Journal articles: '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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PETROVA, Elitsa. "MANAGEMENT THROUGH LEADERSHIP – THE ESSENCE OF THE CONCEPT." BULLETIN OF "CAROL I" NATIONAL DEFENCE UNIVERSITY 10, no. 4 (January 10, 2022): 61–72. http://dx.doi.org/10.53477/2284-9378-21-44.

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This article aims to clarify the concepts of management and leadership, pointing out significant similarities and differences between the concepts themselves, both as theoretical terms and as actions, and on this basis to suggest assuming the concept of management through leadership as an adequate, efficient and effective option for managing an organization. The research methodology includes systematization of scientific statements about management and leadership; study and presentation of etymology, origins and meaning of basic concepts; consideration of the relatively new and modern integrated psychological theory of leadership. Demonstrating the logic of acceptance, building and introducing authentic and shared management through leadership in every organization and system, including the military one, is a result that the authors aim at. The etymological explanation of the basic concepts and terms, revealing their meaning and origin using emphatically authoritative literary resources is of particular importance.

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Kahn, Si. "Leadership: Realizing Concepts Through Creative Process." Journal of Community Practice 4, no. 1 (May 23, 1997): 109–36. http://dx.doi.org/10.1300/j125v04n01_06.

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Lord, Robert G., and Douglas J. Brown. "Leadership, values, and subordinate self-concepts." Leadership Quarterly 12, no. 2 (June 2001): 133–52. http://dx.doi.org/10.1016/s1048-9843(01)00072-8.

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Rausch, Erwin. "Book review: Key Concepts in Leadership." Management Learning 44, no. 3 (June 23, 2013): 310–13. http://dx.doi.org/10.1177/1350507613481824.

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Marath, Usha, and Ramachandra. "Concepts and Characteristics of Nursing Leadership." Nursing Journal of India CIII, no. 01 (2012): 09–12. http://dx.doi.org/10.48029/nji.2012.ciii102.

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Kumari, Dr Patiraj, and Vijayshree Sangwan. "Effective Leadership: A Study of Universal Concepts of Indian Scriptures." International Journal of Scientific Research 1, no. 6 (June 1, 2012): 130–35. http://dx.doi.org/10.15373/22778179/nov2012/49.

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Ledbetter, Bernice. "Business leadership for peace." International Journal of Public Leadership 12, no. 3 (August 8, 2016): 239–51. http://dx.doi.org/10.1108/ijpl-04-2016-0016.

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Purpose The purpose of this paper is to describe what business leaders can do to promote peace. The paper begins by reviewing the salient literature on business and peace and adding to this discussion, leadership concepts that enrich an understanding of the role of business in promoting peace. Using a case example of a business leader committed to advancing peace, the paper introduces the concept of a theory of change to describe the process of transformation business leaders can take to promote peace. Design/methodology/approach This conceptual paper draws on literature from business and peace and adds literature from the field of leadership studies to enrich the discussion of business and peace. Findings This paper suggests business leaders promoting peace can take action using a theory of change that includes the application of participative and ethical leadership, strategy that embeds peace goals and the use of entrepreneurships in buffer conditions to mitigate identity-based conflict between opposing groups. By understanding a leader’s theory of change, insight is gained on transformational change in promoting peace. Originality/value This paper adds to the theoretical and practical discussion on business and peace by including leadership concepts and the concept of a theory of change as a way to describe business leadership for peace.

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Gladstone, Joseph Scott, and Donald D. Pepion. "Exploring traditional Indigenous leadership concepts: A spiritual foundation for Blackfeet leadership." Leadership 13, no. 5 (March 23, 2016): 571–89. http://dx.doi.org/10.1177/1742715016638913.

