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Luchko, H. Y., and I. V. Kohut. "Leadership Qualities in Project Management." Business Inform 6, no. 521 (2021): 240–45. http://dx.doi.org/10.32983/2222-4459-2021-6-240-245.
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This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.
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Schultz, Louis E. "Qualities of an exceptional leader." Human Systems Management 19, no. 2 (April 14, 2000): 93–103. http://dx.doi.org/10.3233/hsm-2000-19203.
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In preparation for his key-note speech to the Philippine Society for Quality annual conference in October of 1999, the author reviewed the messages of the quality masters detailed in his book, Profiles in Quality. Analysis of these messages revealed three major groupings – Leadership, Direction, and Action. The Leadership element has five components – Roles and Responsibilities, Appreciation for a System, Knowledge of Variation, Theory of Knowledge, and Psychology. Four out of five of these components fell into place coinciding with the four elements of Dr W. Edwards Deming’s Profound Knowledge. The components of Direction are Aim, Planning, Implementation, and Review. The elements of Action fit a model developed by Dr Noriaki Kano, which he calls the House of TQM. These are General Education, Intrinsic Technology, Motivational Approach, Concepts, Techniques, Vehicles, Strategies, and Customer Satisfaction. This paper presents a structured composite of theories and concepts of the Masters from which we can learn and apply in our personal development and in the improvement of our organizations.
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Fozilov, U. "Important Aspects in Assessing the Personal Qualities of Management Personnel." Bulletin of Science and Practice 7, no. 9 (September 15, 2021): 495–503. http://dx.doi.org/10.33619/2414-2948/70/47.
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Each leader is a unique individual with unique management skills. In most cases, there is a view that the organization is a projection of the personality of the leader. Human nature is inherently complex. It is therefore not always appropriate to associate the leadership qualities of a leader with a style of leadership in exactly the same authoritarian, democratic or liberal form. In many cases, however, there are leaders in this balance. A leader - as a manager in the organization — must have the ability, talent and, of course, the psychological will to be able to react differently to different situations in the management process. Therefore, when appointing staff to management positions or analyzing the activities of management staff, there is a need to assess their personal qualities. Through such an assessment, it is possible to make decisions about the formation of the moral image of the leader in management, as well as the development of his personal qualities. Because for a person to have good professional qualities, his personal qualities must be good. The article argues that the role of the leader in the evaluation of management performance is important in the study, analysis and, if necessary, the development of conclusions. Several respondents participated in the analyses studied. The answers to the questions asked in the specially designed questionnaire were shaped by the questionnaires in them.
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Shegda, Anatoly, Ivanna Zapuhlyak, and Tetiana Onysenko. "Leadership through the lens of managerial qualities." THEORETICAL AND APPLIED ISSUES OF ECONOMICS, no. 38 (2019): 30–39. http://dx.doi.org/10.17721/tppe.2019.38.3.
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The existence of such phenomena and processes as production, enterprise, management, as well as their creators, or those who perform them, personifies, namely: staff, managers, owners cannot exist in reality outside of individual and social production. In this case, the production of not only material goods, but also material goods is understood. Accordingly, the need as such can also be met differently and to varying degrees, depending on the quality, the level of development of those factors of production that are used in the enterprise through effective management. Currently, the main trends of effective leadership phenomenon associated with the transition from command to sole leadership, leadership from the vertical to the virtual and latent, tight localization of its leader to free movement. In this case, the article examines the vision of scientists on the composition and peculiarities of formation of leadership qualities of a manager in modern conditions in order to ensure effective management of the enterprise. Also, the analysis of effective leadership initiatives at the organizational environment level in turbulent economic conditions is conducted. However, given the pace of development of modern society in general, and economic relations in particular, we consider it necessary to express the view that an effective leader does not necessarily have stable qualities that differentiate him from other people. After all, what is required of a leader can very often depend on the circumstances. It's corny, but it's true. History knows many leaders who have found their time and place, whose qualities have lost their appeal as the situation has changed. Yes, some uncompromising managers who have been able to overcome managerial crises are not capable of being effective leaders in other circumstances. And their more flexible counterparts adapt to changing priorities and lead their people. Currently, the main trends in the development of the phenomenon of effective leadership are related to the transition from single to team leadership, from vertical leadership to virtual and latent, from rigid localization of the leader to his free movement
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DEWAN, TORUN, and DAVID P. MYATT. "The Qualities of Leadership: Direction, Communication, and Obfuscation." American Political Science Review 102, no. 3 (August 2008): 351–68. http://dx.doi.org/10.1017/s0003055408080234.
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What is leadership? What is good leadership? What is successful leadership? Answers emerge from our study of a formal model in which followers face a coordination problem: they wish to choose the best action while conforming as closely as possible to the actions of others. Although they would like to do the right thing and do it together, followers are unsure about the relative merits of their options. They learn about their environment and the likely moves of others by listening to leaders. These leaders bridge differences of opinion and become coordinating focal points. A leader's influence increases with her judgement (her sense of direction) and her ability to convey ideas (her clarity of communication). A leader with perfect clarity enjoys greater influence than one with a perfect sense of direction. When followers choose how much attention to pay to leaders, they listen only to the most coherent communicators. However, power-hungry leaders who need an audience sometimes obfuscate their messages, but less so when their followers place more emphasis on conformity than on doing the right thing.
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Cain, Linda B. "Essential Qualities of an Effective Clinical Leader." Dimensions of Critical Care Nursing 24, no. 1 (January 2005): 32–34. http://dx.doi.org/10.1097/00003465-200501000-00006.
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Shevchenko, V. S. "MANAGEMENT LEADER: PERSONAL QUALITIES AND THEIR EFFICIENCY." Scientific Bulletin of Mukachevo State University. Series “Economics”, no. 1(11) (2019): 53–59. http://dx.doi.org/10.31339/2313-8114-2019-1(11)-53-59.
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Olanrewaju, Oludolapo Ibrahim, and Victor Nnannaya Okorie. "Exploring the Qualities of a Good Leader Using Principal Component Analysis." Journal of Engineering, Project, and Production Management 9, no. 2 (July 1, 2019): 142–50. http://dx.doi.org/10.2478/jeppm-2019-0016.
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Abstract There is a unique link between leadership qualities and organizational success. Leadership is the problem of many organizations but little attention is given to leadership-related research. This paper aimed to examine the qualities of a good leader using principal component analysis (PCA). The study adopted a quantitative research approach by eliciting perceptions of respondents on the qualities of a good leader through structured questionnaire. One hundred and fifty (150) questionnaires were administered to top management of companies within the construction industry, banking industry, food industry, and information technology industry. One hundred and twenty-seven (127) were retrieved and considered for further analysis. The data obtained were analyzed using PCA. The findings revealed the principal qualities of a good leader to be: 1) accessibility and dedication, 2) neutrality and modesty, 3) aspiration and attentiveness, 4) believe and aptitude, 5) dignity and amiability, 6) insight and confidence, 7) vitality and concentration, 8) originality and honesty, 9) responsibility and team spirit, 10) decency and self-assurance, 11) charitable, 12) comical and maintenance culture, and 13) reliability. It is recommended that leaders should demonstrate these leadership qualities to enhance organizational effectiveness and efficiency.
