Relevant bibliographies by topics / Leadership concepts

Academic literature on the topic 'Leadership concepts'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Leadership concepts"

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Harkins, William. "Leadership Concepts." NASSP Bulletin 72, no. 507 (April 1988): 117–18. http://dx.doi.org/10.1177/019263658807250730.

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Tverdola, N. "LET EVALUATE HUMAN CAPITAL AND THE EFFECTIVENESS OF INVESTMENTS INVESTED IN IT. PROACTIVE LEADERSHIP." Management of the Personnel and Intellectual Resources in Russia 11, no. 6 (February 6, 2023): 67–71. http://dx.doi.org/10.12737/2305-7807-2022-11-6-67-71.

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The purpose of this article is to form a methodology for assessing the human capital of organization and the effectiveness of investments in it based on proactive leadership and a meta-program approach. Achieving the goal is based on solving two problems: firstly, the essence of the concepts of leadership, proactive leadership, and related concepts of human capital, human asset is analyzed, and secondly, the relationship between the concepts of human capital, proactive leadership and the effectiveness of organizations. The methodological basis of the study was the concepts of modern leadership developed by D. Goldman, R. Boyatzis and E. Mackey et al., the metaprogram approach of Patrick Merlevede, Michael Hall, the ideas of Jim Collins, the investment assessment model of Andre Mayo (Andrew Mayo ) — “The Human Capital Monitor®”, the theory of spiral dynamics. Considered the essence of the proactive leadership’s concept and highlighted the quality characteristics of proactive leadership. Analyzed the approach to personnel assessment based on meta-programs and behavioral models. Proposed for discussion the author’s view on the structure of human capital and methods for assessing the effectiveness of investments in its development.
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Jurgilė, Vaida, Tetiana Ponomarenko, Lina Kaminskienė, and Vilma Žydžiūnaitė. "EXPLORING THE LITERATURE ON CONCEPTS OF TEACHER LEADERSHIP AND TEACHER-LEADER: IS THERE A DIFFERENCE?" SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 3 (May 20, 2020): 234. http://dx.doi.org/10.17770/sie2020vol3.4948.

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The purpose of the current paper is to explore the concepts of “teacher leadership” and “teacher-leader”. The current article highlights and compares the usage of the two concepts, explores the new perspectives for determination of teacher leadership within school environment. It draws from literature on teacher leadership and on-the-job leadership development to explore insights and issues on teacher leadership development, and it presents cases for theoretical determination of both concepts. The concept analysis method was implemented in order to collect the recent literature and explore the concepts of “teacher leadership” and “teacher-leader”. The novelty of the current research is the definition of peculiarities in usage of both terms. The results indicate that the concept of teacher leadership is regarded as a process and activity, while the concept of teacher-leader is mostly regarded as a component of teacher’s professional identity. The article concludes with implications for further theoretical research on teacher leadership.
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Apuzzo, Michael L. J. "Leadership, Organizational Concepts, and Content." World Neurosurgery 73, no. 3 (March 2010): 135–36. http://dx.doi.org/10.1016/j.wneu.2010.04.017.

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Niehouse, Oliver L. "Author Responds Re: Leadership Concepts." NASSP Bulletin 72, no. 508 (May 1988): 120–21. http://dx.doi.org/10.1177/019263658807250833.

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Morgan, Barbara S. "Testing Leadership and Management Concepts." Nurse Educator 25, no. 4 (July 2000): 181–85. http://dx.doi.org/10.1097/00006223-200007000-00014.

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Hidayah, Nurul, Agneis Novirieka Harahap, Ibnopita Ibnopita, Ubed Muhtarom, and Tobroni Tobroni. "Islamic Leadership Concepts and Theories." FIKROTUNA: Jurnal Pendidikan dan Manajemen Islam 16, no. 02 (January 4, 2023): 306–22. http://dx.doi.org/10.32806/jf.v16i02.5708.

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Abstract: In this life, you need a leader to lead, guide and manage life because a leader is considered someone who can do these things. Leadership is a classic topic of discussion, but it is still very interesting to study because it determines the continuity of an organization. Leadership is essentially accountability, so a leader must understand the concepts and theories of leadership itself. From this, the purpose of this article research is to understand the concepts and theories of leadership. The type of research used is library research. The data collection technique uses documentation, which is a way to obtain data and information in the form of books and journal documents that can support research. The results of this research study show that the concept of leadership in Islam is identical to the term khalifa which means representative. Besides the caliph is also called Ulil Amri, which means the highest leader in Islamic society. In Islam, a person who becomes a leader must meet six requirements, namely: having strength, trustworthiness, the conscientiousness of conscience, being professional, not taking opportunities, and placing the most suitable and appropriate person. Thus, according to Islam, the ideal leader is fair, trustworthy, fathonah, shiddiq, qona'ah, siyasah, and patient. To be a leader, of course, it is not easy; there must be concepts and theories of leadership that are understood to be able to carry out their duties and have an impact on the surrounding environment. Therefore, it is important to understand the concepts and theories of leadership in life to be able to become a responsible leader and protect its members.
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Klochko, O. A. "Mythoanalytical transformation of leadership in the modern world: sociological approach of G. Durand." Ukrainian Society 81, no. 2 (June 28, 2022): 42–50. http://dx.doi.org/10.15407/socium2022.02.042.

