Relevant bibliographies by topics / Leadership style

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Leadership style'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 October 2023

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Journal articles on the topic "Leadership style"

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Nurananda, Nurananda, Taufiqurrahman Taufiqurrahman, Intan Nurfadilah, Hasyim Asyari, and Sita Ratnaningsih. "Educational Leadership Style in The Novel Merindu Baginda Nabi by Habiburrahman El-Shirazy." Jurnal Inovasi Pendidikan MH Thamrin 6, no. 2 (December 31, 2022): 90–97. http://dx.doi.org/10.37012/jipmht.v6i2.1296.

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The purpose of this study is to find out what leadership styles are in the novel Merindu Baginda Nabi. The background of this research is to examine what leadership styles are contained in the novel Merindi Baginda Nabi and how to practice them. The method used in this study is a qualitative type of literature (library research), which is a type of research that refers to the literature of literature such as book literature, articles and e-journals. The results show that there are 9 leadership styles in the novel Merindu Baginda Nabi by Habiburrahman El Shirazy, namely: Supportive Leadership Style, Democratic Leadership Style, Educational Leadership Style, Persuasive Leadership Style, Innovative Leadership Style, Motivative Leadership Style, Charismatic Leadership Style, Fatherly Leadership Style , and Participatory Leadership Style. Because novels can be an educational tool or facility in the process of leadership formation, with novels leaders can learn a lot about leadership styles.
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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.

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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.
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Fatima Saddique and Dr. Bushra Inayat Raja. "A Study of Leadership Styles of Female Elementary School Principals in Rawalpindi Pakistan." sjesr 6, no. 1 (February 2, 2023): 1–8. http://dx.doi.org/10.36902/sjesr-vol6-iss1-2023(1-8).

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The research investigated the leadership styles of the female school principals. The population was 32 elementary school principals in total in Rawalpindi city of Pakistan. The quantitative research design was utilized by the researchers. For the data collection, a five-point Likert scale questionnaire was used. It was Leadership styles questionnaire 5X rater developed by Northouse in 2008. It was used to measure the Democratic Leadership Style, Authoritarian Leadership Style, and Lassies faire leadership Style. Descriptive and statistical methods were used to analyse the data. The results showed that among the total of 22 school principals, 16 were practicing democratic leadership style, 4 school principal were practicing authoritarian leadership style, 1 female principal was practicing both democratic and authoritarian leadership style and further, 1 school principal was practicing laissez-fare leadership style. Moreover, the results showed that the leadership style that is emerging as the most popular leadership style among the female school principals as compared to the authoritarian and laissez faire leadership styles at elementary school level was democratic leadership styles. It was also confirmed that the female school principals were democratic leaders.
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Yu, Hui‐Chun, and Peter Miller. "Leadership style." Leadership & Organization Development Journal 26, no. 1 (January 2005): 35–50. http://dx.doi.org/10.1108/01437730510575570.

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Syugiarto, Syugiarto, and Nasir Mangngasing. "GAYA KEPEMIMPINAN PRESIDEN INDONESIA." Citizen : Jurnal Ilmiah Multidisiplin Indonesia 2, no. 1 (December 16, 2021): 29–38. http://dx.doi.org/10.53866/jimi.v2i1.26.

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This study examines the leadership styles of seven Indonesian presidents, from President Soekarno to President Joko Widodo. The method used in this study is a literature review. The theory used in this study is the theory proposed by Northouse (2016) which explains 15 leadership styles, namely: Trait Approach, Skill Approach, Behavioral Approach, Situational Approach, Path-Goal Theory, Leader-Member Exchange Theory, Transformational Leadership, Authentic Leadership, Servant Leadership, Adaptive Leadership, Psychodynamic Approach, Leadership Ethics, Team Leadership, Gender and Leadership, and Culture and Leadership. The results of this study indicate that the leadership styles shown by the seven Indonesian presidents are different from one another. President Soekarno is identical with the Trait Approach leadership style, President Soeharto with Path-Goal Theory leadership style, President BJ Habibie with Behavioral Approach leadership style, President Abdurahman Wahid with Skill Approach leadership style, President Megawati Soekarno Putri with Gender and Leadership leadership style, and President Joko Widodo with the leadership style of Servant Leadership
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SHUJAAT, JAWWAD MUHAMMAD, MUHAMMAD NAVEED RIAZ, and HUMAIRA YASMIN. "Impact of Decision-Making Styles on Leadership Styles in Business Managers." International Review of Management and Business Research 10, no. 1 (March 8, 2021): 208–15. http://dx.doi.org/10.30543/10-1(2021)-17.