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Historically examining the cultural foundation for traditional leadership within the Blackfoot Confederacy, composed of the Blackfeet (Pikuni or South Piegan) in Montana, USA, and the North Piegan, Blood (Kainai), and Blackfoot (Siksika) in Alberta, Canada, reveals that authority for leadership is grounded in tribal spirituality. This spiritual authority is integrated within traditional and complex structures that organize the social structures of the Blackfeet, a structure of extended family, bands, and societies that all influence leadership. Traditional leadership authority arises through medicine bundle rituals, ceremonial rites, and protocols that exist within the Niitsítapi (Blackfeet people) worldview. Understanding the complex foundations of traditional tribal leadership facilitates future research and understanding of Indigenous leadership, especially when international borders separate tribes.

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Garretsen, Harry, Janka I. Stoker, and Roberto A. Weber. "Economic perspectives on leadership: Concepts, causality, and context in leadership research." Leadership Quarterly 31, no. 3 (June 2020): 101410. http://dx.doi.org/10.1016/j.leaqua.2020.101410.

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Rahmatika, Arivatu Ni'mati, Samsul Ma'arif, Abd Wahid, and Kamelia Evi Kusuma. "The Concept of Spiritual Leadership in Educational Institutions is Based on Maqashid Shari'ah." Syaikhuna: Jurnal Pendidikan dan Pranata Islam 13, no. 02 (October 30, 2022): 197–211. http://dx.doi.org/10.36835/syaikhuna.v13i02.5937.

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The purpose of this study is to find out a new concept of spiritual leadership based on Maqashid Syari'ah in educational institutions. This research uses a qualitative approach that uses literature studies and content analysis techniques. Spiritual leadership in educational institutions has three concepts, namely, assuming a leader has leadership traits since birth, group function is seen as leadership because the success or failure of a leader depends on how the group works and making concepts that are more advanced and better. This study also shows that leaders need to understand the importance of vision, altruistic love, and the expectations of members in leadership. The net result of the concept of spiritual leadership in educational institutions based on maqashid shari'ah must adjust to five forms of protection, namely, religious protection, protection of life, protection of property, protection of reason, and protection of lineage. From this form of protection, leadership in educational institutions will be more practical, structured, and consistent. After doing literature research by analyzing spiritual leadership based on maqashid shari’ah, it can be concluded that the content of the concept of spiritual leadership is by the protection in maqashid shari’ah". structured and consistent. After doing literature research by analyzing spiritual leadership based on maqashid shari’ah, it can be concluded that the content of the concept of spiritual leadership is by the protection in maqashid shari’ah". structured and consistent. After doing literature research by analyzing spiritual leadership based on maqashid shari’ah, it can be concluded that the content of the concept of spiritual leadership is by the protection in maqashid shari’ah.

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Masango, M. "Leadership in the African context." Verbum et Ecclesia 23, no. 3 (August 7, 2002): 707–18. http://dx.doi.org/10.4102/ve.v23i3.1234.

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The Western world has always viewed the African continent as plagued by corruption; dictatorship; military coups; rebellious leaders; greediness; misuse of power; and incompetent, politically unstable leaders - in effect, suspicious leaders who undermine their own democracies. This paper analyzes African leadership and its impact by concentrating on three historical eras, namely; the African Religious era; the Christian era, and the era of Globalization. These affected African leadership. In addition, many brilliant minds left the continent in search of greener pastures. A review of these three eras will help us understand how leadership shifted from African values into Western concepts. The role of missionaries lead African people to live with both an African and a Western concept of life. In spite of the above problems, our past leaders did their best in addressing the difficulties they faced during the three eras. African concepts of leadership were often regarded as barbaric and uncultured. Structures were evaluated by Western standards. Due to globalisation, African leaders, through programmes like NEPAD, are going back to basics, drawing on African concepts of unity among its leadership. Effectiveness or life-giving leadership is emerging and empowering villagers/communities in the continent. This type of leadership is innovative and has brought new hope for the continent.

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Nugroho, Dwi, and Abdul Rachman. "GABUNGAN KEPEMIMPINAN KENABIAN (LI) DENGAN KEPEMIMPINAN KI HAJAR DEWANTARA (L2) UNTUK MENINGKATKAN HASIL REFORMASI BIROKRASI." BEduManageRs Journal 2, no. 1 (June 30, 2021): 1–5. http://dx.doi.org/10.30872/bedu.v2i1.586.