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The mythoanalytical transformation of leadership in the context of modern concepts is analysed. The development of Ukrainian society is undergoing constant changes that require new leaders who can ensure constructive change. In the field of public administration, special attention needs to be paid to the issue of leadership, which is related to the generation of innovations and their implementation, resource issues of self-organisation. The theoretical foundations of leadership are considered, considering the main archetypal theories. The typology of M. Weber’s leadership is revealed based on the sense of social approval and expressed trust and reveals the following leadership legitimacy: traditional, charismatic, and rational-legal. The key differences between the concepts of “leader” and “manager” are highlighted. O. Neuberger’s typology of archetypal patterns of leadership is outlined, and their timeless, structural manifestations and determinants of interactions are revealed. Possibilities of applying the basic ideas of Durand’s sociology in modern concepts of leadership through the representation of symbolic structures that create meaning, structuring the basic guidelines of experience and actions, depending on individual interpretive abilities and continuous exchange between man and culture, demonstrating powerful psychoenergetic potential. The possibility of using a sociological approach to outline the determinants of leadership activity is substantiated. This approach is based on the ideas of psychoanalysis, deep psychology, structural and political anthropology, phenomenology, and ethology. It is noted that the fundamental concept of Durand’s theory of imagination is the imaginary. Peculiarities in applying mythoanalysis to public administration in the context of transformational leadership are considered. Leadership’s cognitive and emotional assets are considered to substantiate modern leaders’ innovation and self-realisation potential. Features of the mythocritical and mythoanalytical method of G. Durand are presented.
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Wang, Yinying. "The Panorama of the Last Decade’s Theoretical Groundings of Educational Leadership Research: A Concept Co-Occurrence Network Analysis." Educational Administration Quarterly 54, no. 3 (February 28, 2018): 327–65. http://dx.doi.org/10.1177/0013161x18761342.

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Purpose: Given the essential role of theories in research, this study aims to identify the theories and concepts undergirding educational leadership research, illuminate the interconnections among them, and examine the evolution of the theoretical groundings of the field from 2005 to 2014. Methods: This study constructed a concept co-occurrence network, in which the nodes represent all the framing concepts that theoretically framed the 1,328 articles published in four leading educational leadership research journals ( Educational Administration Quarterly, Journal of Educational Administration, Educational Management Administration & Leadership, and Journal of School Leadership) over the past decade and the ties link the concepts that co-occur in an article. The reference frequency and centrality measures were used to identify the influential concepts. Next, the k-core analysis was performed to visualize the interconnections among the concepts. Moreover, a series of network cohesion measures were used to detect the changes in conceptual cohesion over the past decade. Findings: While 295 framing concepts guided the educational leadership empirical studies, a small number of concepts exerted a disproportionately large influence on the research. Furthermore, these influential concepts closely interplay with one another, and the strongest interconnection was seen between the concepts of leadership approaches and organizational perspectives. Last, the increasingly pluralistic theoretical foundation did not yield the growing conceptual cohesion in educational leadership. Implications: This study for the first time elucidates the structure and evolution of the theoretical groundings of educational leadership research, laying the foundation for further theory development and inviting researchers to bring conceptual cohesion to this field through integrating concepts, allowing random ideas to mutate, and developing new theories.
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Fener, Tugba, and Tugce Cevik. "Leadership in Crisis Management: Separation of Leadership and Executive Concepts." Procedia Economics and Finance 26 (2015): 695–701. http://dx.doi.org/10.1016/s2212-5671(15)00817-5.

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Dissertations / Theses on the topic "Leadership concepts"

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Olver, Denise. "Exploring Concepts of Leadership and Leadership Development Within an International Development Through Sport Context." Thesis, Université d'Ottawa / University of Ottawa, 2012. http://hdl.handle.net/10393/20666.

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Today’s youth are tomorrow’s leaders’, and for that reason, it is considered important by researchers and practitioners alike to understand how to develop effective leadership skills and characteristics. The purpose of this research was to explore concepts of leadership including leadership development (LD) within an international development through sport context. The Commonwealth Games Association of Canada’s (CGC) International Development through Sport (IDS) administration team created a program called the Capacity Support Program (CSP). The CSP is an internship program offered to recent university graduates to assist in various initiatives intended on building sporting capacity within partnering Commonwealth countries. Participants also known as Capacity Support Officer’s (CSO’s) were immersed within an international environment with a host sport organization (e.g., Barbados National Olympic Committee) for approximately fourteen-months. In this study, interviews were conducted with IDS administrators to clarify and provide further detailed information about the program. In addition, archival material (e.g., pre-departure training manual, website articles, DVDs), interviews with CSO’s, and a debrief focus group session with the CSO’s which discussed their experiences and the various concepts of leadership and LD within an international development through sport context was conducted. Data was recorded and transcribed verbatim. A grounded theory approach, specifically the inductive coding technique was utilized throughout the content analysis procedure. Findings showed that concepts of leadership and LD were 1) a fundamental component of the program and 2) linked to various existing literature on leadership theories (e.g., authentic leadership). Further, findings demonstrated the program design and training were significant components of LD and that the cross-cultural context accelerated LD. These findings and others will culminate in a discussion regarding future studies of leadership and LD.
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Lippstreu, Michael. "Revisiting fundamental concepts of transformational leadership theory: a closer look at follower developmental processes." Diss., Georgia Institute of Technology, 2010. http://hdl.handle.net/1853/33973.