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The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwise Regression analysis demonstrated impact of decision styles on leadership styles. Rational and intuitive decision style displayed positive effect and avoidant decision style displayed negative effect on transformational leadership style. Rational, intuitive, and dependent positively predicted transactional leadership style. Avoidant decision style displayed positive effect whereas rational and spontaneous decision style showed negative effect on laissez faire leadership style. The study shed light on the fact that the decisions of the leaders can be used as determining factors to assess their leadership in the business organizations. Keywords: Decision Making Styles, Leadership Styles, Business Managers.
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LIBIA, P. "Impact And Influence Of Leadership Style And Their Relationship In Corporate Hospitals With Reference To Chennai Hospitals." Restaurant Business 118, no. 11 (November 22, 2019): 323–32. http://dx.doi.org/10.26643/rb.v118i11.10038.

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The purpose of this study was to examine the relationships on leadership styles (transformational leadership style, transactional leadership style and laissez-faire leadership styles), and their practices in Chennai corporate hospitals. The success Organizational is too achieving its goals and objectives depend on the leaders of the organization and their leadership styles. The study revealed that the transformational leadership style has a significant, positive relationship on the leadership styles. However, we found that the transactional and laissez-faire leadership styles have a negative relationship to hospital management practices. Based on the results, it is recommended that hospitals recruit leaders with transformational style, and also hold seminars to train current leaders to become more transformational.
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Amina, Jangu Alhassan. "Leveraging Leadership Style amid Crisis: Submitting Interleadership Style as a New Tool for Quality Decision-making." International Journal of Interdisciplinary Research Methods 9, no. 1 (January 15, 2022): 1–15. http://dx.doi.org/10.37745/ijirm.14/vol9n1pp115.

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There has been significant interest in the quality of decision-making in recent times. Decision-making is spearheaded by leadership, and leadership styles propounded by different scholars have been evolving. Therefore, providing quality leadership amid crises and pandemics gives rise to the exploitation of new ways of leadership style. The author assesses and draws from different leadership styles to form a leadership style called Interleadership. It is the hope of the author that the Interleadership style, will yield maximum benefits to leaders during crises and normal times as well. The author applied a desktop study design and used a maximum variation purposive sampling technique to select fourteen leadership styles for the study. unlike other leadership styles where perspectives to tackle problems from outside the usual boundaries are considered a solution, the Interleadership style synthesizes leadership styles to develop a new perspective to leadership during crises and regular times.
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Dr. C. SWARNALATHA, Dr C. SWARNALATHA, and T. S. PRASANNA T.S. PRASANNA. "Leadership Style and Employee Engagement." International Journal of Scientific Research 3, no. 4 (June 1, 2012): 259–61. http://dx.doi.org/10.15373/22778179/apr2014/90.

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Abdullahi, Ahmed Zakaria, Ebenezer Bugri Anarfo, and Hod Anyigba. "The impact of leadership style on organizational citizenship behavior: does leaders' emotional intelligence play a moderating role?" Journal of Management Development 39, no. 9/10 (November 24, 2020): 963–87. http://dx.doi.org/10.1108/jmd-01-2020-0012.

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PurposeThe study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.Design/methodology/approachQuestionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).FindingsThe results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.Research limitations/implicationsAn examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.Practical implicationsIn general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.Originality/valueThis study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.
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Dissertations / Theses on the topic "Leadership style"

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Bond, Cheryl A. "Leadership training, leadership style and organizational effectiveness." Thesis, Boston University, 2007. https://hdl.handle.net/2144/31961.

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Thesis (Ed.D.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
There is a well-documented shortage of competent leaders in American corporations today due in part to the fact that leadership has been traditionally conceptualized as an individual-level skill. Accordingly, development is believed to occur primarily through training to improve individual skills and abilities (Day, 2000). These approaches have failed to see that leadership is at its essence a complex interaction between the designated leader and the social and organizational environment (Fiedler, 1996). Corporate educators need to recognize this interaction and begin to focus on holistic training and development models that address the interpersonal and social leadership behaviors required for future success. The purpose of this study was to explore the relationship between a relatively new kind of leadership training based on the Health Realization/State of Mind understanding and organizational performance. It was a mixed methods design incorporating interviews with a number of leaders from a particular business area in the organization, work environment surveys, employee opinion surveys, and organizational performance measures. An analysis of the results showed that the behavior of the leaders did indeed change, but the leaders attributed those positive changes to a combination of the leadership training, the influence of a transformational leader, and a shift in the cultural norms that improved the work environment. A comparison of the employee opinion and work environment surveys showed a noticeable difference in the quality of the work environment and overall job satisfaction between the subject business area and the rest of the organization. The organizational performance indicators, sales, income, and cost of poor quality indicated improvements as well.
2031-01-02
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Ruiz, Ernesto. "A study on cultural flexibility, leadership style, leadership style flexibility and leadership style effectiveness among Mexican-American principals in Northern California." Scholarly Commons, 1995. https://scholarlycommons.pacific.edu/uop_etds/2795.