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Nikulina, Irina Vyacheslavovna. "Formation of leadership qualities in students." Samara Journal of Science 5, no. 4 (December 15, 2016): 206–11. http://dx.doi.org/10.17816/snv20164312.
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The following paper discusses the features of leadership in a student group. The author presents interpretations of leadership phenomenon that exist in domestic and foreign literature and analyzes the phenomenon of leadership differentiation role in a group. A phenomenon of leadership identification, as a mechanism of the leader influence on followers, is studied by the experimental method. As a result the author comes to the conclusion that the identification of the group takes place mainly with an instrumental or emotional leader, as a great number of identity attributes are ascribed to him/her. A self-perceptual questionnaire helps to study a social-perceptual mechanism of identification process deployment in leadership. The experimental results show that the formation of leadership qualities in students is necessary to consider the features of role differentiation in a group: the instrumental leader organizes a student group for the solution of educational and professional problems; the emotional leader takes care of favorable psychological climate maintenance in a group, strengthens the group cohesion.
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Haromszeki, Łukasz, and Piotr Jarco. "Educational Leaders and Their Qualities from the Followers’ Perspective." Journal of Intercultural Management 9, no. 4 (December 1, 2017): 77–96. http://dx.doi.org/10.1515/joim-2017-0022.
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AbstractObjective: The article deals with the question of educational leadership and the understanding of that notion. That problem is relevant in the discussions on contemporary education, which is demonstrated by numerous publications concerning such areas as pedagogy, sociology of education or management. The attributes ascribed to an educational leader (personality traits, attitudes, values, etc.) are varied and arise from different experience of the authors and the applied research perspectives. The article presents the results of studies describing the characteristics of an ideal educational leader.Methodology: The aim of the presented studies was to attempt to identify the set of traits ascribed to a contemporary educational leader and determine to what extent the respondents identify those traits as the ones they themselves possess. The studies have been based on the opinions and experience of the participants in the education system in Poland – graduates of senior secondary schools (2017). As the analysis of relevant literature on the subject does not allow one to present a uniform set of qualities of an ideal educational leader, the authors of the presented studies have selected 34 traits that are most frequently mentioned in scientific papers. Subsequently, during the first stage of the studies, a group of 22 experts was asked to select 17 descriptive categories (half of the presented set) that, in their view, most accurately describe an ideal educational leader. Afterwards, a sample of 108 respondents (graduates) was provided with a survey questionnaire where, using a five-point Likert scale, the participants evaluated the occurrence of a given trait/quality in the following contexts: A pedagogue – an ideal leader; A pedagogue – a leader from the past; Self-assessment with respect to a degree of possession of the listed qualities. The studies were conducted in Google Forms technology with the randomisation of all the studied qualities of a leader for each of the questions and each of the respondents. The constructed non-random purposive sample consisted of the graduates of general education, technical and vocational senior secondary schools from cities with population exceeding 500,000 inhabitants. Men constituted 27.8% of the sample.Findings: According to the respondents, the key traits in this case (a pedagogue – an ideal leader) included the ability to motivate others, psychological and pedagogical sensitivity and being a moral authority. The results relating to the educational leader from the past show a slightly different order of the key qualities resulting from the respondents’ own experience. The first place was taken by high intellectual capabilities. It was followed by the ability to motivate others and being a moral authority. When conducting self-assessment with respect to the listed leadership qualities, the participants indicated that the qualities they possessed to the greatest degree included psychological and pedagogical sensitivity, the ability to interpret other people’s expectations and the ability to plan the necessary changes. The achieved results also show that the averaged ( ) self-assessment regarding the degree of possession of all the leadership qualities in comparison to the qualities ascribed to an ideal leader is lower by 21.97%. At the stage of designing the studies, it may have been expected that more significant differences would be revealed between the imagined ideal type of a leader and the self-assessment of the graduates with respect to leadership predisposition/qualities.Value Added: In summary, the applied quantitative method of measurement allows one to confirm the accuracy of the set of leadership qualities determined on the basis of the relevant literature on the subject. According to the opinions of the graduates taking part in the study (former participants of leadership relationships), it correctly describes an educational leader. That knowledge may have practical application, especially in the conscious building of leadership in the educational environment. This is because it may be assumed that the stronger the correspondence of the set of qualities of an educational leader with the expectations of the followers, the better the chance for the creation of an effective leadership relationship.Recommendations: The perspective of the “followers” who have their own individual experience with respect to relationships with “educational leaders” seems to be worth exploring further. The analysis of available publications on the subject in question gives grounds for posing a question to what extent the postulated image of the educational leader has any empirical foundations and to what degree it is rather a speculation or intuition of numerous authors.
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Oliinyk, O. O., and A. V. Maistrenko. "Leadership of high school students as а requirement of time." Humanitarian studios: pedagogics, psychology, philosophy 1, no. 100 (April 30, 2020): 50–57. http://dx.doi.org/10.31548/hspedagog2020.01.050.
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The article presents theoretical analysis of the leadership phenomenon in different fields of scientific knowledge. It is emphasized that leadership is a result of the leader's activity as a member of the group. It is carried out analysis of concepts «leadership» and «leader» in the context of leadership theories: theory of leader roles, theory of lines of leadership, interactive theory, situational theory, synthetic theory. Age peculiarities of leadership in the school environment are characterized. An important stage in the development of leadership and the formation of leadership qualities defined early youth age as period of accumulation of leader potential, becoming of personality identity, and professional self-determination, production of value orientations for expansion social situation of personality development and integration into the social space. It is marked that leadership qualities are generalized qualities of a leader in relation to creating a new vision for solving a problem, successfully influencing followers to achieve common goals with the group. The main components of the student’s model of leadership qualities are highlighted and characterized. Based on analysis of leadership qualities and psychological features of high school students the content of their leadership determines interrelation of tendency to leadership with communicative-organizational and motivational components of the leadership qualities model. The research results of the content of leadership in modern graduates of secondary schools are presented. Empirically tested and defined links between tendency to leadership and development level of leadership qualities (communication skills and motivation to success) students of the 10th and 11th grades.
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Nichols, Ken. "Case Study #11: Being There by Jerzy N. Kosinski." Public Voices 15, no. 1 (July 19, 2017): 101. http://dx.doi.org/10.22140/pv.515.