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One of the fundamental ideas of transformational leadership theory is that transformational leaders develop their followers into transformational leaders. Unfortunately, there has been surprisingly little research on this topic. Although prior research has established a relationship between supervisor transformational leadership and follower transformational leadership (i.e., supervisor transformational leadership is positively related to follower transformational leadership), more research is needed to identify potential follower process variables and the interrelationships between cognitive, motivation, and behavioral variables that may be relevant to the development process of followers. This study initiated a closer examination of the process variables in three phases. First, the direct relationship between supervisor transformational leadership and various follower variables relevant to the development process was examined. Second, this study summarized the interrelationships between the process variables in a structural model, including a test of the indirect effects of supervisor transformational leadership on follower outcomes through more proximal follower variables. Third, this study explored transformational leadership theory's unique contribution to the understanding of leader-follower processes by comparing some of the relationships tested in this study to analogous relationships using other highly researched leadership styles, such as transactional leadership, initiating structure, consideration, and leader-member exchange. The findings supported several of the hypotheses involving direct relationships between supervisor transformational leadership and the follower variables relevant to self-concept, development orientation, development motivation, development activity, and leadership behavior. There was also support for partial mediation of the relationship between supervisor transformational leadership and the follower outcome variables (through follower developmental processes). Contrary to hypotheses, several of the alternative leadership styles showed comparable or at times better prediction of follower developmental variables, which suggests that the follower development process may not be unique to transformational leadership theory.
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Ehret, Michael Gregory. "Situational Awareness and Transparency as Core Concepts of Authentic Leadership." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10844017.

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There is not a common, agreed upon definition of authentic leadership. There are varying opinions as to whether authenticity is a trait or a style; however, most scholars believe authenticity is a purpose and value based characteristic (Gardner, Cogliser, Davis, & Dickens, 2011) that is developed over time (George, 2003). Transparency is a core concept of authentic leadership, and situational awareness is a critical skill for leaders to determine the degree of transparency that they should demonstrate. There is limited theoretical and empirical research on how transparency and self-monitoring can be used in conjunction with situational leadership and situational awareness theory. This study measures the impact of a leader’s expression of transparency on follower’s confidence in his or her ability with consideration of a number of covariates. The findings of this study are intended to help advance authentic leadership theory with specific focus on situational awareness and transparency as core concepts of authenticity. Implications are discussed on the advancement of leadership theory, authentic leadership, and transparency as a core concept of authenticity.

Data collection used Amazon Mechanical Turk (MTurk) and yielded 1,006 global participants who met the inclusion criteria. In general, higher degrees of leadership transparency yield higher levels of follower confidence. Situation can impact how expressions of transparency impact follower confidence. Thus, situational awareness and situational leadership are critical competencies for leaders to use transparency effectively. Leader-Member Exchange does not, generally, moderate the relationship between a leader’s transparency and his or her follower’s confidence. There was statistical significance in the difference in responses between geographies, but there were not statistically significant differences in the results when considering gender, years of work experience, education, age, and race in the US.

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McLeod, Charles D. "Biblical concepts of task-oriented leadership based upon Joshua 1:11." Theological Research Exchange Network (TREN), 1987. http://www.tren.com.

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Cavalli-Björkman, Fredrik. "Leadership during stress : French military leadership experiences and concepts during stressful events from a Swedish perspective." Thesis, Försvarshögskolan, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:fhs:diva-4727.

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The author has written a bachelor thesis on the subject of leadership and stress with the aim of finding differences and similarities of stress handling in the French respective Swedish armies.  The methods used when gathering data for the thesis have been interviews with eight officers and cadets from the French Army and Écoles de Saint-Cyr Coëtquidan and a participant observation of a stress-exercise in the terrain of Camp Coëtquidan, where the author accompanied a platoon from the fourth battalion at École Speciale Militaire.  The analysis is split up into four questions, which serve the author the means to reach the aim of the thesis. The questions are: -        What defines leadership in military settings? -        How is leadership affected by stress? -        Is stress useful? -        Are there differences in stress handling? Comparing a Swedish view with a French one. After each analysis question is finished the author draws concretised conclusions, aiming to draw even closer to the core of the answers. Lastly the author closes in on the subject of leadership and stress, granting himself the permission to freely discuss the results of the thesis as a whole. A more profound view is given, as to why there is a need for further research into the matter of leadership and stress in the French Army. This is offered along with suggestions that [French Army] experience-based research can contribute to the training of future officers and leaders of soldiers in the French Army.