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The purpose of this study was to examine the relationship among cultural flexibility, leadership style, leadership style flexibility and leadership style effectiveness among Mexican-American principals in Northern California. Three instruments were utilized to collect quantitative self-perception data from principals regarding these variables. Qualitative data was collected through interviews to elicit information that might not be provided through the surveys. Two additional questionnaires were utilized to validate principals' self perceptions and to strengthen the overall research design. Instruments were mailed out to 105 Mexican-American elementary and secondary principals in Northern California. Forty-three subjects returned and completed all three questionnaires. Completed surveys were also received from 16 supervisors and 59 teachers. Fifteen principals were randomly selected for the follow-up interviews and 10 were actually interviewed. The study contained six major hypotheses and nine research questions. The results of this study indicated that the predominant leadership style among Mexican-American elementary and secondary school principals is high supportive, low directive. These principals also scored in the average range of leadership style flexibility and effectiveness. Findings further revealed that 37% of the Mexican-American principals possessed a high or very high degree of cultural flexibility, 46% a moderate degree of cultural flexibility and 17% a low or less than average degree of cultural flexibility. This data demonstrated that 37% of the principals in this study possessed a "mostly modern" orientation, 22% possessed a balanced orientation and 51% possessed a "mostly traditional" orientation. The hypotheses in this study were rejected. The findings did not reveal a positive correlation between principals' cultural flexibility scores and their leadership style, leadership style flexibility and effectiveness. The interview qualitative data, however, indicated that a majority of principals interviewed perceived that cultural flexibility does influence their leadership style and leadership effectiveness, particularly as it relates to communicating with students and parents, working with teachers, and possessing a broader sensitivity and understanding of educational issues in multicultural school environments. Considering the mixed findings and conclusions emerging from the quantitative and qualitative data, this study is an important first step in the investigation of the relationship between cultural flexibility and leadership in educational settings. This study provides recommendations for further inquiry and suggests implications for administrator preparation.
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Hassan, Sarah. "Women's Leading Their Way in Leadership." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45589.

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In the last twenty years, researchers could not fully reach an agreement of whether female and male leaders have similar or dissimilar leadership approaches. Nevertheless, there is a body of research driven with prophecies that women leaders have variant leadership styles.   This research is about women styles in leadership with focus on effective behaviours and qualities, as well as, the developed interpersonal skills adopted by a proportion of women leaders, which have positive impact on subordinates.    The study is conducted to generate my own understanding of some women perceptions of leading in a different way and the vindications of these perceptions. It is based on qualitative methods, deductive and inductive approaches are used for analysis.   Eight interviews was undertaken to complete the study. The interviewees were selected for the reason of being leaders who have experienced and practice leadership throughout their professions.   Last part of the thesis is not a summary of previous chapters but rather testing my fulfilment in answering the strategic main question. I will share my perception of women ways in leading. The reader would be introduced to the latest studies and horizons of the theme under study.
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Tolymbek, Almaz Karim. "Political Leadership Style in Kazakhstan." Kent State University / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=kent1185826303.

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Khan, Arsalan. "Management and Leadership Style: Is Style Influenced by Engineering Education?" TopSCHOLAR®, 2017. http://digitalcommons.wku.edu/theses/1976.

