological safety and polychronicity in the above-stated relationship. We collected the data from hospital employees through a questionnaire (paper–pencil method). A hypothetical model was developed, which was tested through structural equation modeling in AMOS. Based upon the statistical outcomes, we found that an inclusive leadership style in a hospital can significantly foster employee creativity, whereas psychological safety and polychronicity mediate this relationship. This study offers different theoretical and practical insights, especially to a healthcare system. An important finding was that an inclusive leader can motivate the followers to be more creative. This finding is significant for a hospital because creative employees provide a hospital with a solid competitive base.

Impact of Self-sacrificial Leadership on Organizational Engagement: A Psychological Mechanism of Job Satisfaction

Drawing on social cognitive theory, this paper examines the relationships between self-sacrificial leadership, job satisfaction, and organizational engagement. This study proposes that job satisfaction serves as a psychological mechanism reflecting how Self-sacrificial Leadership (SSL) influences organizational engagement. This study defines SSL in terms of a leader’s willingness to prioritize the interests of their employees ahead of their own interests and to bear any costs associated with such behavior. The findings of the empirical data, collected through self-reporting questionnaires taken from a sample of 176 employees working in the banking sector in the Kingdom of Saudi Arabia, demonstrate that self-sacrificial leadership does positively impact both job satisfaction and organizational engagement. The results further suggest that the link between self-sacrificial leadership and organizational engagement is mediated by job satisfaction. In light of the positive and significant relationships shown to exist between these constructs, this study has valuable implications for leadership and employee behavioral management within the banking and finance industry. Specifically, the results illustrate how SSL as a leadership approach may outperform traditional leadership styles in several ways. We would further suggest that these findings may also be extrapolated to other industries in order to benefit from the implementation of self-sacrificial leadership to improve organizational outcomes.

Transformational Leadership and Innovation in Digital-Only News Outlets. Analysis of Quartz and El Confidencial

ABSTRACT The constant changes in the media and increasing competition oblige news organizations to develop a solid leadership that promotes innovation. Transformational leadership has been recognized as an optimal style in this context, as it fosters organizational creativity and a collaborative culture, which are essential factors to anchor innovation within organizations by aligning workers with the company’s vision and empowering them to take their own decisions. This article analyses the leadership style in digital-only outlets and how it influences aspects such as intrinsic motivation, which leads to creativity, organizational culture and, ultimately, innovation. We studied Quartz and El Confidencial, selected from among the most innovative in the United States and Spain, respectively, using a method based on their social, professional and expert relevance. In both organizations, participant observation processes were carried out in addition to in-depth interviews with professionals. The results indicate that these digital-only news outlets try to promote innovation through transformational leadership, identified through the recommendations set out in the literature, despite observing the emergence of certain features of traditional transactional leadership style in strategic decision-making. Our study supports previous research that shows an interrelation between leadership and innovative performance, filling an existing gap about digital-only news outlets.

\u2018Professional-supportive\u2019 versus \u2018economic-operational\u2019 management: the relationship between leadership style and hospital physicians\u2019 organisational climate

BackgroundHealth systems across the world have implemented reforms that call for a reconsideration of the role of management in hospitals, which is increasingly seen as important for performance. These reorganisation efforts of the hospitals have challenged and supplemented traditional profession-based management with more complex systems of management inspired by the business sector. Whereas there is emerging evidence on how medical professionals in their role as leaders and managers adapt to the new institutional logics of the health care sector with increasing demands for efficiency and budgetary discipline, no previous studies have investigated whether leaders’ emphasis on clinical or financial priorities is related to how hospital physicians’ view their working situation. The purpose of this study was therefore to examine the relationship between leadership style and hospital physicians’ organisational climate.MethodsWe utilised data from a survey among 3000 Norwegian hospital physicians from 2016. The analysis used three additive indexes as dependent variables to reflect various aspects of the organisational climate: social climate, innovation climate and engagement at the workplace. The variables reflecting leadership style were based on an item in the survey asking the respondents to rate the leadership qualities of their proximate leaders (department chair) on 11 specific dimensions. We used factor analysis to identify two types of leadership styles: a traditional profession-based leadership style that emphasises the promotion of professional standards and quality in patient treatment, and a leadership style that reflects the emerging management philosophy with focus on economic administration and budgetary control. Controlling for demographic background, leader role, foreign medical exam and specialty, the empirical model was estimated via multivariate regression.ResultsThe results documented a clear relationship between leadership style and organisational climate: a ‘professional-supportive’ leadership style is associated with better social climate, innovation climate and engagement at the workplace, while an ‘economic-operational’ leadership style is associated with a poorer social climate.ConclusionsThe cross-sectional study design makes it impossible to draw inferences about direction of causality and causal pathways. However, the positive relationship between professional-supportive leadership and organisational climate is a matter, which should be seriously considered regardless of direction of causality.

Potentials and Barriers of Agility in Small and Medi-um Sized Enterprises

Our explorative, qualitative study uncovers the dynamic processes of agility unleashing or inhibiting potentials within German small and medium sized enterprises through the lens of digitization. Based on an analysis of 22 interviews, we propose a conceptual model, which illuminates antecedents and external determinants of agility and their impact on potentials and performance in organizational settings. In this process we determine digitization both as an external driver and as an internal provider of agility. Resource constraints and traditional leadership styles are SME-specific barriers to agility. How extensively the potentials of agility can be utilized dependents on the moderating factors firm size and department.