Erasmus

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McAdam, Neil James, and mikewood@deakin edu au. "Evolving concepts of leadership and influence in 21st century networking organisations." Deakin University. Bowater School of Management and Marketing, 2002. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20060706.095346.

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Liu, Jonathan C. "Developing a pastoral leadership guide in light of the biblical teachings and the contemporary management concepts." Lynchburg, Va. : Liberty University, 1995. http://digitalcommons.liberty.edu.

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Nicholls, M. K. "Concepts of Baptist ministry mainly in the period between 1850 and 1900." Thesis, Keele University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.301356.

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Bachmann, Bernhard. "Concepts of ethical leadership and their potential implementation in organisations : an operational perspective." Thesis, Edinburgh Napier University, 2015. http://researchrepository.napier.ac.uk/Output/452917.

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This study links ethical leadership theory to the implementation of improved leadership practices and examines whether ethical leadership characteristics actually exist, particularly in highly operational environments. The study analyses how ethical leadership can be embedded by process, by applied leadership (role modelling), and by changing culture and climate. The conclusion reveals that all three approaches are needed for an implementation and depend on middle managers, otherwise no organisational transformation is possible. The research design of this qualitative study analyses data from 100 in-depth interviews using inductive categorisation, aiming to retrieve deep, rich and unprompted data from a highly developed and advanced production facility. The ethical leadership characteristics, and evidence specific influences on leadership behaviour, revealing 14 perceived leadership issues resulting in a leadership climate which negatively influences motivation, performance, and corporate culture. These issues were found to be responsible for deteriorating work climate, motivation, morale, and team spirit. Particularly favouritism, inequalities, shouting, blaming, internal competition and unclear strategies ruin motivation, employee health, and co-operation. Concerning the implementation of a better suited leadership culture, a research framework model is developed, integrating transformational change and leadership. Findings document that the influence of middle managers acting as role models seems to be greater than research suggests. Key findings also show that individual leadership development without changing the corporate realities is not sufficient to implement ethical strategies. Neglecting to actively control the leadership climate can have devastating effects even for very successful operations. Considering the pressure of goal attainment in highly operational areas, an absence of unethical behaviour can already be seen as a success for leaders. Finally, a change process sequence for shaping leadership climate was identified. These research results are highly relevant for organisations and leaders wishing to be engaged in improving their leadership quality.
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Welen, Christoffer. "Emotionally Intelligent Leadership : A qualitative exploration of the sub concepts that contextualize the leadership style that comes from emotional intelligence." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-6491.

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The aim of this study was to understand, clarify, and explain emotional intelligence, as well as possible sub concepts that are correlated to, and might also influence and shape, the leadership style that comes from emotional intelligence. Through Daniel Goleman’s (1995) bestseller: Emotional Intelligence, the topic has emerged rapidly during the last two decades and has been implemented in various settings, and among them as a leadership style. Now, even though emotionally intelligent leadership (EIL) has been touched upon in research to a certain level, there is no established map that explains the leadership style or its context. That is the gap this thesis is trying to close. By analyzing five books (from representatives of both the ability model and the mixed model) concerning strictly emotionally intelligent leadership, I wanted to discover what contextual perception these authors had of the leadership style and its context. The empirical study showed that the authors discussed a total of nine sub concepts which could be placed in the surrounding of EIL. After the analysis, the nine concepts were narrowed down to seven, which shape and influence this leadership style. Those seven concepts are acting, communication, gender, humor, mood, symbolic management and training and development. The development of emotional intelligence, emotionally intelligent leadership and its contextual concepts have also been presented through a model called: Linnaeus Model of Emotionally Intelligent Leadership and its Contextual Sub Concepts. This paper is a first effort at mapping the terrain of this emotional way of leading, and I hope that scholars and researchers within the study area, as well as practitioners and consultants (especially within leadership, management and HR) will find this paper useful.

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Books on the topic "Leadership concepts"

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Lester, Richard I. Concepts for Air Force leadership. 5th ed. Maxwell Air Force Base, Ala: Air University Press, 2008.

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Garone, Stephen J. Concepts for the new leadership. New York, NY: Conference Board, 1999.

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Razik, Taher A. Fundamental concepts of educational leadership. 2nd ed. Upper Saddle River, N.J: Merrill/Prentice Hall, 2001.

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Introduction to leadership: Concepts and practice. 2nd ed. Thousand Oaks, Calif: SAGE Publications, 2012.

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Introduction to leadership: Concepts and practice. Thousand Oaks: Sage Publications, 2009.

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Schaller, Lyle E. Getting things done: Concepts and skills for leaders. Nashville: Abingdon Press, 1986.

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Schaller, Lyle E. Getting things done: Concepts and skills for leaders. Nashville: Abingdon Press, 1986.