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Leadership Development Programs (LDPs) programs are employed by firms globally in different multiple manners that are aimed at accelerating the development and growth of highly capable candidates. Among these candidates, depending on the particular LDP, may be those possess engineering skills typically afforded through engineering education as measured by completion of an engineering degree. Infrastructure reductions might be afforded corporations if multiple LDPs could be supplanted with one program such as an Engineering Leadership Development Program. In practice, however, economic constraints limited the total sample population of this category to 67 (48 with engineering degrees and 15 without). Employing SPSS Sample Power 3, based on the pilot testing for CPMs, 113 subjects per group (with and without engineering degrees - totaling 226) would be required to yield a power of 80%, and of the 350 received completed surveys received, CPMs meeting the desired criteria accounted for only 63 (18%) of the total number of rated organizational leaders. Consequently, while all testing included the CPM group, the scope was expanded to also include managers with and without PMI certifications as well as managers with and without engineering degrees. The first research hypothesis was Ho: There is no affiliation amongst Transformational Leadership (TL) and engineering education. Thus, the author’s aim is to determine the role, if any, that engineering education plays in perceived leadership style as exhibited by CPMs and non-CPMs holding engineering degrees (e.g. EE, ME, IE, etc.) versus the same without engineering degrees. A secondary goal is to determine, within the management category, which style (transformational or transactional) serves as the dominant style of leadership. With this in mind, the independent variable, CPMs with and without engineering degrees, was operationally defined consistent with this Project.
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De, Ciantis S. M. "The relationships between leadership style, cognitive style and learning style : An exposition of management style dimensions." Thesis, University of Hertfordshire, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.384474.

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Pieters, Ryno. "The influence of leadership style on innovation." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/64911.

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Innovation is an important aspect of organisational survival and competitiveness. It has been found that leadership has a profound influence on innovation outcomes. However, the innovation process is complex and leading in a complex, dynamic and adaptive environment makes it even more so. Thus, the efficacy of three leadership styles, authentic leadership, complexity leadership and contextual intelligence were tested and compared on exploitive and exploratory innovation, within the South African context. This research found that complexity leadership and contextual intelligence both grounded in non- Newtonian paradigms had the greatest positive influence on exploitive and exploratory innovation outcomes.
Mini Dissertation (MBA)--University of Pretoria, 2017.
pa2018
Gordon Institute of Business Science (GIBS)
MBA
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Dale, Judith A. (Judith Anne). "Relationship Between Coaches' Leadership Style and Burnout." Thesis, North Texas State University, 1987. https://digital.library.unt.edu/ark:/67531/metadc504017/.

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The purpose of the present study was to examine the relationship between leadership behavior and perceived burnout of coaches. Head coaches from high schools and from Southeast and Southwest Conference universities were included in the sample (N=302). Coaches completed the Maslach Burnout Inventory (MBI), Leader Behavior Description Questionnaire, Social Desirability Scale and a demographic data sheet. Coaches were separated into two leadership behavior groups and classified as Consideration or as Initiating Structure. It was predicted that coaches in the Consideration Group would have a higher level of perceived burnout. A multivariate analysis of variance was conducted and indicated significant differences in four subscales of the MBI. Specifically, coaches in the Consideration Group scored significantly higher in the frequency and intensity dimension of the emotional exhaustion and depersonalization subscales (p<.001).
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Lilly, Vivian Collette Foreman. "Learning Style and Leadership Style: Determinants of Instructional Strategies in Nursing Education." Thesis, University of North Texas, 1990. https://digital.library.unt.edu/ark:/67531/metadc331764/.

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The problem of this study was to describe and compare the relationship of learning style and leadership style upon the selection of instructional strategies by nursing educators in associate and baccalaureate degree nursing programs. Data were collected using Kolb's Learning Style Inventory, Hersey and Blanchard's Leader Effectiveness and Adaptability Description, a researcher-developed Instructional Strategies Inventory, and the Personal Data Form. It was found that leadership style was highly correlated between the associate degree and baccalaureate degree faculty groups. More of the associate degree faculty members had basic leadership styles of Low Relationship/Low Task and High Task/Low Relationship. Most of the baccalaureate faculty members had Low Relationship/Low Task leadership styles. The following conclusions were developed: (a) Nursing faculty in associate and baccalaureate degree programs have similar learning and leadership styles; (b) nursing faculty tend to use the traditional instructional strategies such as lecture, discussion, and case studies at the same frequency of use? and (c) the selection of instructional strategies in nursing education may be affected by variables other than the instructor's learning and leadership styles. In view of the findings of this study, the following recommendations for further study appear to be warranted, (a) Further research should be conducted to determine the effectiveness or ineffectiveness of identified instructional strategies in nursing education, and (b) more research should be done to identify creativity in the selection of instructional strategies in nursing education. The following implications are suggested from an analysis of the data: (a) Although faculty characteristics are rarely a determining factor in the design of a nursing curriculum, they must be taken into account when selecting instructional strategies, and (b) the apparent lack of diversity in instructional strategies utilized in the classroom setting emphasizes the need for faculty to expand their knowledge base in this area.
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Wilson, Jacquelyne L. "The Relationship Between Leadership Style and Cognitive Style to Software Project Success." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6150.