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The case study focuses on characteristics of the leader. Following the main protagonist’s odyssey, you will consider what qualities we expect from our leaders, what responsibilities we place with our leaders in general and our public leaders in particular, and how leaders and followers relate.
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Polishchuk, Oleksandr, and Olena Polishchuk. "Аxiological features of formation of leadership qualities in the process of obtaining higher education." International Scientific Journal of Universities and Leadership, no. 11 (June 14, 2021): 201–10. http://dx.doi.org/10.31874/2520-6702-2021-11-1-201-210.
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Based on the analyzed literature, it is established that leaders play an important role in the society. The sources have shown that each period of development of the society has its own leaders. This correspondence is due to the fact that leaders have the qualities that the society, social group or team wants to see. The use of methods of analysis of philosophical, psychological and relevant literature, phenomenological, dialectical method, systematization, generalization, hypothetical-deductive modeling made it possible to establish that only some qualities are instinctive and focus on self-preservation, self-realization, etc., but there are qualities that are acquired during the study in a higher education institution, in their combination they form a leader not only in the public, professional, political sphere, but also in life. Taking into account the information period of society development, its openness and uncertainty requires a person to be a leader. Having formed own «I», having mastered universal and professional values, developing leadership qualities, a person enters the whirlpool of professional life, enters a social professional group, with which the person began to identify himself or herself during the period of mastering the profession. Particular attention is paid to student self-government, which, in accordance with current legislation, creates all the conditions for the development of leadership qualities that are provoked by such values as life, people, justice, freedom, responsibility. Focusing on these and other values promotes the development of the following qualities: initiative, creativity, sociability, comradeship, sensitivity, professionalism, erudition, responsibility, ability to predict actions and predict their consequences. Having developed these qualities, the student becomes ready for life’s challenges, able to lead a social group, take responsibility for decisions, and so on. That is, the leader who is being formed today in educational institutions is ready to organize collective action to achieve the goal and master the values that are needed for a social group, team, society.
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Yunianto, Petrus. "Kualitas Kepemimpinan Yosua." FIDEI: Jurnal Teologi Sistematika dan Praktika 1, no. 2 (December 29, 2018): 173–84. http://dx.doi.org/10.34081/fidei.v1i2.7.
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The leader is not determined, the leader is formed. Thus the remarks from some people compilation talk about leadership. Even though this is still a contradiction, people agree that this is the result of the process. The process of becoming a leader determines the quality of the leader. Being able to be a leader because of formation. If he has a strong desire, he is not supportive as a leader, he can be an effective leader. Leaders who develop themselves through a process that is not good in independent learning, education, training, and experience. Quality of leaders is seen when the leader responds to every event that occurs in the struggle. Examples of leaders that can be learned in the Old Testament are Joshua. Joshua's call as leader of Israel did not happen instantly. His leadership was tested with time and the loyalty of the compilation Moses received was his leadership. Later, when Joshua accepted Moses, there was the quality of Moses' leadership. What is the quality of Joshua's leadership? In this paper we will discuss Joshua's leadership qualities.
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Krasnikova, V. A. "THE IMAGE OF THE LEADER AS A FACTOR OF THE EFFECTIVENESS OF THE ORGANIZATION." Globus: psychology and pedagogy 7, no. 3(43) (August 19, 2021): 43–45. http://dx.doi.org/10.52013/2713-3060-43-3-6.
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The article deals with the concept of the image of leader, the importance of its formation in modern conditions and the impact of the organization’s performance. The main qualities of a leader that affect his image are presented. The structure of the image of leader is based on these qualities.
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Kopczewski, Marian, and Marcin Liberacki. "The influence of leadership qualities on the functioning of groups responsible for state security." Scientific Journal of the Military University of Land Forces 187, no. 1 (March 1, 2018): 180–94. http://dx.doi.org/10.5604/01.3001.0011.7371.
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In social reality no structures, groups or organizations exist in which there are no leaders. Virtually every formation has its own leader, which binds human resources, and whose behavior affects the implementation of tasks. The fact of having strong leadership supported by competencies and relevant characteristics of an individual is crucial for the functioning of groups responsible for security. A competent leader should be able to express and evoke enthusiasm for common visions and goals, to take a leadership role regardless of occupational status, to direct subordinates’ work, but at the same time, without exonerating them from the obligation to achieve results, to strive to set a positive example in any given situation. A leader should be able to convince subordinates with his or her decision and reconcile the management style with the appropriate approach. Being aware of own positive and negative characteristics, he or she disciplines himself/herself and takes a lead. Due to the ability to communicate with subordinates and the environment, a leader makes people who come into contact with him/her understand the intentions of his/her messages and actions and feel confident that they understand the information.
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Koishigulova, L. E., and А. Kisamedenova. "PSYCHOLOGICAL AND PEDAGOGICAL FEATURES OF FORMING LEADER QUALITIES IN FUTURE PSYCHOLOGISTS." BULLETIN Series of Pedagogical Sciences 65, no. 1 (March 30, 2020): 147–51. http://dx.doi.org/10.51889/2020-1.1728-5496.26.
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This article discusses the psychological and pedagogical features of the formation of leadership qualities in future teachers-psychologists. Requirements for leadership qualities are provided by a combination of personality qualities, which allows future professionals to effectively carry out professional activities. In modern conditions, the future specialist must possess not only professional knowledge, skills, but also a certain set of leadership qualities that allow him to successfully realize his creative potential in practical activities. The psychological and pedagogical features of the formation of leadership qualities in future pedagogues-psychologists are determined by the development of reflection abilities, a positive impact on people, an active and responsible attitude to society. The psychological features of the development of leadership qualities of students in the process of studying at a university, as future pedagogues-psychologists, are features of socialization and adaptation of a person, the development of self-awareness, the specifics of professional activity, the interaction of students and teachers, as well as intra-group interaction of students. The pedagogical features of the development of leadership qualities are in the learning process to show such qualities as determination, determination, independence, responsibility, emotional stability, mobility, sociability
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Savage, Mairi, Marie Höjriis Storkholm, Pamela Mazzocato, and Carl Savage. "Effective physician leaders: an appreciative inquiry into their qualities, capabilities and learning approaches." BMJ Leader 2, no. 3 (September 2018): 95–102. http://dx.doi.org/10.1136/leader-2017-000050.