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M, Tappen Ruth, ed. Nursing leadership and management: Concepts and practice. 2nd ed. Philadelphia: F.A. Davis, 1989.

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Nursing leadership and management: Concepts and practice. 3rd ed. Philadelphia: F.A Davis, 1995.

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Carole, Kenner, ed. Professional nursing concepts: Competencies for quality leadership. 2nd ed. Burlington, MA: Jones & Bartlett Learning, 2013.

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Book chapters on the topic "Leadership concepts"

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Zapke-Schauer, Gerhard. "Basic Concepts." In The Art of Leadership, 17–48. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-89507-3_1.

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Zuber-Skerritt, Ortrun. "PALAR Concepts, Models and Values." In Action Leadership, 23–56. Dordrecht: Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-90-481-3935-4_2.

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Casto, Charles A. "Key Terms and Concepts." In Extreme Crisis Leadership, 4–11. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003289180-2.

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Edwards, Gareth. "Worldly Leadership and Concepts of Community." In Worldly Leadership, 85–100. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230361720_6.

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Skea, Ronald. "Displacement of Concepts." In Leadership, Organizational Change and Sensemaking, 66–72. Title: Leadership, organizational change and sensemaking / Dr. Ronald Skea. Description: 1 Edition. | New York : Routledge, 2021. |: Routledge, 2021. http://dx.doi.org/10.4324/9781003022503-6-8.

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Pathak, Vidushi, Anju Rani, and Sneha Goswami. "Value-based Leadership." In Military Psychology: Concepts, Trends and Interventions, 267–82. B1/I-1 Mohan Cooperative Industrial Area, Mathura Road New Delhi 110 044: SAGE Publications Pvt. Ltd, 2016. http://dx.doi.org/10.4135/9789353885854.n14.

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Hesketh, Ian, and Cary L. Cooper. "Introduction and Key Concepts." In Law Enforcement, Leadership and Wellbeing, 1–14. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-22416-4_1.

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Spencer-Oatey, Helen. "Global Leadership: Key Concepts and Frameworks." In Developing Global Leaders, 7–28. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-14606-1_2.

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Machado, Ana Marisa, and Catarina Brandão. "Leadership and Technology: Concepts and Questions." In Advances in Intelligent Systems and Computing, 764–73. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-16184-2_73.

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Helmold, Marc. "Leadership, Empowerment and New Work Concepts." In Management for Professionals, 43–51. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-77661-9_4.

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Conference papers on the topic "Leadership concepts"

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Parakhina, Valentina, Olga Boris, and Wadim Strielkowski. "Self-leadership and leadership: the relationship of concepts." In Proceedings of the 3rd International Conference on Social, Economic, and Academic Leadership (ICSEAL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icseal-19.2019.7.

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Goh, Steven, Todd Hartle, and Megan Brodie. "Perspectives on leadership concepts by engineering academics." In 2011 Frontiers in Education Conference (FIE). IEEE, 2011. http://dx.doi.org/10.1109/fie.2011.6142899.

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Sollárová, Eva, Vladimír Poliach, Lucia Pašková, Zuzana Heinzová, and Beata Žitniaková Gurgová. "Leadership in Education – Characteristics of the Key Concepts." In Konference psychologie práce a organizace 2019. Brno: Masaryk University Press, 2019. http://dx.doi.org/10.5817/cz.muni.p210-9488-2019-24.

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Mrozkova, Ivana. "MILITARY LEADERS? COMMUNICATION SKILLS DEVELOPMENT THROUGH CONCEPTS OF CONNECTIVE LEADERSHIP." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018/4.1/s16.029.

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Maisseu, A. "Human capital, knowledge and know-how: basic concepts." In Innovation in Technology Management. The Key to Global Leadership. PICMET '97. IEEE, 1997. http://dx.doi.org/10.1109/picmet.1997.653383.

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Tomic, Srdjan, and Jelena Rajković. "INNOVATIVE DESIGN CONCEPTS FOR QUALITY HPO ORGANIZATIONS." In Sixth International Scientific-Business Conference LIMEN Leadership, Innovation, Management and Economics: Integrated Politics of Research. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/limen.2020.231.

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The business of organizations, in the conditions of globalization, radically changes the market, conditions, and strength of competition, requiring managers to change the way they react and solve problems using quality. The most successful business entities become those who continuously encourage creativity and create new knowledge. In order to be competitive in an uncertain and unpredictable market, high-performance organizations must be innovative, generating new knowledge and new technologies. These are organizations that, by managing quality, have the ability and skills of continuous recognition of challenges and changes. The paper is based on showing how an organization needs to manage change and apply concepts, methods, and techniques that can pave the way for us to design OVP. The concept of a synergistic approach to the design of OVP organizations is necessary for an unpredictable and uncertain global environment.
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Petrufová, Mária. "Aktuálny stav, problémy a trendy profesijného vzdelávania v oblasti vodcovstva v podmienkach OS SR." In Nové trendy profesijnej prípravy v Ozbrojených silách. Akadémia ozbrojených síl generála Milana Rastislava Štefánika, 2022. http://dx.doi.org/10.52651/ntpp.b.2022.9788080406301.28-58.