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Project managers can be change agents providing direction and motivation for subordinates to meet and exceed goals; however, there is a lack of information about the soft skills needed to achieve project success. Understanding the relationship between cognitive style and transformational leadership to software project outcomes is important. This study describes the lived experiences of software project managers by focusing on their attitudes towards, perceptions of, and behaviors related to using transformational leadership and cognitive styles in agile software development environments. Husserlian phenomenological design was used to identify the structure of participants' experiences. The naturalistic decision-making model and the theory of constraints were a framework for the study. Software project managers identified as transformational leaders were selected from government agencies and commercial companies. Prior to being interviewed, individuals completed the Cognitive Style Indicator. In-depth, semistructured interviews and member checking were used for data collection. Qualitative, phenomenological analysis was used to code the interview data and identify thematic response categories. Results indicated that transformational leaders possessing a planning or creating cognitive style stimulate an environment with an uplifting work atmosphere in which team members are fulfilled and product development outcomes are successful. The implications for positive social change include broadening project managers' leadership and decision making regarding overall project success and leading executives to reexamine the leadership and decision-making styles of their managers resulting in their organizations' prosperity, employee effectiveness, and cost containment.
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Books on the topic "Leadership style"

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Kohler, Reinhold. Optimization of Leadership Style. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-11426-8.

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Rotemberg, Julio. Leadership style and incentives. Cambridge, Mass: Sloan School of Management, Massachusetts Institute of Technology, 1991.

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1966-, Bosse-Smith Loraine, ed. Leveraging your leadership style. Nashville, TN: Abingdon Press, 2008.

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1966-, Bosse-Smith Loraine, ed. Leveraging your leadership style. Nashville, TN: Abingdon Press, 2007.

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Youssef, Michael. The leadership style of Jesus. Wheaton, Ill: Victor Books, 1986.

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The communication of leadership: The design of leadership style. London: Routledge, 2007.

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Ridge, Warren J. Follow me!: Business leadership Patton style. New York: AMACOM, 1989.

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Norma, Barr, ed. The leadership equation: Leadership, management, and the Myers-Briggs : balancing style = leadership enhancement. Austin, Tex: Eakin Press, 1989.

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Dulewicz, Vic. Personality, competences, leadership style and managerial effectiveness. Henley-on-Thames: Henley Management College, 1992.

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Newman, D. R. Feminine leadership: the style of the future. Oxford: Oxford Brookes University, 1996.

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Book chapters on the topic "Leadership style"

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Ytterstad, Stig, and Johan Olaisen. "Learning Style: An Analysis." In Learning Transformational Leadership, 153–68. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-21824-8_9.

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Rees, W. David, and Christine Porter. "Managerial and Leadership Style." In Skills of Management and Leadership, 82–106. London: Macmillan Education UK, 2015. http://dx.doi.org/10.1007/978-1-137-32562-4_4.

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Burton, Richard M., and Børge Obel. "Leadership and Management Style." In Information and Organization Design Series, 87–126. Boston, MA: Springer US, 2004. http://dx.doi.org/10.1007/978-1-4419-9114-0_3.

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Burton, Richard M., and Børge Obel. "Management and Leadership Style." In Information and Organization Design Series, 83–110. Boston, MA: Springer US, 1998. http://dx.doi.org/10.1007/978-1-4684-0021-2_3.

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Mendez, Elaine Margarita, and Kenneth Kunz. "Identifying Your Leadership Style." In The New Leader's Guide to Early Childhood Settings, 81–92. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003219767-11.

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Young, Aaron J. "Leadership Style in Entrepreneurship." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–11. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-319-31816-5_4204-1.

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Young, Aaron J. "Leadership Style in Entrepreneurship." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 7472–82. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-66252-3_4204.

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Nivedha, E., and M. N. Prabadevi. "Green Entrepreneurial Leadership Style." In Proceedings of the International Conference on Emerging Trends in Business & Management (ICETBM 2023), 353–62. Dordrecht: Atlantis Press International BV, 2023. http://dx.doi.org/10.2991/978-94-6463-162-3_31.

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Kohler, Reinhold. "Leadership in Multicultural Organizations." In Optimization of Leadership Style, 7–21. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-11426-8_1.

