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Academic literature on the topic 'Leaders'

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Published: 4 June 2021
Last updated: 1 August 2024

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Journal articles on the topic "Leaders"

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Xu, Liguo, Dalong Pang, Jing Ge, and Youmin Xi. "Understanding the categories of leader traits in socialization: the case of Haier group’s CEO in China." Nankai Business Review International 8, no. 3 (August 7, 2017): 344–66. http://dx.doi.org/10.1108/nbri-11-2016-0039.

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Purpose The purpose of this study is to explore the categories of leader traits, their generation and their relationships in leaders’ socialization. Design/methodology/approach The authors take the case study method, which is the most suitable method to answer research questions on why and how to fulfill the study purpose on the basis of the case of Ruimin Zhang. Findings Leader traits are classified into four categories with respect to socialization, namely, root trait, driving trait, thinking trait and affair trait. The root trait and the driving trait form from the leader’s insight with the impact of key events, mutually promote and consolidate each other, and together derive the thinking trait and the affair trait on the basis of critical events, culture, family, education, etc. The thinking trait is the premise of the affair trait to be expressed in leadership behavior. The root trait and the driving trait together determine a leader’s growth direction and efficiency and can distinguish leaders from non-leaders. The thinking trait and the affair trait together determine the pattern and effectiveness of leadership behavior and can distinguish effective leadership from ineffective leadership. Research limitations/implications This study transcends prior integral leader trait research by categorizing leader traits from the socialization perspective, makes a clear delineation on the interrelationships among categories of leader traits, analyzes their holistic functions on the leaders, reveals the formation and relationship mechanism of leader traits and identifies the types of leader traits that can work as the standards for distinguishing effective leaders from ineffective leaders or non-leaders. Originality/value This study promotes the development of the leader trait theory in the classification, formations, relationships and overall effect of leader traits.
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Mao, Jih-Yu, Jack Ting-Ju Chiang, Ye Zhang, and Ming Gao. "Humor as a Relationship Lubricant: The Implications of Leader Humor on Transformational Leadership Perceptions and Team Performance." Journal of Leadership & Organizational Studies 24, no. 4 (May 4, 2017): 494–506. http://dx.doi.org/10.1177/1548051817707518.

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In this article, drawing on leader categorization theory, we examined the influencing processes of team leaders’ humor on their teams’ performance. Using a time-lagged study, including 244 leaders and 815 followers in a manufacturing firm in Northern China, we found that leaders’ humor is positively related to subordinates’ perceptions of transformational leadership, which in turn, has a positive effect on the team’s performance. In addition, we found that the relationship conflict between a team leader and his or her team members moderates the positive, indirect effect of leader humor on team performance through subordinates’ transformational leadership perceptions. When the relationship conflict between the leader and his or her team members is high, leader’s humor becomes more relevant to subordinates’ perceptions of leader’s transformational leadership, and therefore exerts a stronger positive influence on team performance. The model developed in this study furthered the current understandings on leader humor and its usefulness in practical settings.
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Gruda, Dritjon, Adegboyega Ojo, and Alexandros Psychogios. "Don’t you tweet me badly: Anxiety contagion between leaders and followers in computer-mediated communication during COVID-19." PLOS ONE 17, no. 3 (March 4, 2022): e0264444. http://dx.doi.org/10.1371/journal.pone.0264444.

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Do organizational leaders’ tweets influence their employees’ anxiety? And if so, have employees become more susceptible to their leader’s social media communications during the COVID-19 pandemic? Based on emotional contagion and using machine learning algorithms to track anxiety and personality traits of 197 leaders and 958 followers across 79 organizations over 316 days, we find that during the pandemic leaders’ tweets do influence follower state anxiety. In addition, followers of trait anxious leaders seem somewhat protected by sudden spikes in leader state anxiety, while followers of less trait anxious leaders are most affected by increased leader state anxiety. Multi-day lagged regressions showcase that this effect is stronger post-onset of the COVID-19 pandemic compared to the pre-pandemic crisis context.
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Frugé, Kimberly R. "Repressive agent defections: How power, costs, and uncertainty influence military behavior and state repression." Conflict Management and Peace Science 36, no. 6 (October 19, 2019): 591–607. http://dx.doi.org/10.1177/0738894219881433.