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Manifestations of the new professional need for human resource management are beginning to be partially manifested in the concepts of leadership, talent development, or diversity management. The function of human resources in military organizations will participate significantly more in added value of the 21st century. The author's effort is to bring the public in this area closer to the issue of leadership from a psychological point of view as part of the effective leadership of people in the 21st century. Therefore, the military environment, like many other work environments, is currently becoming the subject of introducing the use of the creation of competency models. Their use is a prerequisite for a sufficient analysis of professional higher education and career education in the field of leadership.
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Curpanaru, Gabriela-Livia. "Quality Management and Leadership in Education." In ATEE 2020 - Winter Conference. Teacher Education for Promoting Well-Being in School. LUMEN Publishing, 2021. http://dx.doi.org/10.18662/lumproc/atee2020/11.

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Increasingly, the notion of manager is confronted with that of leader. The literature written on this subject is considerable (John P. Kotter and Abraham Zaleznik being only two of the sound names that can be mentioned in this endeavor). Zaleznik proposed that managers were results driven and leaders were creative artists. Kotter proposed that leaders navigated change and managers navigated complexity. John P. Kotter says that today's managers need to know how to lead, be managers and leaders. The differences are: 1. Management is more formal and scientific than leadership. Management is an explicit set of tools and techniques, based on reason and testing, that can be used in a variety of situations; 2. Leadership involves having a vision of where the organization should go; 3. Leadership demands cooperation, teamwork. Researcher Warren Bennis said, “Managers are people who do things right, and leaders are people who do right things.” Organizations need both. So what does leader mean, what does manager mean? Why are these concepts being put so often face to face? A management specialist, P. Drucker (1954) draws a first distinction: management means doing the right thing, and leadership means doing the right thing. Such an opinion is continued by S. R. Covey (1990): "management is efficient in ascending on the scale of success, and management determines whether the ladder is placed on the right wall". In other words, the manager manages, organizes, the leader has a vision. Such a direction of analysis is illustratively supported by the metaphor of the road through the jungle: in organizing and conducting this expedition - often similar to the activity of organizations to achieve the proposed objectives - the manager prepares the tools, distributes them to the participants, writes and debates procedural manuals, in time what the driver looks for the direction, the path, has a certain sense for finding the best way. Thus, while the manager generates orders, organization, the leader creates and causes change, draws directions not only objectives, sets directions not only agendas, seeks new resources does not rationally allocate only existing ones. Assuring quality management inevitably brings multiple changes of substance and size in terms of philosophy and management practice at the level of the Romanian school. The concept of quality management necessarily includes the notion of leadership. The multiple researches carried out over time on quality management in education have consistently nominated among the factors that generate and feed this efficiency, the idea of leadership. Thus, the quality of leader of the manager is considered fundamental for ensuring quality management in the school, and the school is considered effective.
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Balova, Syuzana, Irina Firsova, and Inna Osipova. "Market leading marketing concepts in the management of consumer behaviour on the energy market." In Proceedings of the 3rd International Conference on Social, Economic, and Academic Leadership (ICSEAL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icseal-19.2019.55.

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Mayer, Christina, Marisa Schirmer, Thushayanthini Sivatheerthan, Susanne Mütze Niewöhner, and Verena Nitsch. "Participative leadership in healthcare: Which situational contextual factors influence managers’ decision to involve employees?" In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002232.

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Today’s technological and societal developments are creating new possibilities for designing an economical, flexible and human-oriented work organization e.g. by facilitating more agile management concepts. Research has been concerned with participative leadership styles for many decades, and these have recently been gaining renewed relevance in meeting the demands placed on leadership in modern management settings. Therefore, existing concepts of participative leadership need to be put to test for today’s work organization.An established concept of participative leadership is the model by Vroom (2000, based on Vroom & Yetton, 1973 and Vroom & Jago, 1988), which distinguishes between different degrees of employee participation in decision-making processes depending on situational contextual factors. Empirical studies show that managers who use a participative decision-making style consistent with the model by Vroom have more productive and satisfied employees as well as higher decision quality (e.g. Paul & Ebadi, 1989, Pasewark & Strawser, 1994). Because this model outlines clear implications for employee participation in decision-making based on if-then operations, it can help young managers in particular to structure decision-making processes and to reflect on how to involve employees depending on specific situational contextual factors.As in other sectors, healthcare is affected by the challenges of today's work organization. As far as leadership is concerned, managers usually learn leadership behavior implicitly and there is a high demand of leadership development and the teaching of useful leadership models (McAlearney, 2006). Therefore, this study focuses on the application of the model on employee participation in decision-making processes in healthcare context and poses the following research question: Which situational contextual factors influence managers’ decision to involve employees?As a first step, literature and semi-structured interviews with healthcare managers were used to identify relevant situational contextual factors in decision-making for healthcare: time pressure, information availability, employee acceptance, employee expertise and employee engagement.In a second step, assumptions about the degree of participation depending on given situational factors in healthcare were formulated, based on empirical findings on the model by Vroom.In a third step, healthcare managers (N=30) were asked to complete a questionnaire indicating what level of participation they would choose for different combinations of the given situational contextual factors in decision-making. Following assumptions regarding participation depending on situational contextual factors were confirmed by the healthcare managers: -If there is time pressure, the manager would make decisions without employee participation. -If employee acceptance is important, there would be a group decision-making process. -If an employee has more knowledge or expertise on a decision problem than the manager, the person would be involved in the decision-making process. -If employees share the organization's goals, they can participate in the decision-making process.The findings show consistency with the decision-making model by Vroom and support the relevance of participative leadership in healthcare. Possibilities for the next step of developing a decision tree that links situational factors with if-then operations and lead to a recommended level of employee participation in decision-making processes in the healthcare context are discussed.
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Reports on the topic "Leadership concepts"