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Crosby, Gilmore. "Emotional Intelligence, Crosby Style." In Leadership Can Be Learned, 61–78. Boca Raton, FL : CRC Press, 2018.: Productivity Press, 2017. http://dx.doi.org/10.4324/9781315099293-11.

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Conference papers on the topic "Leadership style"

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Mursidi and R. Iqbal Robbie. "Morning Spiritual Gathering (MSG) Leadership: A New Leadership Style?" In Proceedings of the 6th International Conference on Community Development (ICCD 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccd-19.2019.97.

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Domuschieva-Rogleva, Galina, Viktorija Doneva, and Mariya Yancheva. "MOTIVATION AND LEADERSHIP STYLE OF ATHLETES." In INTERNATIONAL SCIENTIFIC CONGRESS “APPLIED SPORTS SCIENCES”. Scientific Publishing House NSA Press, 2022. http://dx.doi.org/10.37393/icass2022/65.

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ABSTRACT Long-term motivation, perceived motivational climate, and leadership style are factors related to the endurance of load, resistance to stress and sports results. The aim of this study was to reveal the relationships between leadership style, motivational climate, and long-term motivation of athletes differentiated by sex, kind of sport, and sports results. The research was done among 101 athletes practicing team sports (70 men, 31 women) with mean age 20.3 years (±5.4). We used the following questionnaires: Leadership Scale for Sport (LSS), Perceived Motivational Climate in Sport Questionnaire-2 (PMCSQ - 2), and the Test for the study of long-term motivation assessing the long-term goals and prospects. The mastery of motivational climate is strengthened by applying democratic behavior (β=.229*) and structuring of team actions through training and instruction (β=.435**). The performance motivational climate is strengthened by using autocratic behavior (β=.426***) and avoiding: democratic behavior (β=-.459**), and giving positive feedback (β=-.236*). Long-term motivation increases with the dominance of the mastery motivational climate (β=.310**) and decreases with the performance motivational climate (β=-.202*). The obtained results give grounds to assume that the coach’s leadership style plays a significant role in shaping the perceived motivational climate, which determines the level of athletes’ long-term motivation.
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Perrino, Raphael G. "Is JFK-Style Leadership the Catalyst?" In AIAA SPACE 2014 Conference and Exposition. Reston, Virginia: American Institute of Aeronautics and Astronautics, 2014. http://dx.doi.org/10.2514/6.2014-4179.

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Kondrotaitė, Gita, and Aurelija Burinskienė. "APPLYING SUSTAINABLE LEADERSHIP FOR ORGANIZATIONAL CHANGES TOWARD SUSTAINABILITY." In 13th International Scientific Conference „Business and Management 2023“. Vilnius Gediminas Technical University, 2023. http://dx.doi.org/10.3846/bm.2023.979.

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The ability to lead and effectively manage change is one of the most critical factors in leadership. In today’s changes in the economy and social well-being, various leadership styles are being used, which are applied in the context of the processes of today’s globalization. Leadership has become a highly significant concept in the twenty-first-century context. The scientific literature presents and analyses various leadership styles but does not sufficiently provide practical tools to identify the possibilities of human potential and ensure sustainable management. To improve the microclimate and interpersonal trust of the institution, the most crucial role is played by leadership style, change management, creativity, and giving feedback. The article formulates tasks: to reveal the transformation of attitudes toward leadership by comparing the factors of different leadership styles that influence the team’s focus on achieving the sustainable goals set by the organization. The results of the paper show sustainability could be reached in the organization if the organization’s managers apply sustainable leadership practices.
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Hamdi, Sameer, Alaa Jameel, Aram Massoudi, and Abd Rahman Ahmad. "Leadership Styles and organizational citizenship behaviour in secondary schools." In 3rd International Conference on Administrative & Financial Sciences. Cihan University - Erbil, 2021. http://dx.doi.org/10.24086/afs2020/paper.231.

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Leadership style has not been effectively examined in educational institution in developing countries. The purpose of this study is to examine the impact of Leadership styles on organizational citizenship behaviour (OCBs) among secondary school teachers. Based on the review, the study proposed that leadership styles and its components; transformational leadership (TFL) and transactional leadership (TAL) will affect OCBs. Methodology, The population of this study, is secondary school teachers. A stratified sampling technique was deployed to collect 174 responses from eight schools. The findings showed that TFL and TAL have a significant effect on OCBs and TFL highly predicted OCBs than TAL. Decision-makers are advised to implement the TFL and increase the OCBs among Teachers.
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Utica, Doina. "Management style analysis." In Simpozion stiintific al tinerilor cercetatori, editia 20. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/9789975359023.01.