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The combined of prophetic leadership and trilogy leadership concepts called as neo- prophetic leadership. The neo-prophetic leadership covers prophets characteristics and Dewantara’steachings. The combining two leaderships models -then become L1L2- is believed able to increaseresult of bureaucratic reformation. The combination referred to descriptive and prescriptive theorieswhich were developed from theoretical and empirical perspectives. In this writing, L1 as a symbol of Prophetic Leadership, and L2 as a symbol of Dewantara’s Leadership which he is abringer of leadership trilogy teachings. This is a leadership prescription that derived from eternaluniversal values-prophetic- while still maintaining local wisdom values -trilogy- which itseffectiveness detail explained descriptively. L1L2 need to be tested by leaders and placed theorganization as a laboratoryto try-out it.

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Ehrhart, Mark G. "Self-Concept, Implicit Leadership Theories, and Follower Preferences for Leadership." Zeitschrift für Psychologie 220, no. 4 (January 2012): 231–40. http://dx.doi.org/10.1027/2151-2604/a000117.

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The purpose of this study was to investigate the factors that shape followers’ initial reactions to leaders. Based on the literature on self-concept and leader categorization theory, it was hypothesized that followers’ self-concepts (specifically their self-esteem and self-construal) would predict their conceptualization of an ideal leader (i.e., their implicit leadership theory, ILT), which would then predict followers’ preferences for specific leadership styles. Using a sample of 206 university students, results indicated that the effects of independent self-construal on charismatic leader preference were partially mediated by the dedication ILT dimension, and the effects of interdependent self-construal were fully mediated by the sensitivity ILT dimension. Additional findings and directions for future research are discussed.

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Yip, Jeffrey, and Joseph A. Raelin. "Threshold concepts and modalities for teaching leadership practice." Management Learning 43, no. 3 (November 14, 2011): 333–54. http://dx.doi.org/10.1177/1350507611422476.

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Can the teaching of leadership transform practice? What concepts and modalities are best suited to do so? This article builds on Meyer and Land’s (2003) theory of threshold concepts to examine how students learn and experience leadership as a complex and multi-faceted practice. Threshold concepts are conceptual gateways, opening up new and previously inaccessible ways of thinking about a field. In an ethnographic account using participant observation, analysis of student papers, and in-depth interviews, the authors identified two threshold concepts that had a transformational impact on students: (1) situational leadership and (2) shared leadership. In addition, they found three modalities that supported the learning of threshold concepts: (1) variation, (2) enactment, and (3) reflection. The article concludes by citing the broader implications for the research and teaching of leadership practice.

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Kalashnikova, Irina V., Marina A. Sigitova, and Nina S. Anikeeva. "CORPORATE LEADERSHIP: A REVIEW OF MODERN CONCEPTS." Humanities And Social Studies In The Far East 19, no. 2 (2022): 46–52. http://dx.doi.org/10.31079/1992-2868-2022-19-2-46-52.

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The article is devoted to an overview of modern corporate leadership theories that emerged as a result of research and generalization of foreign management practices by leading gurus in the field of management. The main, but not universally recognized asset of Russian companies is a leader who does not necessarily occupy a managerial position, who has high emotional intelligence and skills in building internal and external business communications. He decides in which direction to develop the business, what to do in the current situation, how to manage resources, how to organize and rally the team, sets the rules of conduct, and forms the internal atmosphere in the team. This is not included in the system of performance indicators, is not reflected in corporate standards and regulations, but significantly affects the performance of the company. Unfortunately, there is a widespread meme among employees of organizations that managers who demonstrate an authoritarian behavior model, who are able to establish business communications (including informal ones), who have administrative resources or access to them, are more likely to succeed. In fact, the authoritarian style of management is often a hidden, implicit barrier to the development of the company. That is why it is important for leaders and management staff to realize that there are other behaviors, the implementation of which can ensure the prosperity of the company. This does not mean at all that the classical leadership concepts are not in demand today, especially in the field of small business. But the larger the enterprise, the more appropriate it is to be guided by organizational (corporate) leadership concepts, each of which has its own problem field.