Traditional Leadership Styles Influencing Employee Work Behaviors In Islamic Banks Of Sindh, Pakistan

Organizations need effective leaders as the behavior of organizational members can be influenced towards organizational goals. Behavioral theories of leadership imply that by adopting a particular behavior infinite and effective leaders can be produced. To explore which style is more effective in organizations, this research was conducted in Iowa State leadership styles and sought. Closed-ended questionnaire was used for data collection for the study. The sample is composed of 160 employees of I

Has public leadership as we know it reached the end of its shelf life? Exploring leadership styles in the 21st century

In this article, the aim is to question the relevance of well-known public leadership styles to the 21st century. The aim is buoyed by the notion that traditional leadership styles, even more so conventional ways of leading, will no longer ensure success, as 21st-century risks have had a considerable impact on the role and disposition of the public leader. The article draws on a qualitative review of academic papers and articles, documentary materials, surveys, and reports. An analysis of this material is used to gain a broad understanding of how public leadership styles are transforming under the impetus of the 21st century. The discussion is based on the challenges that public leaders are likely to face over the next decade, the pacesetters for public leaders to transform in the 21st century, and recommendations guiding public leadership styles for the 21st century.

Leadership, performance and socialist reforms: how did reform leadership emerge and create change?

ABSTRACT Audacious economic reforms in socialist China and Vietnam have successfully defied worries and woes from the Western pundits of economic reforms. Unlike their negative appraisals, the grand scale reforms in the two countries have transformed their ailing economies to one of the most miraculous of all economic growths and developments in modern human history. This collection raises a rarely asked question of ‘which leadership style was pivotal in garnering the miracle at the firm level?’ Six pieces of research are collected under the similar topic that bears the question of leadership and innovation in China and Vietnam either as a single case study or as a comparative analysis of the two countries and with other East Asian economies (e.g., South Korea, Japan). The analysis presented in this collection finds that emotional, traditional, philosophical, and cultural leadership styles are necessary in tandem with transformative, strategic and design leadership to offset the pangs of radical reforms.

Ezi agamniihu na mmepe tọrọ atọ: ntụle usoro ọchịchị agbụrụ atọ Kacha Pụta ihe na Naịjirịa

Usoro ọchịchị dị nnukwu mkpa na ndụ agbụrụ ọ bụla. Ka agbụrụ si hazi usoro ọchịchị ha, tinyere ka ndị ọchịchị si achị na-eme ka obodo gaa n’ihu maọbụ laghachi azụ. Agbụrụ atọ kacha pụta ihe n’ala Naijirịa bụ, Igbo, Hausa na Yoruba nwere usoro ọchịchị ọdịnaala tupu a chịkọọ ha ọnụ dị ka otu obodo. Bido n’oge ahụ ruo taa, Naịjirịa enwebeghị udo tọrọ atọ. Ọ bụ ọnọdụ dị etu a kpalitere ederede a n’itụle usoro agbụrụ atọ ndị a si achị onwe ha n’otu n’otu nke mere na agbụrụ o bụla ka na-ahụta onwe ha dị ka otu agbụrụ dị iche n’agbụrụ ndị ọzọ. Nke a ga-enye aka iji tụpụta atụmatụ kacha mma ga-enyere ala anyị bụ Naịjirịa aka inweta udo na agamniihu bụ ịgba. Iji nweta ebumnoobi a, e nyochara ederede dị iche iche ma gbasoo usoro akụkụkọala. Nchọpụta gosiri na agbụrụ Hausa na agbụrụ Yoruba bụcha ndị na-agbaso usoro ọchịchị ndị eze chi ha chibere ebe agbụrụ Igbo na-agbaso usoro ọchịchị ọha. N’otu aka ahụ, ala Naịjirịa na-agbaso usoro ọchịchị onye kwuo uche ya, mana a chọpụtara na ha anaghị agbaso ya n’usoro ziri ezi. Ebe ọ dị etu a, ọ ga-aka mma ka e nye agbụrụ ọ bụla ikikere na ohere ịchị onwe ha, ka ọchịchị agbụrụ ọ bụla nwee ikikere karịa ọchịchị nke gọọmentị etiti ka nnwere onwe, agamniihu, mmepe, udo na ihụnaanya wee dị. N’otu aka ahụ ịkwafu ọbara, ịla ndụ na akụnaụba n’iyi ga-abụzị akụkọ mgbe ochie.
 Okwu Gbara Ọkpụrụkpụ: Agamniihu, Mmepe na Usoro Ọchịchị
 English AbstractThe method of leadership in the life of a nation is of great significance. This is because it is a strong determinant of a nation’s progress or downfall. A case in point is the three major ethnic groups in Nigeria – Igbo, Yoruba and Hausa. The three had a uniọue, traditional leadership style prior to the 1914 amalgamation of northern and southern Nigeria. From then to now, Nigeria has not experienced lasting peace. It is against this backdrop that this research eụplores the leaedership styles of the three ethnic groups in so far as their leadership styles have guaranteed their living together as one hitherto. This study is purposed to seek out the possibility of borrowing a leaf from the style of leadership of the three ethnic groups to see how they can help Nigeria to enjoy lasting peace, progress and development. The research work is historical in nature. With it, this study throws a search light into the leadership of the three ethnic groups to emulate the secrets of their success over the years. The study finds out that Hausa and Yoruba operate a monarchical style of leadership, whereas the Igbo have a republican kind of leadership. It is not democracy in the real sense of it. Yet, Nigeria, who claims to practice democracy, has nothing to show for it; not true democracy. In view of this, therefore, this study advocates for a decentralized government in Nigeria, in which the confederal ethnic groups will be given the power to govern themselves, and the power wielded by the centre will be less. The eụpectation is that this governance type will help Nigeria to achieve eluding peace, progress and development.
 Key Words: Progress, Development and Leadership