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Leaders are incentivized to repress in the face of mobilized dissent. However, leaders are unable to repress alone and rely on repressive agents, who can shirk the order and weaken the leader’s control. I use a formal model to analyze when the leader can use repression strategically to avoid defection, based on leader type. Each type has incentives to repress to distort the leader’s risk of removal and thus deter defection. Power, cost, and uncertainty are important in both the leader’s and the agent’s decision to repress. Testable hypotheses reveal how executive power and punishment influence the level of repression.
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Cooper, David J., John R. Hamman, and Roberto A. Weber. "Fool Me Once: An Experiment on Credibility and Leadership." Economic Journal 130, no. 631 (May 8, 2020): 2105–33. http://dx.doi.org/10.1093/ej/ueaa059.

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Abstract We investigate ‘social credibility’, a leader’s ability to convince followers that conditions are favourable and that others will follow the leader's advice. To do so, we study an experimental joint venture with three key properties: returns are uncertain, investments are complements, and investment is often more beneficial for the leader than the followers. The leader has private information about investment returns and can facilitate coordination through cheap-talk recommendations. We find that leaders manage social credibility by forgoing potentially profitable advice to invest, increasing the likelihood that subsequent recommendations are followed. We identify factors that affect the persistence of social credibility.
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Kiladze, Natia. "Leadership Style in Managing the Organization." Works of Georgian Technical University, no. 2(532) (June 10, 2024): 94–100. http://dx.doi.org/10.36073/1512-0996-2024-2-94-100.

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The leader has an important role in managing the organization. Since a strong leader forms the cornerstone of a cohesive and effective team, it is critical to analyze the leader's role in the organization's performance. It is a good leader’s job to determine the right strategy and to take successful steps together with the team. The progress of the organization is very often related to the role of the leader, his management style, however, it is clear that behind the one there is always a team that flashes out the visions of the leader and reflects all this in the achieved results. It is fascinating to examine leadership styles based on a survey of commercial and public sector organizations because leaders with their individual management styles are mostly responsible for creating organizational culture and a desirable work environment. The research helped to identify leadership styles the participants belong to. The topic is relevant because it is interesting to research what kind of leadership styles exist in Georgian organizations. Organizations often have several departments and several team leaders. This requires leaders to consider different management styles. Therefore, knowing more about organizational leadership can improve the performance of the organization. Leadership management styles can be very different, but they always have a significant impact on the culture of the organization. Understanding the different leadership styles and understanding when to use which style is a prerequisite for improving the company's culture.
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Jawahar, I. M., Thomas H. Stone, and Don Kluemper. "When and why leaders trust followers." Career Development International 24, no. 7 (November 11, 2019): 702–16. http://dx.doi.org/10.1108/cdi-03-2019-0078.

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Purpose Followers’ perceptions of leader trustworthiness affect their trust in the leader (Colquitt et al., 2007). However, because positive benefits of trust generally accrue when trust is reciprocated, examining when and why followers’ perceptions of leader trustworthiness elicit leader’s trust in followers may provide heuristic and practical value. Therefore, the purpose of this paper is to examine if followers’ perceptions of leader trustworthiness elicit leaders’ trust in followers, casting follower’s perceptions of leader–member exchange (LMX) quality as a mediator and their perceptions of empowerment as moderating this mediated relationship. Design/methodology/approach Followers’ perception of leader trustworthiness was measured at Time 1, followers’ perceptions of empowerment and LMX were measured at Time 2 and leaders’ trust in followers was measured in Time 3. The authors tested the research model with data collected from 347 leader–follower dyads using the three time-lagged surveys as noted above. Findings Followers’ perceptions of leader trustworthiness and perceptions of empowerment interacted to influence followers’ perceptions of LMX quality, which in turn influenced leaders’ trust in followers. Thus, LMX mediated the trustworthiness–trust relationship and this mediated relationship became stronger at increasing levels of empowerment. Practical implications Being trusted by leaders is beneficial to followers. Training managers in behaviors that elicit employees’ perceptions of manager trustworthiness has the potential to accrue benefits to employees, managers and the organization. Originality/value This study is the first to demonstrate that followers’ perception of leader trustworthiness resulted in leaders trusting followers. In addition, the results support a mediating role for LMX and a moderating role for empowerment in the development of leader trust in the follower. Understanding when and why leaders trust followers offers important insights about development of trust between followers and leaders. The authors discuss implications for theory and practice.
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Licht, Amanda A. "Introducing Regular Turnover Details, 1960–2015: A dataset on world leaders’ legal removal from office." Journal of Peace Research 59, no. 2 (November 17, 2021): 277–85. http://dx.doi.org/10.1177/00223433211045854.