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Managerial activity involves a series of complex activities that are intended to contribute to the efficient conduct of people's efforts in the work process. Carried out by people, leadership ultimately targets man; from the point of view of human relations, to lead means to explain, to influence, to convince, to motivate others to achieve certain goals, through an intelligent use of human effort. The exercise of leadership presupposes the existence of persons who perform personally and in an organized way activities specific to the management process. However, every manager adopts a style that he takes as the key to success in order to maintain or develop a successful team, a good leader or a good functioning of the company's operations.
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Rodić, Marijana, and Slobodan Marić. "Leadership Style and Employee Readiness: the Main Factors of Leadership Efficiency." In 25th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2020. http://dx.doi.org/10.46541/978-86-7233-386-2_30.

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Lestari, Yuni, and Agus Prastyawan. "Leadership Style of Organizational Developers and Builders in Creating Democratic Leadership." In Proceedings of the 1st International Conference on Social Sciences (ICSS 2018). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/icss-18.2018.73.

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de Andreis, Federico, and Federico Leopardi. "SITUATIONAL LEADERSHIP AND ORGANIZATIONAL BEHAVIOR." 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.2020.223.

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In the organizations and their management, an important fundamental role is played by the "leadership style", since administrating the working relationships in complex organizations, influences their final results. The decision-making process, in fact, within the organization is influenced by managerial leadership. Before going into the analysis of the various models through which we can propose to read the phenomenal complexity of leadership within business management, this research aims to identify what is leadership and also the roles and dimensions within an organization. The goal of the analysis is to explore the study of leadership styles, from the more formal and authoritarian to the more participative, and to demonstrate the situational leadership approach, which does not presume a unique approach to every situation in order to be successful.
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Halid, Sopian, Irwan Hadi Dian Istiana, and Syahril. "Leadership Style With Burnout Incident in Nurse." In International Conference of Health Development. Covid-19 and the Role of Healthcare Workers in the Industrial Era (ICHD 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/ahsr.k.201125.039.

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Reports on the topic "Leadership style"

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Denny, Bryan E. Strategic Leadership, Southern Style: Civilian Statesmen in the Confederacy's War. Fort Belvoir, VA: Defense Technical Information Center, March 2013. http://dx.doi.org/10.21236/ada589311.

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Bobula, Katherine. Characteristics of Administrators' Leadership Style in Quality Child Care Centers. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1326.

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Cho, Siwon, and Jane E. Workman. Consumer’s use of information sources by fashion leadership and style of information processing. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-488.

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Magie, Anna A., and Deborah D. Young. Service Learning for University Students: Convergence of Fashion Coursework and Community Service to Develop Leadership and Management Skills Through the Planet Style Project. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-82.

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Thunø, Mette, and Jan Ifversen. Global Leadership Teams and Cultural Diversity: Exploring how perceptions of culture influence the dynamics of global teams. Aarhus University, October 2018. http://dx.doi.org/10.7146/aul.273.