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PurposeThe aim of this study was to explore the qualities and capabilities effective physician leaders attribute to their success in leading change and how they developed these.MethodThe authors interviewed 20 emerging and senior leaders using a semistructured interview guide informed by appreciative inquiry. Data were subjected to an inductive qualitative content analysis to identify themes related to qualities, capabilities and learning approaches.ResultsThe qualities identified were clarity of purpose to improve care, endurance, a positive outlook and authenticity. They were considered innate or developed during participants’ upbringing. Capabilities were to ground management in medicine, engage others, catalyse systems by acting on interdependencies and employ a scientific approach to understand problems and measure progress. Capabilities were developed through cross-pollination from a diversity of work experiences, reflection, when education was integrated with practice and when their organisational environment nurtured ambition and learning.ConclusionsThis study reframes current leadership thinking by empirically identifying qualities, capabilities, and learning approaches that can contribute to effective physician leadership. Instead of merely adapting leadership development programmes from other domains, this study suggests there are capabilities unique to effective physician leadership: ground management in medicine and employ a scientific approach to problem identification and solution development. The authors outline practical implications for individuals and organisations to support leader development as a cohesive organisational strategy for learning and change.
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Gaj, Marta. "Selected leadership qualities." Scientific Journal of the Military University of Land Forces 189, no. 4 (October 1, 2018): 128–39. http://dx.doi.org/10.5604/01.3001.0013.0728.
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The article presents the essence and importance of leadership, with particular reference to the specificity of military leadership. The purpose of the article is to indicate the validity of certain leadership qualities in the civil and military context, as well as the interaction between them. The research was carried out on civilian organization employees who were to assess the validity of selected leadership traits. The most important features and social competencies necessary for effective leadership and attitudes, described in the literature as worthy of imitation, are presented. The applied research methods (the analysis of literature and surveys in civilian organizations) allowed for indicating the distinguished leadership traits and some similarities between the characteristics of a military and civilian leader
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Glinkowska, Beata. "Features of the international manager-leader of the near future - findings of the research." Management 21, no. 1 (May 24, 2017): 120–32. http://dx.doi.org/10.1515/manment-2015-0084.
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Summary The paper covers characteristics of the conducted research, including definitional approach to the essence of the terms: manager and leader. Particular attention was paid to the qualities of modern manager-leader and the qualities of manager-leader of the future, including globalization and internationalisation. The research part contains findings of the author’s own research which were confronted with the results of studies existing in this area in the subject literature.
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Smikle, Marcia. "Looking for a leader? It's you …" Journal of Health Visiting 7, no. 7 (July 2, 2019): 332–34. http://dx.doi.org/10.12968/johv.2019.7.7.332.
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Lappalainen, Pia Helena. "Industrial Leadership that Inspires Managerial Communication as an Emerging Pedagogical Focus in Engineering." International Journal of Engineering Pedagogy (iJEP) 7, no. 2 (May 19, 2017): 142. http://dx.doi.org/10.3991/ijep.v7i2.6984.
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To explore the characteristics of effective industrial leadership, this work embarked on a quantitative effort to investigate requirements posed on leaders. Contrary to previous competence-based studies, the present work examined leader qualities more broadly through substantive knowledge, personality traits, socio-emotive skills, cultural awareness, and ethics and values. A particular aim was to conceptualize and operationalize effective leader behavior in industries to identify relevant and targeted foci for engineering pedagogy. Statistical analysis and factor analysis of the data from 503 respondents on 81 leader traits or skills shows that leadership that elicits positive organizational outcomes is founded on such leader personality dimensions as reliability, and such socio-emotive skills as self-leadership, emotional stability, inspiration and assertive communication.
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Anufrienko, L. "ПРИЗНАКИ ЛИДЕРСКОГО ПОВЕДЕНИЯ." EurasianUnionScientists 1, no. 11(80) (December 14, 2020): 43–46. http://dx.doi.org/10.31618/esu.2413-9335.2020.1.80.1093.
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This article provides a description of the attributes of leadership behavior. Due to a great amount of numerous leadership studies, there exists a problem, namely, which personality traits should be considered of vital importance for a leader. A number of leadership qualities that exists at the moment is either too large, or the qualities, that are desirable for a leader, are too heterogeneous, and sometimes even contradicting. For this reason, there is confusion on what a leader needs in order to be effective. The author of the article proposes to think of attributes of leadership, and to dwell on psychological characteristics that should be considered as factors of these attributes. In the given article, the attributes of leadership behavior are described, namely the qualities that are crucial for a leader if he or she wants to organize effective activities and achieve high results.
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Орлова, Л., and Lyubov' Orlova. "Specific Features Leader in Small Business." Management of the Personnel and Intellectual Resources in Russia 7, no. 6 (December 26, 2018): 38–42. http://dx.doi.org/10.12737/article_5c176830191fd8.69502576.
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Success in all areas of business management depends on the development of specific tasks, but some small business managers perform better in the role of administrators, merchants, or inventors, rather than leaders. What distinguishes leadership from small business management is that in order to lead others, a leader must rely less on power, and more on authority. In business relations, authority usually originates from a number of sources: charisma, natural qualities, traditions, roles, functions, status, etc. In the process of analyzing leadership in a small business, one should take into account not only the leader, group, task and situation, but also the fact that changing any of these factors will affect all the others. Skillful leaders take into account individual needs in the group and the requirements for performing tasks.
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Bhugra, Dinesh. "What makes a medical leader?" Advances in Psychiatric Treatment 17, no. 3 (May 2011): 160–61. http://dx.doi.org/10.1192/apt.bp.110.008730.
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SummaryMedical leadership is important and must be a part of training. It requires qualities at three levels: the personal, the interpersonal (working with and through others) and the organisational (in political and cultural contexts). Some of the traits of good leadership can be taught and learnt, whereas others are inherent. The roles of individual leaders depend on the organisations in which they are involved. Different contexts require different leadership styles.
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Lagunova, Irina Sergeevna. "Mindfullness and eco-consciousness as traits of the new generation of public leader." KANT 38, no. 1 (March 2021): 126–30. http://dx.doi.org/10.24923/2222-243x.2021-38.26.
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In this article, the author raises the question of what we will understand by the social leader of a new generation that has witnessed a global world transformation characterized by the acute threat of nuclear war, the problem of environmental pollution and the preservation and development of life on Earth, and the degradation of human abilities due to the constant use of technology. The solution of these problems largely depends on the public leaders, so the study of the personality of the leader and its qualities is a fundamentally important issue.
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Feldman, Louis H. "Josephus's Portrait of Joshua." Harvard Theological Review 82, no. 4 (October 1989): 351–76. http://dx.doi.org/10.1017/s001781600001854x.