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The premier data on leader survival focus on the violent, dramatic means by which leaders ‘exit’ office. This information, vital for many research questions, constitutes a valuable public good for the community. Yet, it provides an incomplete picture of the political rise and fall of world leaders. The burgeoning study of leaders using survival analysis requires a fine-grained understanding of not just when, but why and how leaders lose power. We cannot, for example, conclude that a leader’s exit implies a successful application of international pressure if her removal stems from pre-set constitutional laws and the immediate successor has long been considered the heir apparent. The Regular Turnover Details dataset remedies this problem. Two principal variables report information about the manner of each leader’s exit and the relationship between outgoing and incoming leaders, allowing analysts to arbitrate between exits that suggest political failure and those that don’t, identify non-political leaders (such as interim and technocratic executives), and determine whether leaders constitute heirs to power or challengers thereto.
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Goel, Abhishek, and Neharika Vohra. "Superstar Leaders." Asian Case Research Journal 12, no. 02 (December 2008): 161–86. http://dx.doi.org/10.1142/s0218927508001096.

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A common issue in organizations is handling larger than life leaders. These leaders often have "superstar" status in their field and the organization usually gets overwhelmed with their presence. Sometimes, narcissism in them can potentially hurt the organization in the long run. This case highlights a brilliant and charismatic leader in a healthcare institution who unknowingly becomes a bottleneck in the growth of its people and the organization. The case presents qualitative and quantitative data of the leader's and his subordinates' perception of the prevailing culture and leadership practices. Issues on leadership, organizational culture, and people management presented in this case are relevant across industries and organizations.
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MacMillan, Karen, Charlice Hurst, Ken Kelley, Jane Howell, and Youngsuhk Jung. "Who says there’s a problem? Preferences on the sending and receiving of prohibitive voice." Human Relations 73, no. 8 (June 10, 2019): 1049–76. http://dx.doi.org/10.1177/0018726719850282.

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Which employees are likely to warn leaders about threats to the workplace? When employees do speak up, will these messages gain the leader’s interest? In this article, we rely on theories of power to predict how employee characteristics (work prevention regulatory focus, closeness to the leader (leader-member exchange) and rank) influence whether employees send messages about threats (prohibitive voice). We also explore whether employee characteristics (closeness to the leader and rank) affect leaders’ attention to threat messages. In a two-wave field study with 55 leaders and 214 employees, we found that leaders were more likely to show interest in messages about threats from employees who they were not close to, but who had high rank. However, only employees with a strong work prevention regulatory focus and/or those of higher rank were likely to prioritize the sending of such messages. Although we also expected that employees who had a good relationship with the leader would send more information about threats, we found they were less likely to do so. This research suggests that there may be “opaque zones” in organizations, places where employees are unlikely to warn leaders about threats and where leaders will not pay attention even if they do.
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Dissertations / Theses on the topic "Leaders"

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Shah, Yashna Jitendra. "Perceptions of Leaders: The Role of Leader Prototypes and Intervention to Improve Judgments of Female Leaders." Diss., Virginia Tech, 2017. http://hdl.handle.net/10919/86616.

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Leader prototypes are our expectations for attributes a leader should possess, and these prototypes guide our perceptions and judgments of others with regard to leadership. This dissertation uses a connectionist perspective of leadership to investigate differences in perceptions and judgments of male and female leaders, and provides the first empirical test of Hogue and Lord's (2007) model for gender bias in leadership. In Study 1, leader prototypes are investigated as the mediating process through which perceptions of male and female leaders differ. Furthermore, leader and perceiver gender as investigated as contextual and person factors which impact the accessibility of leader prototypes, thus consequently impacting perceptions and judgments of leaders. The use of leader prototypes in remembering a leader's past behaviors reflects the use of a semantic memory system, where the leader behaviors recalled are influenced by our expectations of the leader, rather than whether the leader actually demonstrated those behaviors. Thus, masculine leadership behaviors demonstrated by a female leader may be discounted, and the leader behaviors recalled may be influenced by gender roles. Study 2 investigates an episodic memory intervention to increase the memory accuracy of leader behaviors as a means to reduce biases in judgments of female leaders. Overall, Study 1 results suggest that activation of agentic attributes; specifically tyranny and masculinity are impacted by leader gender, such that the accessibility of those attributes was higher for male leaders. Contrary to predictions, female leaders did not result in greater accessibility of communal attributes in the leader prototype. No impact of perceiver gender was seen on this mediation process. Subsequently, accessibility of these attributes impacts participants' perceptions and judgments of leadership. Study 2 results indicate behavior recognition accuracy of communal behaviors drives participants' negative perceptions and judgments of the female leader. Limitations and directions for future research are discussed.
Ph. D.
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Skeat, Lizbeth Cara. "Cognitive Development in Student Leaders and Non-leaders." Thesis, Virginia Tech, 2000. http://hdl.handle.net/10919/32555.