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Ormond, Jasper E. "Developing Positive Self-Concepts and Assertive Leadership." Journal of Health Care for the Poor and Underserved 3, no. 1 (1992): 18–20. http://dx.doi.org/10.1353/hpu.2010.0076.

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Silvia, Chris. "Collaborative Governance Concepts for Successful Network Leadership." State and Local Government Review 43, no. 1 (January 2011): 66–71. http://dx.doi.org/10.1177/0160323x11400211.

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Lawler, John. "Meaning and being: existentialist concepts in leadership." International Journal of Management Concepts and Philosophy 1, no. 1 (2004): 61. http://dx.doi.org/10.1504/ijmcp.2004.004843.

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Eacott, Scott. "Introducing undergraduate students to school leadership concepts." Journal of Educational Administration 50, no. 2 (March 16, 2012): 159–72. http://dx.doi.org/10.1108/09578231211210521.

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Owen, Charlotte H. "Nursing Leadership and Management: Concepts and Practice." AORN Journal 52, no. 3 (September 1990): 642. http://dx.doi.org/10.1016/s0001-2092(07)69896-2.

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Stumpf, Stephen A., and Thomas P. Mullen. "Strategic Leadership: Concepts, Skills, Style and Process." Journal of Management Development 10, no. 1 (January 1991): 42–53. http://dx.doi.org/10.1108/02621719110140915.

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Mosawi, Aamir. "Academic Medical Leadership: An Overview of The Emerging Concepts And Ideas." Clinical Medical Reviews and Reports 2, no. 3 (June 22, 2020): 01–03. http://dx.doi.org/10.31579/2690-8794/014.

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There has been an overwhelming demand to improve medical practices and services through using evidence-based medicine, and leadership has been increasingly recognized as an important contributory factor to the success of academic medical and healthcare organizations and institutions.

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Irsani, Kholid, Aman Aman, and Saefur Rochmat. "Konsep Pendidikan Kepemimpinan Berbasis Tradisi: Telaah Etnopedagogi pada Tembang Tradisional Gundul-Gundul Pacul." Diakronika 22, no. 1 (June 30, 2022): 1–13. http://dx.doi.org/10.24036/diakronika/vol22-iss1/242.

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Leadership education is one of the principles in the development of a nation. Various paradigms and theories of leadership have come from various backgrounds. This study focuses on examining the concept of tradition-based leadership education contained in the gundul-gundul pacul song. This study uses a qualitative research method with a literature approach to examine and integrate the concept of leadership contained in gundul-gundul pacul song with the concept of contemporary leadership education. This study found that song of gundul-gundul pacul has various concepts that are ideal to be applied in contemporary leadership ethnopedagogy because they have similarities in various factors such as communication, discipline knowledge, and problem solving.

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Ibrahim Alsarrani, Wael, and Ahmad Jusoh. "A REVIEW ON THE CHARACTERISTICS OF A GOOD QUALITY LEADERSHIP STYLE." Humanities & Social Sciences Reviews 7, no. 5 (November 6, 2019): 1152–59. http://dx.doi.org/10.18510/hssr.2019.75152.

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Purpose: Leadership is an interactive concept that influences our daily lives. A quality concept is an approach and philosophy that leaders use to incorporate the leadership process into the organization successfully. Both concepts have an incremental history, correlation, and discussion. However, the two concepts have not yet been theoretically and empirically integrated. This paper attempts to integrate and discuss leadership and quality to create a single quality leadership style based on the definition of quality gurus and the leadership styles which relate more towards the quality of leadership. Methodology: The study used a systematic literature review to review the past literature related to the field of leadership and quality management. This study provides the constructs from definitions proposed by experts in this field. Each leadership styles have many constructs that may or may not be related to quality. Results: The study proposed a conceptual framework which combined the definitions of quality gurus and the different leadership styles. The finding of this study has contributed to the expansion of theoretical knowledge in the field of quality leadership style. Implications: This paper indicated that the review of the literature regarding what quality gurus define as important relating to leadership. This paper provides the constructs from quality gurus definitions. Novelty: Each leadership styles have many constructs that may or may not be related to quality. Therefore, future studies need to consider what the constructs from those leadership styles are considered effective to quality.