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As one deeply involved in the politics of his day, whether in Palestine or in Rome, and as a student of Thucydides and of Plato (particularly of the latter'sRepublic), Josephus was much concerned with examining the qualities of the ideal leader of the state, convinced as he was, with Plato, that the wrong kind of leadership could and did bring about its downfall. Since one of the most important qualities of a great leader is to be able to discern the qualities of people and, above all, to select a worthy successor, the fact that Moses, the greatest leader that the Israelites had ever had, chose as his successor Joshua led Josephus to the conclusion that Joshua possessed the qualities of an ideal statesman. As Josephus puts itin an editorial comment (Ant. 3.49) which has no biblical basis, Joshua possessed five crucial qualities: he was extremely courageous, valiant in endurance of toil, highly gifted in intellect, highly gifted in speech, and distinguished for piety in worshiping God. Again, when summarizing his qualities upon Joshua's death (5.188), Josephus singles out four qualities—his supreme intelligence, his supreme skill in speaking lucidly (σαφώς) to the multitude, his stout-heartedness and great daring, and his utmost dexterity in directing affairs (Πρνλανεσαι) in peacetime and his adaptabilityto every occasion. If we combine these two accounts we see that Josephus stressed in Joshua the qualities of wisdom, eloquence, courage, endurance, flexibility, and piety.
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Dubinina, Oksana, and Olga Ignatyuk. "DIAGNOSTIC TECHNIQUE OF PROFESSIONALLY IMPORTANT QUALITIES OF AN EDUCATIONAL LEADER." Theory and practice of social systems management, no. 1 (March 20, 2020): 88–103. http://dx.doi.org/10.20998/2078-7782.2020.01.08.
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Sobkin, V. S., and М. А. Mnatsakanyan. "Features of Perception of Modern Russian Political Leaders in University Students (A Psychosemantic Research)." Social Psychology and Society 6, no. 3 (2015): 46–63. http://dx.doi.org/10.17759/sps.2015060304.
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The paper presents outcomes of a research on features of perception of modern Russian political leaders in young people. A technique of multidimensional semantic differential was employed: the subjects were asked to assess 15 objects (political leaders, 'my ideal', 'ideal leader', 'antipathetic person' and 'Myself') according to 33 personality traits using a seven-point scale. The outcomes suggest that the structure of the students' perception of political leaders is quite simple and is based on three modalities: 'morality', 'power' and 'intelligence'. Comparing these outcomes with the research data obtained in 2004 using the same technique allowed the authors to conclude that the students do not assess modern political leaders according to the moral qualities of the latter, but rather perceive them through the qualities of power associated with social manipulation.
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Koleci, Redon. "THE ROLE OF MANAGERS AND LEADERS IN MANAGEMENT FUNCTION." Knowledge International Journal 30, no. 6 (March 20, 2019): 1687–90. http://dx.doi.org/10.35120/kij30061687k.
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Leadership is a mutual relationship between people, not imposed on one person to another person. Leadership is when people believe that a leader is capable of meeting their needs. The American School of Leadership at the University of Columbia surveyed 1500 people from different sectors found in leading positions in their own firms. Answers from 20 countries have been received, including America, Japan, European countries, Latin America, etc. Answers were given to what are the most important features It is important that people who in the near future can be entrusted with the role of the leader in any enterprise or system. Do these people have the people who decide on the fate of these leading companies?To be truly effective, leaders of large bureaucracies (large in number) should bring time to many activities within an agency. For many scholars, the key to leadership lies in the features or features that lead to this task, while other scholars describe what features feature theory has. According to them is the belief or the assumption that leadership is based on unique characteristics, qualities or characteristics that have the leaders and that enable them to assume responsibilities. Trust in the theory of features assumes that there is the quality of "born leadership", an assumption that led to the emergence of research on leadership skills and something else of a tradition within the public administration. The authors of this theory try to differentiate and describe the essential features and characteristics of all good leaders.For some time and mostly before the Second World War, public administration scholars interested in leadership aspects of those who handle large bureaucracies assumed that leaders had the gift or the attribute that separated them from the others who followed them. They believed leaders were born like that. Leaders had charisma, and their leadership was based more on their personality than on formal leadership positions or on any rational or legal authority.Any agreement which features were exactly essential to a good leadership did not exist. All of these features are useful to a leader, but no set of features could be demonstrated theoretically as essential. Since the 1960s, the importance of features has been increasingly seen as obsolete. Other factors have been seen to be at least as important or even more important than any other personal qualities of the leader. Some of the qualities suggested above as essential can be seen as counterproductive in some contexts.
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Hajro, Ali. "THE PROFILE OF A LEADER AND HIS LEDERSHIP." Knowledge International Journal 28, no. 1 (December 10, 2018): 345–50. http://dx.doi.org/10.35120/kij2801345h.
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The Current and future leaders live in a turbulent and chaotic environment, where the real power of acting derives from the recognition of the concept of change and looking for options. In this type of environment a lot of competence is necessary for the leaders to survive. The aim of this study case was to explore i.e. gain a clearer picture of the position of the leader, their characteristics, functions, levels, the core and the factors affecting the leader and their leadership. To see what type of leader the people want simply to draw conclusions about the characteristics, qualities and techniques of a leader and their leadership. So that in the end, to have empirical proof of the leader. The set goal in this study case is today’s leaders in everyday process, starting from the very beginning of their work, to serve as an example in developing inter-personal skills at the same time as treating people with dignity and respect. In other words, they have to possess leadership skills, characteristics and the necessary actions. This research aims at finding out the real attributes that is the profile of a leader and their leadership running an organization regardless if it is economic, political, and military or some other non-governmental organization. The values are more than a set of rules, they are not only behavior code, and they say what a leader should be every day in every action that they take. The values shade the leaders’ identity and the organization that they run.
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Skryabin, Oleksiy, and Dmytro Sanakoyev. "Socio-psychological portrait of the leader of an ethnic criminal group." Naukovyy Visnyk Dnipropetrovs'kogo Derzhavnogo Universytetu Vnutrishnikh Sprav 4, no. 4 (December 29, 2020): 251–55. http://dx.doi.org/10.31733/2078-3566-2020-4-251-255.
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Ethnic criminal groups are particularly dangerous today, as they are transnational in nature and difficult to detect. The increase in the number of ethnic criminal groups is due to social, economic and political instability, as well as the consequences of the COVID-19 pandemic. It is important in this aspect to identify the socio-psychological portrait of the leader of an ethnic criminal group, which directs the actions and is the driving force behind the activities of ethnic criminal groups. The leader of ethnic criminal groups is characterized by a set of social and psychological qualities: a high level of initiative and activity, organizational experience, interest in achieving group goals, awareness of group affairs, camaraderie, personal attractiveness, high prestige and authority in the group. The main socio-psychological characteristics of leaders of ethnic criminal groups are the following characteristics: social origin, worldview and main motives of criminal activity, general characteristics of the offender, personal characteristics (main qualities of the offender, psychological type, presence of syndromes, individual characteristics, relationships in the social group). emotional characteristics, logic of thinking), general characteristics of a successful criminal. A clear definition of the leader of an ethnic criminal group, taking into account its socio-psychological characteristics will ensure the successful work of law enforcement agencies in the fight against organized crime. Counteracting and detecting crimes committed by ethnic criminal groups requires a detailed study of the socio-psychological characteristics of leaders and members of such criminal groups.