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This study examined cognitive development in student leaders and non-leaders. Participants included 60 students (30 student leaders and 30 non-leaders). Each group contained equal numbers of males and females. The Measure of Epistemological Reflection (MER) (Baxter Magolda & Porterfield, 1985) was administered to participants to measure certain indicators of cognitive development. Cognitive development refers to the increase in cognitive complexity that may occur in students during their college years and includes students' ways of making meaning from what they learn. Students' ways of making meaning refers to changes in students' attitudes towards the nature of knowledge and truth. This development can be measured by examining how students learn, make decisions, relate to their teachers and peers, and perceive knowledge. Analysis of these data revealed that leaders had significantly higher scores than did non-leaders. No gender differences were found, however, and no differences were found when female leaders were compared to female non-leaders or male leaders were compared to male non-leaders. This research has implications for several groups. First, this study might be useful to student affairs professionals who work with clubs and organizations. The results provided staff with baseline data about leaders' and non-leaders' cognitive reasoning skills. Such information may enable staff to develop purposeful interventions to promote growth in cognitive reasoning skills among student leaders. The results of this study may also be useful for other student affairs professionals who try to enhance their students' cognitive development levels. For example, residential life professionals may find the results of this study interesting. The results provided them with information about cognitive development in student leaders and non-leaders, which they may then compare with their own students' levels of cognitive development. Current students may also be interested in the cognitive reasoning levels of student leaders and non-leaders. They may use these findings to understand their own cognitive development and formulate goals for this development.
Master of Arts
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Bruch, Heike. "Leaders' action /." St. Gallen, 2001. http://aleph.unisg.ch/hsgscan/hm00132093.pdf.

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Godoy, José Daniel Gil. "Leader succession: the impact of leaders’ background characteristics on organizations’ performance." Master's thesis, NSBE - UNL, 2010. http://hdl.handle.net/10362/10294.

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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
The present study aims to reconcile contradictory results of previous studies regarding the impact of the new leader’s origin and levels of general and functional experience on the firm’s performance after the leader succession event. We analyze 52 succession events drawn from longitudinal public records of professional Portuguese football clubs from seasons 2004-2005 to 2008-2009. Results suggest that outsider leaders have a positive effect on post succession performance in the short term, and that leader’s general experience has neither short-term nor long-term positive effect and finally leaders’ functional experience has positive effect in the long term but not in the short term.
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Sampson, Susan Jane. "Influence tactics and leader effectiveness : how effective, contemporary leaders influence subordinates." Thesis, Queensland University of Technology, 2012. https://eprints.qut.edu.au/52770/1/Susan_Sampson_Thesis.pdf.

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Defining the difference between successful and mediocre leaders is a quest that has attracted many renowned scholars, drawing vast amounts of research effort. Yet while there are excellent theoretical explanations of what leaders should do: exhibit transformational behaviours, demonstrate authenticity, build productive relationships with followers and so on; there is still a scarcity of empirically-based research advising practicing leaders how to do these things. This study seeks to provide guidance about the fine-grained processes that effective leaders use on a daily basis to undertake the core process of all leadership activity; influencing followers. Using a grounded research approach, this study employs qualitative methods to capture the detail of effective leader behaviour and the micro-level influence processes that leaders use to create effective follower outcomes. Conducted in the health services industry with medical and allied health leaders, the study sought to answer the question: What influence methods might effective, contemporary leaders be using? The study builds on existing influence research, seeking to extend and update the typology of 11 influence tactics originally developed by Yukl and others, and which has been static since the late 1990s. Eight new influence tactics were identified, offering practicing leaders a powerful suite of potential strategies and representing a significant contribution to the field. Further research is recommended to confirm the identified influence constructs and test the generalisability of these findings to broader leader populations in health organisations and other knowledge-based organisations.
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Spratt, Jason Thomas. "The Leader Factor: Patterns of Alcohol Use, Negative Consequences, and Alcohol-Related Beliefs for Leaders and Non-leaders of Student Organizations." Thesis, Virginia Tech, 2000. http://hdl.handle.net/10919/32557.