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Graves, Thomas R., Robert J. Pleban, Zachary Mundell, and Brian Perdomo. Far Transfer of Leadership Training: Concepts, Experiences, and Applications. Fort Belvoir, VA: Defense Technical Information Center, April 2013. http://dx.doi.org/10.21236/ada578564.

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Byrd, David F., and Jr. Quality Air Force in an Emergency. Leadership Principles and Concepts for Emergency Response Forces,. Fort Belvoir, VA: Defense Technical Information Center, August 1996. http://dx.doi.org/10.21236/ada328420.

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Woodhill, Jim, and Juliet Millican. Systems Thinking and Practice: A guide to concepts, principles and tools for FCDO and partners. Institute of Development Studies, February 2023. http://dx.doi.org/10.19088/k4d.2023.002.

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This guide is a basic reference on systems thinking and practice tailored to the context and needs of the UK Government’s Foreign, Commonwealth & Development Office (FCDO). It is an output of the FCDO Knowledge for Development Programme (K4D), which facilitated a Learning Journey on Systems Thinking and Practice with FCDO staff during 2021 and 2022. The guide offers a common language and shared framing of systems thinking for FCDO and its partners. It explores what this implies for working practices, business processes and leadership. It also offers links to additional resources and tools on systems thinking. We hope it can support systems thinking to become more commonplace within the culture and practices of FCDO and working relations with partner organisations.
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Stimler, Neal. Digital-First and Metaverse Solutions for Museums. Balboa Park Online Collaborative, April 2022. http://dx.doi.org/10.47786/tlou3194.

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This report is a concise guide to help cultural institutions and museums develop digital-first and metaverse solutions in the wake of the COVID-19 pandemic. The report is for executive boards, leadership, funders, staff, and partners of museums. The report discusses concepts such as “digital-first”, which is the increasing prioritization of digital programming over physical programming, and the Metaverse, which combines aspects of the digital and physical worlds, to interact with friends and colleagues.
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Novotny, Richard P. Operationalization of the Religious Support Team Concept Utilizing a Collaborative Leadership Model. Fort Belvoir, VA: Defense Technical Information Center, February 2013. http://dx.doi.org/10.21236/ad1018868.

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Simpson, Henry, C. D. Wetzel, and H. L. Pugh. Delivery of Division Officer Navy Leadership Training by Videoteletraining: Initial Concept Test and Evaluation. Fort Belvoir, VA: Defense Technical Information Center, August 1995. http://dx.doi.org/10.21236/ada298102.

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Fonseca, Liliana, Lisa Nieth, Maria Salomaa, and Paul Benneworth. Universities and Place Leadership: a question of agency and alignment. Universiteit Twente - Department of Science, Technology and Policy Studies (STePS), 2021. http://dx.doi.org/10.3990/4.2535-5686.2021.01.

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There is increasing interest in the question of how different stakeholders develop, implement and lead regional upgrading processes with the concept of place leadership emerging as one response to this. Simultaneously, universities face growing expectations that they will contribute to regional development processes – often through their collaborative relationships with other regional stakeholders. But universities are complex in terms of their internal and institutional structures, which undermines their capacities to enact coherent place leadership roles. We seek to understand how strategic leadership in universities can contribute to innovation and regional development in the context of the fundamental institutional complexity of universities. We address this through a qualitative, explorative case study comparing six European regions where universities have sincerely attempted to deliver place leadership roles. We identify that the elements of agency and alignment are vital in that: firstly, university leadership has to align with regional coalitions on the one hand and internal structures on the other hand, and secondly, this leadership must give individuals agency in their regional engagement activities.
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Yatsymirska, Mariya. MODERN MEDIA TEXT: POLITICAL NARRATIVES, MEANINGS AND SENSES, EMOTIONAL MARKERS. Ivan Franko National University of Lviv, February 2022. http://dx.doi.org/10.30970/vjo.2022.51.11411.