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Kurdyukov, Nikita. "Why Do We Need to Examine Leadership Concepts and Styles in Finance? Literature Overview." Journal of Corporate Finance Research / Корпоративные Финансы | ISSN: 2073-0438 16, no. 4 (January 20, 2023): 135–43. http://dx.doi.org/10.17323/j.jcfr.2073-0438.16.4.2022.135-143.

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In the contemporary world, leadership concepts are associated with managerial literature. As a rule, scholars define a leader as a person with a certain set of positive characteristics that enable them to lead people and contribute to the successful development of a company. However, the concept of financial efficiency has to be factored into the effective developmentof a company. At the same time, personal characteristics of top managers, such as overconfidence, narcissism, excessive risk-taking, usually have a negative connotation in financial literature. This review includes a study of the development of various leadership concepts in management-related literature. The leader’s main personal characteristics are highlighted according to the literature. It also explores the relationship between the concepts of a leader and a manager. The literature devoted to the relationship between the concept of a transformationalleader and company performance has also been studied. The key conclusion of this literature review is that certain personal characteristics of top managers can have a positiveeffect on a company’s performance if they are considered from the point of view of transformational leadership. This confirms the need for a deeper study of the relationship between managers’ personal characteristics and a company’s financial efficiency, especially in the context of sustainable development and the concept of transformational leadership.

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Koch, Sabine C., Rebecca Luft, and Lenelis Kruse. "Women and leadership – 20 years later: a semantic connotation study." Social Science Information 44, no. 1 (March 2005): 9–39. http://dx.doi.org/10.1177/0539018405050433.

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English We investigated the semantic connotations of the concepts woman, man, leadership, manager and businesswoman (N = 101) on 25-item semantic differentials. Our study was a replication of Kruse and Wintermantel (1986), who had found that the concepts man, leadership and manager formed one cluster, whereas businesswoman and woman each remained separate (woman being particularly far off the main cluster). The authors concluded that leadership was still male. We were now interested in the changes in semantic connotations of those concepts over the last 20 years. In addition to influence of participants' sex, we were also interested in how professionals differed from students in their representations of these concepts. Results suggest that (a) clusters have changed, with manager, leadership and businesswoman now forming the main cluster, and (b) influence of professional status was more pronounced than influence of participants' sex. The observed changes in concepts lead us to the carefully optimistic statement that societal gender roles seem to be changing in the direction of more representational and also more factual gender equality. French Sur un différentiel sémantique de 25 termes les auteurs ont étudié les connotations sémantiques des concepts femme, homme, leadership, manager et femme d'affaires (N = 101). Cette étude est une réplication de celle de Kruse et Wintermantel (1986), qui avait montré que les concepts homme, leadership et manager constituaient un seul groupe, alors que ceux de femme d'affaire et femme restaient isolés (femme se situant particulièrement à l'écart du groupe principal). Kruse et Wintermantel en avaient conclu que leadership restait un concept masculin. Dans cette étude, les auteurs s'intéressent aux changements des connotations sémantiques survenus pendant les 20 dernières années. Au delà de l'influence du facteur 'sexe du participant', ils s'intéressent également aux différentes représentations de ces concepts pour des personnes en activité et des étudiants. Les résultats obtenus suggèrent que (a) les groupes ont changé, le groupe principal comprenant maintenant manager, leadership et femme d'affaire et (b) l'influence du facteur 'statut professionnel' est plus forte que celle du facteur 'sexe des participants'. Les changements observés au niveau des concepts conduisent les auteurs à affirmer, avec un optimisme prudent, que les rôles par genre dans la société actuelle semblent changer et que la tendance est à une égalité de genre au niveau des représentations et donc aussi au niveau des faits.