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The purpose of this study was to explore the relationship between student leadership and alcohol use. Previous literature had examined alcohol use of leaders and non-leaders in high-use organizations â Greeks and athletes. This study extends that literature by focusing on leaders and non-leaders in low-use organizations, and by examining students with multiple leadership roles. The research used existing data from the Core Alcohol and Drug Survey. A random sample of 2,000 respondents was obtained from the Core Institute at Southern Illinois University â Carbondale. Respondents were leaders and non-leader members of minority and ethnic organizations and religious and interfaith groups. From this total sample, 624 students were active in minority organizations only, 865 were involved in religious groups only, and 511 were active in both. Dependent variables were drawn from four questions on the Core Survey concerning average number of drinks per week, consumption of five or more drinks at one sitting, negative consequences of alcohol use, and alcohol-related beliefs. No statistically significant differences were found in the alcohol use of leader and non-leaders who were active only in minority groups. Significant differences were found however, between leaders and non-leaders who were active only in religious groups. For these groups, leaders consumed alcohol, engaged in high-risk drinking, experienced negative consequences, and ascribed to alcohol-related myths at a lower rate than those not in leadership positions. Student in dual leadership positions across the whole sample reported significantly higher alcohol use than student involved in one leadership position. Students with leadership roles in both minority and religious organizations drank approximately three times as much (9.75 per week) as those who are leaders in only one type of organization (2.75 per week). The results of this study, understood in the context of the existing literature on alcohol and leadership in high-use organizations, suggest that a Leader Factor may exist: Leaders of student organizations tend to drink at least as much as non-leaders, and those with multiple leadership roles have the highest rate of involvement with alcohol. The single exception to this rule is leaders who are active in religious groups only.
Master of Arts
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Cundiff, Nicole L. "FOLLOWERS' REACTIONS TO FEMALE LEADERS: LEADER'S ORIENTATIONS, PROTOTYPICAL CATEGORIZATIONS, AND ORGANIZATIONAL CULTURE." OpenSIUC, 2010. https://opensiuc.lib.siu.edu/dissertations/128.

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Followers' perceptions of female leaders tend to be different from male leaders. For instance, the prototypes that correspond to female leaders tend to be more communal and transformational, whereas male leaders are associated with agentic and dominant leadership prototypes. Female leaders can be perceived with bias due to conflicts between the communal role expected of women and the agentic role traditionally expected of leaders. Additionally, collectivist or individualist nature of leaders' orientation, as well as organizational culture has the possibility of affecting followers' perceptions. Leader's orientations reflect either a collectivistic or individualistic personal style. Collective orientations indicate that the leader is group or team oriented, whereas an individual orientation signifies higher identification with the self and enhancing competition. Organizational cultures also theoretically have collectivistic or individualistic components. Leaders whose personal orientation (collectivist or individualist) matches the organizational culture (collectivistic or individualistic) are expected to be categorized as a leader more so than leaders whose personal orientation does not match the organizational culture. Female leaders, however, may be at a disadvantage in organizational cultures or with orientations that are incongruent with their gender roles. To examine these issues, scenarios were used in order to manipulate organizational culture and leader's orientations, and pictures were employed for leader gender manipulations. An online survey was distributed to a variety of business-related list serves, and 388 employees from U.S. based companies participated. Participants assessed the target leaders on perceptions of leader prototypicality, likability, and perceptions of mutual commitment and support. Results show that female leaders are perceived to be more transformational and less dominant than male leaders. Further, no differences between leaders were found on all dimensions of prototypicality and liking when examining the interaction between organizational culture, leader's orientation, and gender. There were main effects of leader's orientations on perceptions of mutual commitment and support with individualist leaders perceived as having lower perceptions of mutual commitment and support than collectivist leaders. Additionally, the three-way Leader Gender by Leader Orientation by Organizational Culture interaction on leader-member exchange showed that female leaders were penalized when they were embedded within individualistic organizational cultures or portrayed individual orientations. These penalties seem to be additive with female leaders depicting individual orientations within individualistic organizational cultures being rated even lower on perceptions of mutual commitment and support. This relationship was not found for male leaders; however male leaders were penalized for depicting individual orientations in collectivistic organizational cultures. An advantage was found for female leaders who depict collective orientations in collectivistic organizational cultures. These leaders were rated higher than male leaders in perceptions of mutual commitment and support, perhaps due to the congruence of the female gender role with the highly valued transformational leadership style. The implications of this study are that organizations should focus their culture on being more collectivistic, which could enhance perceptions of female leaders by their followers.
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Myrkrans, Nathalie. "Female Leaders : How networks influence women aspiring to become leaders." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-12510.