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The article examines modern media texts in the field of political journalism; the role of information narratives and emotional markers in media doctrine is clarified; verbal expression of rational meanings in the articles of famous Ukrainian analysts is shown. Popular theories of emotions in the process of cognition are considered, their relationship with the author’s personality, reader psychology and gonzo journalism is shown. Since the media text, in contrast to the text, is a product of social communication, the main narrative is information with the intention of influencing public opinion. Media text implies the presence of the author as a creator of meanings. In addition, media texts have universal features: word, sound, visuality (stills, photos, videos). They are traditionally divided into radio, TV, newspaper and Internet texts. The concepts of multimedia and hypertext are related to online texts. Web combinations, especially in political journalism, have intensified the interactive branching of nonlinear texts that cannot be published in traditional media. The Internet as a medium has created the conditions for the exchange of ideas in the most emotional way. Hence Gonzo’s interest in journalism, which expresses impressions of certain events in words and epithets, regardless of their stylistic affiliation. There are many such examples on social media in connection with the events surrounding the Wagnerians, the Poroshenko case, Russia’s new aggression against Ukraine, and others. Thus, the study of new features of media text in the context of modern political narratives and emotional markers is important in media research. The article focuses review of etymology, origin and features of using lexemes “cмисл (meaning)” and “сенс (sense)” in linguistic practice of Ukrainians results in the development of meanings and functional stylistic coloring in the usage of these units. Lexemes “cмисл (meaning)” and “сенс (sense)” are used as synonyms, but there are specific fields of meanings where they cannot be interchanged: lexeme “сенс (sense)” should be used when it comes to reasonable grounds for something, lexeme “cмисл (meaning)” should be used when it comes to notion, concept, understanding. Modern political texts are most prominent in genres such as interviews with politicians, political commentaries, analytical articles by media experts and journalists, political reviews, political portraits, political talk shows, and conversations about recent events, accompanied by effective emotional narratives. Etymologically, the concept of “narrative” is associated with the Latin adjective “gnarus” – expert. Speakers, philosophers, and literary critics considered narrative an “example of the human mind.” In modern media texts it is not only “story”, “explanation”, “message techniques”, “chronological reproduction of events”, but first of all the semantic load and what subjective meanings the author voices; it is a process of logical presentation of arguments (narration). The highly professional narrator uses narration as a “method of organizing discourse” around facts and impressions, impresses with his political erudition, extraordinary intelligence and creativity. Some of the above theses are reflected in the following illustrations from the Ukrainian media: “Culture outside politics” – a pro-Russian narrative…” (MP Gabibullayeva); “The next will be Russia – in the post-Soviet space is the Arab Spring…” (journalist Vitaly Portnikov); “In Russia, only the collapse of Ukraine will be perceived as success” (Pavel Klimkin); “Our army is fighting, hiding from the leadership” (Yuri Butusov).
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Wandeler, Christian, and Steve Hunt. The Fresno State Transportation Challenge. Mineta Transportation Institute, January 2022. http://dx.doi.org/10.31979/mti.2022.2009.

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The Fresno State Transportation Challenge uses an action civics approach to support K-12 students in developing transportation-related projects that have a positive impact on the community. In 2020 the goal was to expand, refine, and create structures to sustain the implementation of the Transportation Challenge across subsequent years. As a result of the COVID pandemic, the process and goals of the project were adapted. The project was extended into April 2021 and was entirely conducted through remote participation. The focus was on two high schools. The expansion into the high school age bracket was successful and the experience with these two projects will allow for easier expansion in additional high schools in the future. One high school focused on the topic of active mobility, specifically biking, and addressed the challenge of how to get more students to bike to school. The other high school combined the transportation challenge with an economic vitalization project. The students were asked to also develop a modern transportation concept. Both projects exposed high school students to the topic of transportation and expanded awareness of transportation careers. Students also developed important competencies in the domains of problem solving, collaboration, communication, and leadership.
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Ozano, Kim, Andrew Roby, and Jacob Tompkins. Learning Journey on Water Security: UK Water Offer. Institute of Development Studies (IDS), January 2022. http://dx.doi.org/10.19088/k4d.2022.026.

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The overarching goals for the UK in relation to global water security are to; tackle and reverse growing water insecurity and its consequences caused by depletion and degradation of natural water sources; and address poor water management and increasing demand. To do this, the UK has a well-developed water ‘offer’ that together can help reach the goal of global water security. This note details some of that water offer: UK water leadership: The UK developed the concept of modern sanitation and water supply, with an early example being the Victorian Bazalgette London sewer; Ownership and regulation: The UK has four models of ownership: government department in Northern Ireland, GoCo in Scotland, Mutual in Wales, and private companies in England. But the common thread is strong and clear, regulation to deliver the right outcomes for society; Competition and markets: The UK set up the world’s first water retail markets for business customers, delivering savings and environmental benefits. Similar market mechanisms are being developed for sewage sludge, which will help drive circular economy solutions; Innovation: The UK has a huge number of water tech start-ups and most water companies have labs and pilot schemes to support these fledgling companies. At the same time, the English regulator, Ofwat, has established a huge innovation fund, which along with the Scottish Hydro Nation initiative has made the UK the best place in the world for water innovation and tech.
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