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Eduardo Vieira Antonini, Carlos. "A IMPORTÂNCIA DA RELAÇÃO ENTRE A LIDERANÇA E A MOTIVAÇÃO NA ORGANIZAÇÃO." Revista Científica Semana Acadêmica 10, no. 225 (September 20, 2022): 1–18. http://dx.doi.org/10.35265/2236-6717-225-12270.

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This article aims to show the importance of the relationship between leadership and motivation in the organization. For that, an explanation was made about the concepts of leadership, its aspects and styles, about the concept of motivation and Maslow's Theories, of the X and Y of Two factors and a description was made with the objective of showing how important and strong it is the relationship between leadership and motivation. From everything that was done described in the final considerations, we demonstrated and concluded why it is so important for the company, whether public or private, to have and understand the importance of the relationship between these two concepts.

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Hamrin, Solange, Catrin Johansson, and Jody L. S. Jahn. "Communicative leadership." Corporate Communications: An International Journal 21, no. 2 (April 4, 2016): 213–29. http://dx.doi.org/10.1108/ccij-05-2015-0025.

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Purpose – The purpose of this paper is to enhance the knowledge of how leadership concepts are embraced by leadership actors and perceived to influence relationships between leaders and co-workers. Specifically, the authors aim to investigate how leaders and co-workers discursively construct the concept of “communicative leadership” and its practices and perceive that communicative leadership influences relationships, work processes, and agency. Design/methodology/approach – The authors analyzed interviews with leaders and co-workers in two Swedish business organizations about their understandings and experiences of leadership. Findings – Communicative processes that enhance co-worker agency, defined as a capacity to act; include: facilitating autonomy, sharing responsibility, and mutual participation. Relational and discursive leadership processes such as responsiveness and dialogue were seen to enhance mutual participation in both organizations. Broader Swedish cultural macro discourses shaped the leader/co-worker relationship, making agency a relational accomplishment rather than an individual phenomenon. Research limitations/implications – This study relies on data from individual and focus group interviews, rather than direct observation of leadership processes. Practical implications – Findings suggest that organizations would benefit from making explicit their goals and expectations for communicative leadership in their respective social and cultural contexts. Originality/value – The authors provide new theoretical and empirical knowledge of leaders’ and co-workers’ discursive construction of a leadership concept; leadership communication research in the Swedish context; empirical research on communicative leadership as an empowering form of leadership communication; and how leadership communication discourse on a micro level is connected to organizational and macro-social cultural levels.

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Parta, Ida Bagus Made Wisnu, I. Nyoman Suarka, I. Wayan Cika, and Made Suastika. "Implementation of Nawa Natya and Servant Leadership in Relevance Modern Leadership." Journal of Humanities and Social Sciences Studies 3, no. 8 (August 30, 2021): 40–46. http://dx.doi.org/10.32996/jhsss.2021.3.8.5.

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Leadership is a broader definition than power because leadership is an effort to influence people, not just doing what the leader wants, but to achieve the government or organization's goals or objectives. Thus, Nawa Natya and servant leadership concepts are used as guidelines to become a good and exemplary leader. The concept of Nawa Natya and servant leadership aims to improve the quality of a leader who excels in leading a government or organization to survive and compete in the future. Based on several leadership types, the type of leadership that is autocratic and democratic is beneficial in being applied in government and organizations. The type of leadership works hard and thoroughly and can work together to advance the government and organization according to the expected goals and objectives. Nawa Natya concept is very relevant to apply when governing the kingdom. The concept of servant leadership is relevant to managing government, organization, or company. Everyone who serves is not always a subordinate or servant, but with the concept of Nawa Natya and servant leadership, everyone must have a service spirit. Moreover, being a leader, having a firm and wise attitude, and having a leadership spirit to serve to get sympathy and support from subordinates and the community. Servant leadership realizes that he is in charge of serving to bring a group to grow better than before.

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Ksykiewicz-Dorota, Anna. "Nurse – leader or manager?" Pielegniarstwo XXI wieku / Nursing in the 21st Century 14, no. 52 (2015): 61–63. http://dx.doi.org/10.12923/p21w-2015-3/34.