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According to Ibeh et al (2008) organizations with women in top management positions tend to excel financially, but if we look at recent statistics women are strongly underrepresented in those positions. In Sweden, 5 of the 291 stock market companies have a female CEO (www.skane.se, 2011). I started to wonder how this could still be a problem, when we are an equal society in many other ways. I found in my first search for literature that female networks were not as researched about as male networks which made this area both difficult to find other research in but even more important to conduct. My hopes are that this thesis will bring more interest into this field of research and have a positive impact on the development of more female leaders. What I try to find the answer to in this thesis is how female networks influence women aspiring to become leaders and how these networks could work more as supportive networks. I conducted my research by having 5 interviews with female leaders that has been successful. We had long discussions about what made them successful and how their female networks works. I have also used a great deal of literature, both literature that has done similar interviews in order to support my arguments but also literature in the subject Networks. I used an actor’s view, which means that I tried to understand what these women have experienced and tried to give them a fair picture. I found that there is a big difference between informal and professional networks and that woman were more likely to grade informal networks higher. Informal networks could be very unsupportive to women’s careers. In these informal networks I found that women tended to push each other to become "good girls" and do everything perfectly which could be conceived as very stressful and become an obstacle when women tries to excel in their career. In order to dismantle yourself from the wishes of the group that you need to be perfect I found that a high self esteem was something crucial that all of my interviewed women seemed to have. In order to "fight" the female laws that women are learned that they should follow you need to believe in yourself. The implications I found that can be done in this area is that women need to grade professional networks higher, we need to bring our profession into our informal networks and we also need to be supportive inside our informal networks in order to change this statistics. Since people are very dependent on having good relationships with other people, we are likely to listen to each others criticism. This change is not done in one day, and therefore we also need more research within this area.
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Babb, Katie A. "Cultural Competency of District Leaders: The Influence on Campus Leaders." Thesis, University of North Texas, 2020. https://digital.library.unt.edu/ark:/67531/metadc1707256/.

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The purpose of this qualitative study was to determine the cultural competence of district leaders and their potential resulting influence on campus leaders in the face of a rapidly changing educational and community landscape. A secondary purpose was to ascertain district and school leaders' placement on the cultural proficiency continuum to gain a greater understanding of (a) the potential effect, if any, that district leaders' level of cultural competency had on the cultural competency of campus leaders, and (b) how the cultural competency level of both district and campus leaders influenced district policies, practices, and school climate. The analysis and interpretation of findings of this research study were based on a conceptual framework, informed by the six constructs of the cultural proficiency continuum as developed by R. Lindsey, Nuri-Robins, D. Lindsey and Terrell. Four district office leaders and three campus principals, from the same district, were selected as participants. The campus principals represented elementary, middle, and high schools. Data were gathered from semi-structured face-to-face interviews with each participant, three meeting observations, and document analysis. Findings revealed evidence of a strong relationship between district leaders' cultural competence, campus principals' cultural competence, and district policies and procedures. There was also a direct relationship between the district leaders' cultural competence levels and their direct reports' level of cultural competence. This study can afford school districts an opportunity to recognize the value and implications of culturally proficient leaders, as they serve all students.
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Scheusner, Heidi. "Emotional Intelligence Among Leaders and Non-Leaders in Campus Organizations." Thesis, Virginia Tech, 2002. http://hdl.handle.net/10919/32134.

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The present study examined emotional intelligence (EQ) levels among student leaders and members of three types of student organizations: governing, service, and special interest. Emotional intelligence refers to one's ability to recognize emotions in oneself and others and the ability to exhibit appropriate responses to environmental stimuli. Participants included 79 students (half of those were organization leaders and the other half were organization members). An equal number of leaders and members from the three types of organizations were selected. The EQ-i or BarOn Emotional Quotient Inventory (Bar-On, 1997) was administered to measure participants' levels of EQ. In general, this study compared EQ scores within and between groups of participants. In addition, the interaction between leadership status and type of organization was studied. Analysis of these data revealed that college student leaders demonstrate a higher level of EQ than student members in campus organizations. There were also significant differences between types of organizations on EQ scores. No significance was found on EQ between leadership status and type of organization, however. This research had implications for several groups. First, student activities staff may use the results of this study to design training activities to enhance particular components of EQ. The data might be used to identify skills where training might enhance leader competency within campus organizations. Results of this study may also be used by student activities staff to market extracurricular and leadership opportunities. The study provided them with data about differences in scores by type of position and type of organization. Furthermore, the results of this study might be used by students in determining what types of organizations to join and what types of roles to assume. Future employers might also be interested in the results of this study. Differing levels of involvement may make a difference in potential employees' abilities as defined by the EQ-i scales. Such information may help future employers better assess EQ associated with certain positions or organizations.
Master of Arts
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Books on the topic "Leaders"

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Corporate Executive Board. Learning and Development Roundtable. LEADERS WHO DEVELOP LEADERS: Strategies for Effective Senior Leader-Led Development. Washington, D.C: Corporate Executive Board, 2006.