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In the 21st century, business engagements are becoming increasingly global, and global teams are now an established form of organising work in multinational organisations. As a result, managing cultural diver-sity within a global team has become an essential part of ensuring motivation, creativity, innovation and efficiency in today’s business world.Global teams are typically composed of a diversity of experiences, frames of references, competencies, information and, not least, cultural backgrounds. As such, they hold a unique potential for delivering high performance in terms of innovative and creative approaches to global management tasks; however, in-stead of focusing on the potentials of cultural diversity, practitioners and studies of global teams tend to approach cultural diversity as a barrier to team success. This study explores some of the barriers that cultural diversity poses but also discusses its potential to leverage high performance in a global context.Our study highlights the importance of how team leaders and team members perceive ‘culture’ as both a concept and a social practice. We take issue with a notion of culture as a relatively fixed and homogeneous set of values, norms and attitudes shared by people of national communities; it is such a notion of culture that tends to underlie understandings that highlight the irreconcilability of cultural differences.Applying a more dynamic and context-dependent approach to culture as a meaning system that people negotiate and use to interpret the world, this study explores how global leadership teams can best reap the benefits of cultural diversity in relation to specific challenging areas of intercultural team work, such as leadership style, decision making, relationship building, strategy process, and communication styles. Based on a close textual interpretation of 31 semi-structured interviews with members of global leader-ship teams in eight Danish-owned global companies, our study identified different discourses and per-ceptions of culture and cultural diversity. For leaders of the global leadership teams (Danish/European) and other European team members, three understandings of cultural diversity in their global teams were prominent:1)Cultural diversity was not an issue2)Cultural diversity was acknowledged as mainly a liability. Diversities were expressed through adifference in national cultures and could typically be subsumed under a relatively fixed numberof invariable and distinct characteristics.3)Cultural diversity was an asset and expressions of culture had to be observed in the situationand could not simply be derived from prior understandings of cultural differences.A clear result of our study was that those leaders of global teams who drew on discourses of the Asian ‘Other’ adherred to the first two understandings of cultural diversity and preferred leadership styles that were either patriarchal or self-defined as ‘Scandinavian’. Whereas those leaders who drew on discourses of culture as dynamic and negotiated social practices adhered to the third understanding of cultural di-versity and preferred a differentiated and analytical approach to leading their teams.We also focused on the perceptions of team members with a background in the country in which the global teams were co-located. These ‘local’ team members expressed a nuanced and multifaceted perspective on their own cultural background, the national culture of the company, and their own position within the team, which enabled them to easily navigate between essentialist perceptions of culture while maintain-ing a critical stance on the existing cultural hegemonies. They recognised the value of their local knowledge and language proficiency, but, for those local members in teams with a negative or essentialist view of cultural diversity, it was difficult to obtain recognition of their cultural styles and specific, non-local competences. 3Our study suggeststhat the way global team members perceive culture, based on dominant societal dis-courses of culture, significantly affects the understandings of roles and positions in global leadership teams. We found that discourses on culture were used to explain differences and similarities between team members, which profoundly affected the social practicesand dynamics of the global team. We con-clude that only global teams with team leaders who are highly aware of the multiple perspectives at play in different contexts within the team hold the capacity to be alert to cultural diversity and to demonstrate agility in leveraging differences and similarities into inclusive and dynamic team practices.
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Arif, Sirojuddin, Rezanti Putri Pramana, Niken Rarasati, and Destina Wahyu Winarti. Nurturing Learning Culture among Teachers: Demand-Driven Teacher Professional Development and the Development of Teacher Learning Culture in Jakarta, Indonesia. Research on Improving Systems of Education (RISE), November 2022. http://dx.doi.org/10.35489/bsg-risewp_2022/117.

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Despite the growing attention to the importance of learning culture among teachers in enhancing teaching quality, we lack systematic knowledge about how to build such a culture. Can demand-driven teacher professional development (TPD) enhance learning culture among teachers? To answer the question, we assess the implementation of the TPD reform in Jakarta, Indonesia. The province has a prolonged history of a top-down TPD system. The top-down system, where teachers can only participate in training based on assignment, has detached TPD activities from school ecosystems. Principals and teachers have no autonomy to initiate TPD activities based on the need to improve learning outcomes in their schools. This study observes changes in individual teachers related to TPD activities triggered by the reform. However, the magnitude of the changes varies depending on teachers’ skills, motivation, and leadership style. The study suggests that shifting a TPD system from top-down to bottom-up requires differentiated assistance catered to the school leaders’ and teachers’ capabilities.
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Kortantamer, Dicle. Leadership: Responding to complexity. Association for Project Management, May 2019. http://dx.doi.org/10.61175/yccv7570.

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The aim of this case study is to provide a systemic leadership framework for responding to complexity that can support the continued capability development in the transformation portfolios of government. This case study is part of Project X, a broader research programme seeking to generate insights into major government projects and programmes. This qualitative case study has sought to generate insights from project delivery professionals with significant experience in the delivery of the government’s transformation and service delivery portfolios. This research views leadership as an activity, rather than focusing on the competencies or styles of individuals holding leadership positions. This view, based on what the academic literature refers to as leadership-as-practice approaches, accommodates the contributions of the individuals appointed to formal leadership roles while confronting broader, systemic aspects of leadership such as alternative sources of leadership.
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Nightengale, Carol. Leadership Styles and Staff Satisfaction in Four Nursing Homes: Implications for Service Delivery. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.1906.

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Raj, Deepika, and Jung Ha-Brookshire. Holding Hands for Walking or Pushing to Fly? Advisors' Leadership Styles to Train Future Faculty. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1379.

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Matthews, Delisia R., and Nancy Hodges. Swapping Styles: An Exploration of Fashion Leadership, Brands, and Group Membership in the Context of Clothing Swaps. Ames: Iowa State University, Digital Repository, 2013. http://dx.doi.org/10.31274/itaa_proceedings-180814-517.

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