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Brindarani, V., and D. Geetha. "LEADERSHIP QUALITIES AMONG THE B.ED. STUDENT TEACHERS IN COIMBATORE DISTRICT." International Journal of Research -GRANTHAALAYAH 6, no. 6 (June 30, 2018): 97–100. http://dx.doi.org/10.29121/granthaalayah.v6.i6.2018.1340.
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Education is to improve humanity. Man becomes wise man through education. Education is a powerful instrument of social, economic and cultural transformation necessary for the realization of national goals. Leadership quality is considered as quality an integral part of the teacher education. Leader is one who makes his subordinate to do willingly what he wants. The efforts of subordinates are to be canalized in the right direction. As leaders, they are not only responsible for directing their subordinates but also responsible for the attainment of goals of education. One of the major objective of this study is to investigate Leadership Qualities among B.Ed., Student Teachers based on Gender, Religion, Types of Family, Medium of Study and Educational Qualification of Parents. The Sample 300 B.Ed., Student teachers from 10 colleges in Coimbatore District.
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Smagulova, Z. "The role of leadership potential in the formation of the company's talent pool." Bulletin of the Innovative University of Eurasia 80, no. 4 (December 25, 2020): 93–98. http://dx.doi.org/10.37788/2020-4/93-98.
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In modern conditions, many companies highlight such a problematic aspect in the management of the talent pool as the formation of leadership potential among employees, which undoubtedly affects the achievement of strategic goals and the efficiency of the enterprise as a whole. In modern economic conditions, the role of a leader in implementing the company's development strategy is very important. The important competencies of a leader today include responsibility, the ability to be responsible for one's obligations, initiative and creativity, a proactive approach to life, sociability and purposefulness. When a leader is a leader, he or she is assessed according to such criteria as personal qualities, values, personal effectiveness, creative thinking, and professional skills. These core competencies need to be developed internally. Moreover, if a company is determined to nurture its leaders, it must clearly build a policy of forming a personnel reserve, a pool of future leaders. This is a key aspect in the activities of leading companies. Purpose is defining the role of leadership potential to create a strong corporate culture and form effective teamwork. The formation of a talent pool is associated with the presence of a strong leader, and with the fact that the company's management maintains established traditions, and shows constant concern for customers, employees and other business participants. The corporate culture must correspond to the development strategy, and the success of the strategy implementation depends on how effective the manager will be, leading the strategy implementation, what are his leadership qualities. It is important to show how high and important is the role of the leader, his or her active participation in the formation of the personnel reserve. The method of analogies and such management approaches as personal, behavioral, process and situational were used in the work. Understanding and supporting the work to build a strong talent pool can help businesses become more resilient in the marketplace, improve production and management performance, and see themselves in the long term.
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Mihăilă-Lică, Gabriela. "Improving Leadership Qualities during Foreign Language Classes." International conference KNOWLEDGE-BASED ORGANIZATION 26, no. 2 (June 1, 2020): 309–13. http://dx.doi.org/10.2478/kbo-2020-0096.
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AbstractNumerous specialists agree with the fact that learning at least one other foreign language brings a multitude of advantages both to the individual who makes the effort to learn it, but also to the society he or she is part of. At the “Nicolae Bălcescu” Land Forces Academy, cadets learn about leadership not only from the specialized courses like Fundamentals of Leadership or Military Leaderships, but they can find opportunities to improve their leading skills and qualities during the foreign language classes. The article focuses on some of the most important qualities of a leader and offers suggestions on how these could be developed during the English, French or German classes. We believe that the foreign language courses will help students develop much needed leadership traits like adaptability, flexibility, open mindedness, the capacities of being good team players, good listeners and good communicators. These are qualities without which they will have a very hard time functioning not only in an international environment but also in a national one. As teachers we have to understand that it is more than vocabulary and grammar that we help our students learn, we also help them to learn about life, about being leaders of others.
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Bundy, Anthony Stephan, Kevin J. Walsh, and Geraldine Mongillo. "An Examination of the Various Ways Teachers Become Leaders: A Blended Process." Journal of Education and Training 2, no. 2 (August 8, 2015): 260. http://dx.doi.org/10.5296/jet.v2i2.7968.
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<p>The purpose of this exploratory study was to identify leadership factors that teachers viewed as most influential in their development as teacher leaders, and to generate suggestions to assist in the selection and cultivation of teacher leaders. This research employed a small sample of six teachers who were pursuing leadership roles and were identified as teacher leaders within their respective schools. Data collection was conducted through structured interviews, review of school documents, and a survey instrument. Teachers’ interview data were coded based on key teacher leader qualities and behavioral characteristics identified in current literature. Analysis and subsequent findings concluded that teacher leader development is a blended process involving multiple key factors such as: self-reflection, teacher expertise, student-advocacy, professional development experiences, organizational empowerment for teachers, opportunities for job embedded collaboration with peers, teacher passion, and vision.</p>
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Basefsky, Mitchell. "“What are the five most important qualities of an effective leader?”." Journal - American Water Works Association 96, no. 7 (July 2004): 34–36. http://dx.doi.org/10.1002/j.1551-8833.2004.tb10640.x.
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Karaseva, Larisa Arkadyevna, Tatyana Vladimirovna Bessonova, and Galina Petrovna Knyazeva. "The influence of personal qualities on the formation of a leader." Medsestra (Nurse), no. 3 (March 1, 2021): 69–78. http://dx.doi.org/10.33920/med-05-2103-09.
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In modern healthcare conditions, characterized by extremely dynamic changes, the problems associated with the training of nursing specialists who are adequate in terms of their professional level of importance and complexity of the tasks to be solved are of particular importance. In this regard, the process of professionalization of a nurse becomes significant, during which not only the development of professional norms and standards takes place, but also the development of the personal characteristics of a specialist, allowing him to become a leader.
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Neffe, Carolin, Celeste P. M. Wilderom, and Frank Lattuch. "Leader behaviours of family and non-family executives in family firms." Management Research Review 43, no. 7 (January 22, 2020): 885–907. http://dx.doi.org/10.1108/mrr-12-2018-0468.