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Raum, Elizabeth. Leaders. Chicago, Ill: Raintree, 2007.

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M, Nixon Richard. Leaders. New York: Simon & Schuster, 1990.

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1969-, Haugen David M., ed. Leaders. San Diego: Blackbirch Press, 2004.

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Judith, Evans-Lowndes, and Christian Education Movement, eds. Leaders. Derby: Christian Education Movement, 1990.

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Salter, Margaret S. Combat leaders' guide (CLG): Leader handbook, 2003. Alexandria, Va: U.S. Army Research Institute for the Behavioral and Social Sciences, 2003.

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United States. Army Training and Doctrine Command. Training Technology Agency and U.S. Army Research Institute for the Behavioral and Social Sciences. Fort Benning Field Unit, eds. Combat leaders' guide: Platoon leaders, platoon sergeants, and squad leaders. [Fort Monroe, Va.?]: TRADOC Training Technology Agency, 1991.

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Blanchard, Kenneth H. Great leaders grow: Becoming a leader for life. San Francisco: Berrett-Koehler Publishers, 2012.

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Shenkman, Michael H. Leader mentoring: Find, inspire, and cultivate great leaders. Franklin Lakes, NJ: Career Press, 2008.

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House, New Federation, ed. Native leaders of Canada. Ottawa: New Federation House, 2008.

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Book chapters on the topic "Leaders"

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Zohar, Danah. "A Leader of Leaders." In Zero Distance, 127–35. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-7849-3_12.

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Miller, Patricia. "Addie Kinsinger: Leader Among Leaders." In Educational Media and Technology Yearbook, 311–14. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-0-387-09675-9_22.

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Salomon, David. "Leaders." In The Advanced TEXbook, 229–35. New York, NY: Springer New York, 1995. http://dx.doi.org/10.1007/978-1-4612-4256-7_11.

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Masters, Adam B. "Leaders." In Cultural Influences on Public-Private Partnerships in Global Governance, 131–55. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-96782-0_5.

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Sivnarain, Ranesh. "Ethical Leaders." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1807–11. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_3399.

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Stewart, Rosemary. "Clinical leaders." In Leading in the NHS, 128–61. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24309-9_11.

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Wolf, Erin, and Elizabeth M. Boyd. "Women Leaders." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 6164–70. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2398.

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Brindley, Samantha, and Melissa McDonald. "Coalition Leaders." In Encyclopedia of Evolutionary Psychological Science, 1–4. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-16999-6_969-1.

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Lorente, Laura, and Marisa Salanova. "Transformative Leaders." In Encyclopedia of Quality of Life and Well-Being Research, 6716–19. Dordrecht: Springer Netherlands, 2014. http://dx.doi.org/10.1007/978-94-007-0753-5_3046.

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Wolf, Erin, and Elizabeth M. Boyd. "Women Leaders." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–6. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2398-1.

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Conference papers on the topic "Leaders"

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Creighton, Oliver, and Matthias Singer. "Who leads our future leaders?" In the first international workshop. New York, New York, USA: ACM Press, 2008. http://dx.doi.org/10.1145/1373307.1373315.

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Harker, T. "Distilling tomorrow's leaders [growing future leaders]." In IET 2nd International Technology and Innovation Conference. IEE, 2006. http://dx.doi.org/10.1049/ic:20060223.

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Mohamed, A. "Developing Future Leaders." In Abu Dhabi International Petroleum Exhibition and Conference. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/177888-ms.

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Boronat-Navarro, Montserrat, and Alexandra García-Joerger. "Leaders’ ambidexterity traits." In INNODOCT 2019. Valencia: Universitat Politècnica de València, 2019. http://dx.doi.org/10.4995/inn2019.2019.10118.

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The ability of companies to develop simultaneously innovations that exploit their current knowledge, while exploring new opportunities that go beyond their present knowledge is recognized as organizational ambidexterity and essential in the achievement of sustained performance above the average of the industry. The concept of ambidexterity, includes exploration and exploitation. Exploration requires search, discovery, experimentation, risk-taking and innovation, while exploitation consists of behavioral patterns characterized by refinement, implementation, efficiency, production and selection. Top managers are crucial to balance trade-offs among these competing objectives regarding exploration and exploitation and to reduce the organization’s tendency to focus only in one of them. Top managers act as a leaders in the process of exploiting existing competencies while also exploring new opportunities. In this study we are going to review the literature to extract the characteristics of ambidextrous leaders capable to cope with these tensions, in order to achieve organizational innovations.
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Денисов, В. В. "ON LEADERS' PSYCHOTHERAPY." In Антология российской психотерапии и психологии. Crossref, 2021. http://dx.doi.org/10.54775/ppl.2021.27.26.031.