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This research paper discusses the idea of leadership. The author pays special attention to leadership in nursing. The study is also an attempt at organizing the concepts related to the above-mentioned problem. The issue of leadership remains to be one of the most complex problems in the field of management as such. With approximately 35.000 definitions of the concept of leadership and a whole abundance of theories presented by researchers, it remains to be a really complex issue.

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Esposito, Maurizio, and Sara Petroccia. "Educational leadership across cultures." Geopolitical, Social Security and Freedom Journal 5, no. 1 (June 1, 2022): 16–39. http://dx.doi.org/10.2478/gssfj-2022-0002.

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Abstract The goal of this article is to introduce a reflection on leadership in the educational context. Our reasoning will start from the concept of group in its sociological meaning, from Donati (2021) to Goffman (1959) passing through Tuckman’s five stages of group development (1977). In this way, we will argue about the idea of leadership, more in detail on an important element in which the educational leader acts: the culture at all its different levels:, that of the school and then that of the community, which represents a crucial junction for its influence on the way of conceiving educational systems (paragraph 2), the term used to designate the holder of leadership is educational leader, meaning the one who coordinates and manages tasks within an educational context (paragraph 3). The choice that inspires our approach to leadership concept is, from one hand to frame the theme in its transcultural perspective, we believe that any educational context today can only be conceived as an international and global theater, regardless of the origin of the actors and the audience that are there. In addition to people and the objects, the way of formulating concepts of use that have multiform tonalities, origins, and heritages, often far from the context in which they appear and act, they are hybrids. On the other hand, schools often experience internationality and globalization very concretely: they host foreign students and participate in international projects of cooperation with other countries (paragraph 4). In our final remarks, we will affirm and demonstrate that the reflections proposed in this pathway on the topic of leadership are intended to signal the importance of laying the foundation for an international content orientation on which the knowledge of the educational leader is based. Therefore, using the concepts that describe intercultural communication, we assume that sociology can undertake a more incisive analysis of the meaning of multicultural societies.

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Saxena, Anurag, Diane Meschino, Lara Hazelton, Ming-Ka Chan, David A. Benrimoh, Anne Matlow, Deepak Dath, and Jamiu Busari. "Power and physician leadership." BMJ Leader 3, no. 3 (July 15, 2019): 92–98. http://dx.doi.org/10.1136/leader-2019-000139.

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Power and leadership are intimately related. While physician leadership is widely discussed in healthcare, power has received less attention. Formal organisational leadership by physicians is increasingly common even though the evidence for the effectiveness of physician leadership is still evolving. There is an expectation of leadership by all physicians for resource stewardship. The impact of power on interprofessional education and practice needs further study. Power also shapes the profession’s attempts to address physician and learner well-being with its implications for patient care. Unfortunately, the profession is not exempt from inappropriate use of power. These observations led the authors to explore the concept and impact of power in physician leadership. Drawing from a range of conceptualisations including structuralist (French and Raven), feminist (Allen) and poststructuralist (Foucault) conceptualisations of power, we explore how power is acquired and exercised in healthcare systems and enacted in leadership praxis by individual physician leaders (PL). Judicious use of power will benefit from consideration and application of a range of concepts including liminality, power mediation, power distance, inter-related use of power bases, intergroup and shared leadership, inclusive leadership, empowerment, transformational leadership and discourse for meaning-making. Avoiding abuse of power requires moral courage, and those who seek to become accountable leaders may benefit from adaptive reflection. Reframing ‘followers’ as ‘constituents or citizens’ is one way to interrupt discourses and narratives that reinforce traditional power imbalances. Applying these concepts can enhance creativity, cocreation and citizenship-strengthening commitment to improved healthcare. PLs can contribute greatly in this regard to further transform healthcare.