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Purpose Several studies of family firm failures have pointed to non-family members in leading positions as a reason. However, non-family members have often played a key role in family-firm longevity, while non-family executives’ involvement in family firms is increasing. These non-family executives who (co-)run family firms are thought to require an almost impossible set of behavioural qualities. The aim of this exploratory study is to find out how specific leader behaviours of effective family executives and non-family executives may differ. Design/methodology/approach Based on Dulewicz and Higgs’ (2005) broad leadership frame, the authors draw attention to a large range of behaviours of family-firm executives. In-depth interviews were conducted with successful German executives, both family and non-family ones. Their answers had to contain specific behavioural examples. Findings More behavioural similarities than differences are shown between family- and non-family-based executives. Yet, the self-reflective communicative behavioural qualities of the non-family executives could balance a lack of such qualities among the family-based executives. Based on the three major differences – decision-making style, communication versatility and self-awareness – specific new research propositions are distilled about effective family firm leadership. Originality/value Practical suggestions for recruiting non-family executives are offered. Future quantitative longitudinal research on how to pair specific behavioural qualities of family and non-family based executives that optimise family-firm longevity is urgently needed.
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Koteneva, A. V., S. N. Likhacheva, and A. V. Kokurin. "Socio-psychological characteristics of the leaders of the juvenile convicts." Psychology and Law 8, no. 3 (2018): 206–25. http://dx.doi.org/10.17759/psylaw.2018080315.
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The problem of role differentiation of leadership among juvenile convicts is a socially significant and poorly studied problem in modern psychological science. The results of a study of 60 young men serving sentences in young offenders' institutions of the Federal penitentiary service of Russia in the age from 16 to 18 years are presented in the paper. “Leadership style” Questionnaire of R. Bale-K. Schneider (modification T.V. Bendas), “Leadership abilities” Questionnaire of E. Zharikova, E. Krushelnitskogo, “Communicative and organizational tendencies” Questionnaire of V.V. Sinyavsky and V.A. Fedoroshin, “Communicative control” Questionnaire of M. Schneider, “Emotional intelligence” Questionnaire of N. Hall, “Progressive matrix” of Raven were used to diagnosis of socio-psychological qualities of juvenile convict, as well as observations psychologists institutions and educators. The nonparametric Mann-Whitney criterion and factor analysis were applied. The results show that there are formal and informal leaders among juvenile convicts. Formal leaders stand out only in the business sphere and have a positive focus, informal leaders can be positive and negative, business and emotional. Leaders are more focused on solving problems, have developed leadership qualities, organizational and communication abilities. However, the prognostic qualities to identify a leader among juvenile convicts are not only leadership tendencies, but also the qualities of emotional intelligence, allowing to assess the situation, manage their emotions, to have a psychological impact on the state of others.
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Орлова, Л., Lyubov' Orlova, Татьяна Лукьянова, and Tatyana Lukyanova. "Leader Efficiency in a Small Business." Management of the Personnel and Intellectual Resources in Russia 8, no. 2 (May 13, 2019): 15–21. http://dx.doi.org/10.12737/article_5cb6f8df313a75.48738426.
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The effectiveness of leadership in a small business is determined by the preferred leadership style, relevant goals, the presence or absence of informal leaders in a team, the manager’s ability to resolve conflicts and involve team members in business participation. The decrease in efficiency and lack of enthusiasm among staff may be an indication that the leadership style is not quite right. Business must be balanced in terms of business skills, competence and orientation (for a task or for people). Requirements for professional qualities, as well as business goals, are constantly changing with changing environments.
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Pava, Moses. "Good enough leadership: realism without cynicism." International Journal of Public Leadership 13, no. 2 (May 8, 2017): 76–84. http://dx.doi.org/10.1108/ijpl-12-2016-0052.
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Purpose For more than 70 years, leaders of all types have consistently struggled to earn the respect and followership of others to earn the employee trust which is the key to innovation and competitive advantage and to create organizational systems and cultures that fit their strategic objectives. The purpose of this paper is to address what would be “good enough” leadership qualities. Design/methodology/approach Research methodology included research into several individuals that exceeded in leadership, and an examination of how they used the “good enough” leadership styles to be successful as leaders. Findings This paper suggests several ways to be an effective “good enough” leader. These ways translate your values into concrete directives, jettison dead metaphors, explore enlivening ones, subject your values to the test of dialogue, and hold onto your values less tightly. Originality/value Leadership and leadership qualities have been widely discussed in the literature. This paper approaches the situation differently. Rather than striving for perfection and being frustrated for not reaching it, this paper explores “good enough” leadership qualities that actually work well in the professional arena.
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Dr.Vijetha Mukkelli, Dr Vijetha Mukkelli. "Comprehensive Leadership Qualities of All Time Great Leader A Unique Role Model for Leaders of All Times." IOSR Journal of Business and Management 9, no. 5 (2013): 70–79. http://dx.doi.org/10.9790/487x-0957079.
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Romanovskiy, Olexandr, Olexandr Ponomarev, and Tatyana Hura. "EFFICIENCY OF MANAGEMENT DECISIONSIN THE SYSTEM OF PERSONAL QUALITIES OF A LEADER." Theory and practice of social systems management, no. 1 (August 31, 2021): 86–97. http://dx.doi.org/10.20998/2078-7782.2021.1.07.
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The author considers the sense and significance of efficiency as an extremely important, but still insufficiently studied quality of a leader’s personality. Shows the professional and personal importance of the promptness of the timely adoption of adequate management decisions by the leader, especially in difficult problem situations. The conditions and pedagogical technologies for the formation and development of efficiency as an integral component of leadership potential are presented and analyzed. The need to include efficiency in the system of necessary personal qualities of a leader has been substantiated.
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POTAPOV, SERGEY, and NADEZHDA POPOVA. "LEADERS OF ORGANIZED CRIME AS AN OBJECT OF CRIMINALISTIC RESEARCH." Sociopolitical sciences 10, no. 3 (June 30, 2020): 133–37. http://dx.doi.org/10.33693/2223-0092-2020-10-3-133-137.
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The relevance of the article is due to a comprehensive study of the concept of organized crime leaders. The purpose of the article is to analyze the forensic aspects of the characteristics of this legal phenomenon as a whole, as well as to consider the problematic elements that exist in it. The realization of this goal is achieved by using the laws of dialectics, formal logic and the application of general scientific and special scientific research methods. The article uses a systematic approach to the study of the object in question. The concept of a leader is given, the basic qualities inherent in him are considered, and it is concluded that these qualities are clearly manifested, or if they are lacking, they are developed in the course of their criminal activity. It is noted that the leaders of organized crime, both general criminal and economic, have a different set of these qualities. The features inherent in the leaders of these areas of organized criminal activity are highlighted. The problems of a criminal-legal nature that have a negative impact on bringing them to criminal responsibility are investigated, and proposals are made to eliminate the problems identified.
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Balmasov, A. A., and V. V. Sveshnikov. "Socio-psychological aspects of managerial work in health care." Kazan medical journal 66, no. 6 (December 15, 1985): 463. http://dx.doi.org/10.17816/kazmj62256.