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Существует ряд проблем, связанных с психотерапией лидеров как здоровых людей: в традиционной трактовке психотерапии для лидеров не очевидна её необходимость, а проведение терапии без учёта лидерского контекста несёт риск значимых негативных последствий.
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Pearson, Laura, Edel Leydon, Nusayba Mohamedghalib, Dev Soni, and Sarbjit Clare. "16 Tomorrow’s Leaders." In FMLM Conference 2024. BMJ Publishing Group Ltd, 2024. http://dx.doi.org/10.1136/leader-2024-fmlm.16.

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Fardad, Makan, Fu Lin, and Mihailo R. Jovanovic. "Algorithms for leader selection in large dynamical networks: Noise-free leaders." In 2011 50th IEEE Conference on Decision and Control and European Control Conference (CDC-ECC 2011). IEEE, 2011. http://dx.doi.org/10.1109/cdc.2011.6161482.

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Lin, Fu, Makan Fardad, and Mihailo R. Jovanovic. "Algorithms for leader selection in large dynamical networks: Noise-corrupted leaders." In 2011 50th IEEE Conference on Decision and Control and European Control Conference (CDC-ECC 2011). IEEE, 2011. http://dx.doi.org/10.1109/cdc.2011.6161507.

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"Author index." In Leaders in Healthcare 2021. BMJ Publishing Group Ltd, 2021. http://dx.doi.org/10.1136/leader-2021-fmlm.authorindex.

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Street, Anna, Liam Loftus, Raees Lunat, and Heman Pathmanandam. "68 The leadership ladder." In Leaders in Healthcare 2021. BMJ Publishing Group Ltd, 2021. http://dx.doi.org/10.1136/leader-2021-fmlm.68.

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Reports on the topic "Leaders"

1

Salter, Margaret S. Combat Leaders' Guide Updated: The Leader Handbook. Fort Belvoir, VA: Defense Technical Information Center, February 1993. http://dx.doi.org/10.21236/ada263479.

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Salter, Margaret S., and James H. Centric. Combat Leaders' Guide (CLG): Leader Handbook 2003. Fort Belvoir, VA: Defense Technical Information Center, November 2003. http://dx.doi.org/10.21236/ada419464.

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ARMY RESEARCH INST FIELD UNIT FORT BENNING GA. Combat Leaders' Guide (CLG) Leader Handbook 2003. Fort Belvoir, VA: Defense Technical Information Center, February 2004. http://dx.doi.org/10.21236/ada420746.

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Salter, Margaret S., and Michael Martin. Combat Leaders' Guide (CLG): Leader Handbook 1997. Fort Belvoir, VA: Defense Technical Information Center, October 1997. http://dx.doi.org/10.21236/ada341343.

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Hedlund, JJennifer, Wendy M. Williams, Jospeh A. Horvath, George B. Forsythe, and Scott Snook. Tacit Knowledge for Military Leaders: Platoon Leader Questionnaire. Fort Belvoir, VA: Defense Technical Information Center, March 1999. http://dx.doi.org/10.21236/ada362347.

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Frost, Malcolm B. Evolving Army Leader Training: Adapting for GWOT Experienced Junior Leaders. Fort Belvoir, VA: Defense Technical Information Center, March 2009. http://dx.doi.org/10.21236/ada498151.

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Rose, Tessa, and Mitzi Cohn. STEP Leaders Program: Manager vs. Leader Presentation & Notes/Script. Office of Scientific and Technical Information (OSTI), March 2023. http://dx.doi.org/10.2172/1960149.

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Easterly, William, and Steven Pennings. Leader Value Added: Assessing the Growth Contribution of Individual National Leaders. Cambridge, MA: National Bureau of Economic Research, May 2020. http://dx.doi.org/10.3386/w27153.

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Chakwin, Mark B., Dieter Voelkel, and Scott Enright. Leaders as Targets. Fort Belvoir, VA: Defense Technical Information Center, September 2002. http://dx.doi.org/10.21236/ada421631.

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Brown, Gary D. Proportionality for Military Leaders. Fort Belvoir, VA: Defense Technical Information Center, April 2000. http://dx.doi.org/10.21236/ada436002.

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