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HORVAT, MARJAN. "STUDY OF THE MILITARY LEADERSHIP CONCEPT IN THE SLOVENIAN ARMED FORCES." CONTEMPORARY MILITARY CHALLENGES 2019, 21/4, Volume 2019/issue 21/4 (November 26, 2019): 75–94. http://dx.doi.org/10.33179/bsv.99.svi.11.cmc.21.4.4.

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The main theme of the paper is the Concept of Military Leadership in the Slovenian Armed Forces, which currently represents the highest substantive and guiding normative act in the field of military leadership in the Slovenian Armed Forces (hereinafter referred to as the SAF). Due to the enormous importance of this field in working with people and the aim of influencing the change of the concept, the paper analysed and compared the concepts of military leadership in other selected armed forces and looked for similarities and divergences, especially in two segments - substantive and normative. On the one hand, we have shown the substantive obsolescence and inadequate normative rank of the Concept of Military Leadership in the Slovenian Armed Forces and, on the other hand, the necessity of substantive updating with concrete proposals and arguments for the development of the Doctrine of Military Leadership in the SAF. Key words Leadership, armed forces, Concept of Military Leadership in the SAF

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Hategan, Vasile-Petru, and Camelia-Daniela Hategan. "Sustainable Leadership: Philosophical and Practical Approach in Organizations." Sustainability 13, no. 14 (July 15, 2021): 7918. http://dx.doi.org/10.3390/su13147918.

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The contemporary leadership concept manifests trends of continuous improvement, which is why this paper is an approach to the field from the perspective of philosophical counseling practices, different from current training and development programs for managers. Thus, the new opportunities are identified, which can join business education and personal development programs for leaders. The paper analyzes the characteristics of coaching studies compared to those of philosophical counseling applied in organizations, using the concept of philosophical leadership in order to identify the existence of interdisciplinary links between the two fields. The intensity of these links was studied through the bibliometric analysis performed on the concepts of leadership and philosophy, which were the subject of papers published in relevant journals indexed in the international database Clarivate Analytics–Web of Science Core Collection. The results of the analysis showed a close connection between concepts, which confirms their association. Through the practical applications of philosophy in the leadership, an innovation of the programs takes place of current specialization dedicated to leaders, which contain tools and methods that can be taken from philosophical practices, to achieve high-performance leadership programs. The concept of philosophical leadership can have a sustainable approach which can be included in personal development programs addressed to leaders, and will be delivered in the form of leader service packages, in which other specialists can participate, such as philosophical counseling, who can be successfully involved in the development of the leadership training program (LTP).

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Vikhanskiy, Oleg S., and Araksya G. Mirakyan. "New Millennium: Managerial Anomalies and Contemporary Leadership Concepts." Russian Management Journal 16, no. 1 (2018): 131–54. http://dx.doi.org/10.21638/11701/spbu18.2018.106.

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Makhova, Halyna, and Kyrylo Zastavskyi. "Evolution of the concepts of leadership in entrepreneurship." Economy and Entrepreneurship, no. 46 (June 3, 2021): 4–16. http://dx.doi.org/10.33111/ee.2021.46.makhovah_zastavskyik.

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Krispin, Keith R. "Book Review: Introduction to Leadership: Concepts and Practice." Christian Education Journal: Research on Educational Ministry 6, no. 2 (November 2009): 428–32. http://dx.doi.org/10.1177/073989130900600223.

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STRACHAN, JANE. "Feminist Educational Leadership: Locating the concepts in practice." Gender and Education 11, no. 3 (September 1999): 309–22. http://dx.doi.org/10.1080/09540259920609.

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Schriesheim, Chester A. "Substitutes-for-leadership theory: Development and basic concepts." Leadership Quarterly 8, no. 2 (January 1997): 103–8. http://dx.doi.org/10.1016/s1048-9843(97)90009-6.

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Mrkonjic, Linda, and Sean C. Grondin. "Introduction to Concepts in Leadership for the Surgeon." Thoracic Surgery Clinics 21, no. 3 (August 2011): 323–31. http://dx.doi.org/10.1016/j.thorsurg.2011.04.001.

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Journal articles on the topic 'Leadership concepts'

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