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The authors set themselves the task of providing the heads of health care authorities and institutions with information about social psychology, revealing the most important qualities of a leader, as well as relationships in the "leader-team" system, highlighting the issues of leadership style in the latter.
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Dashkina, Alexandra. "Leadership in Professional Vocabulary Acquisition at ESL classes in Small Groups of Students Majoring in Management." Bulletin of Kemerovo State University. Series: Humanities and Social Sciences 2021, no. 2 (July 13, 2021): 114–24. http://dx.doi.org/10.21603/2542-1840-2021-5-2-114-124.
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The present research featured how learning a foreign language in small groups under the guidance of a student with leadership qualities improves professional vocabulary. Such ESL classes proved useful for students majoring in management. Their work was organized in such a way that students' roles were close to their personal characteristics, i.e. action-, people-, and thinking-oriented. A diagnostic test revealed the students' level of proficiency in English. A psychological training made it possible to identify potential leaders. The students in the experimental group were divided into small subgroups and had to master professional vocabulary under the guidance of the leader. In the control group, the subgroups consisted of either leaders or subordinates. Vocabulary acquisition in the experimental subgroups appeared to be 25 % higher than in the control subgroups. Therefore, teamwork under the guidance of a leader proved quite effective.
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Ford, Jackie, Nancy Helen Harding, Sarah Gilmore, and Sue Richardson. "Becoming the Leader: Leadership as Material Presence." Organization Studies 38, no. 11 (January 28, 2017): 1553–71. http://dx.doi.org/10.1177/0170840616677633.
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This paper seeks to understand leaders as material presences. Leadership theory has traditionally explored leaders as sites of disembodied traits, characteristics and abilities. Our qualitative, mixed method study suggests that managers charged with the tasks of leadership operate within a very different understanding. Their endogenous or lay theory understands leadership as physical, corporeal and visible, and as something made manifest through leaders’ material presence. This theory-in-practice holds that leadership qualities are signified by the leader’s physical appearance: the good leader must look the part. Actors consequently work on their own appearance to present an image of themselves as leader. They thus offer a fundamental challenge to dominant exogenous, or academic, theories of leadership. To understand the unspoken assumptions that underpin the lay theory of leadership as material presence, we interrogate it using the new materialist theory of Karen Barad and the object relations theory of Christopher Bollas. This illuminates the lay theory’s complexities and sophisticated insights. In academic terms it offers a theory of how sentient and non-sentient actors intra-act and performatively constitute leadership through complex entanglements that enact and circulate organizational and leadership norms. The paper’s contribution is thus a theory of leadership micro-dynamics in which the leader is materialized through practices of working on a corporeal self for presentation to both self and others.
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Wakwe Lawrence, Anthony, and Damiete Onyema Lawrence. "Effects of Emotions, Memory and Thought on Decision Outcomes and Judgments of Organizational and Business Leaders." International Journal of Business and Management 15, no. 4 (March 9, 2020): 43. http://dx.doi.org/10.5539/ijbm.v15n4p43.
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The qualities of the mind individually and collectively contribute in determining our personalities. This paper has tried to theoretically divide people into 6 different abstract personality tendencies: 1. Knowledgeable (people with dominant memory quality), 2. Reasonable (people with dominant thought quality), 3. Clever (people with both dominant memory and thought qualities), 4. Sentimental (people with dominant emotional quality especially of negative types, 5. Wise (people who have both domiant qualities of memory and thought and who have mastered how to control and direct their emotions without allowing their ‘hearts to rule their heads’) and 6. Stupid (those who have all the qualities: memory, thought and emotions, poorly developed). The paper demonstrates how these qualities affect organizational and business efectiveness and how they could be improved. Understanding our strenghts and weaknesses and continual improvement of the mind’s qualities by undergoing relevant and appropriate training, ensuring that we acquire the appropriate technologies to enhance our managerial skills, acquiring on the job experiential skills, including broadening of our perspective in human relations, effective communication and conflict management skills are key to becoming a good leader. This concept and their applications can be used to improve all human relations especially by leaders in every organization (business, government, Church setting, non-governmental etc.).
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Tavoras, Vilius, and Gailė Kvedaravičiūtė. "Expression of Leadership in Practical Activities of Leader of Artistic Collective." Pedagogika 115, no. 3 (September 10, 2014): 221–45. http://dx.doi.org/10.15823/p.2014.039.
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Following the experience of Lithuanian and foreign educational researchers, this article analyses the expression of leadership in practical activities of the leader of artistic collective. The role and purpose of leadership in practical activities of the leader of artistic collective are also revealed, peculiarities of expression of leadership skills are identified and the most important strategies for development of expression of leadership skills are highlighted.
The problem of the research: how practical activities may influence spread of leadership of artistic collective’s leader and what kind of influence this may be.
The object of the research: leadership of artistic collective’s leader and its expression in practical activities.
The aim of the research: to reveal peculiarities of expression of leadership of artistic collective leader in practical activities.
The methods of research: analysis of scientific literature, description (model) of expression of leader’s skills, questionnaire survey, calculation of absolute and percentage values.
Conclusions:
Following the analysis of scientific literature, the leadership in this article is defined as an influence process, which is manifested in practical activities through communication and collaboration, initiative, reflectivity and personal qualities. The developed and scientifically substantiated model of expression of leadership of artistic collective’s leader consists of the following components: communication and collaboration, which is expressed through ability to work in a team; expeditious informing about the conducted activity, its situation and changes; efficient conflict resolution; initiative, which is manifested in formulation and presentation of vision and goals; organisation of activities; consistency of activities; reflectivity, which is expressed through professional development; reaction to feedback and self-assessment; personal qualities, which are realised through charisma, inspiration and determination.
1. Leadership of artistic collective’s leader are strongest revealed in practical activities through communication and collaboration (52.4 % of the leaders are able to understand importance of collaboration of collective members and 72.4 % of them understand peculiarities of socialpsychological maturity of the collective) and initiative (almost every second leader (48.2 %) is able to set high and ambitious goals to oneself and members of the collective and the majority of them (71.2 %) are frequently successful in searching for new kinds of activities and implementing them).
Least frequently leadership of artistic collective’s leaders is expressed through reflectivity. Occasionally only almost half of the leaders in the research (48.6 %) succeed in analysing achievements and progress of the collectives and 45.7 % of the leaders are able to analyse causes of behavior and to react efficiently. More than third of the respondents (39.5 %) only sometimes manage to apply the principle of experiential learning: to discuss its effect on members of the collective.
The revealed peculiarities of leadership skills enabled to establish the key strategies for development of expression of leadership of artistic collective’s leader: 1) deeper reflection of activities, 2) development of collaboration, 3) self-development of personal features, 4) encouragement of initiative at all the levels of activities.