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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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Amaral, Melissa, Ian do Amaral Pimenta, Inara Antunes Vieira Willerding, Cristiano José Castro de Almeida Cunha, and Édis Mafra Lapolli. "Leadership Traits." International Journal for Innovation Education and Research 9, no. 11 (November 1, 2021): 160–72. http://dx.doi.org/10.31686/ijier.vol9.iss11.3482.
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Women are gradually assuming important leadership roles in the social, business and political spheres. For this reason, the difference in leadership style and characteristics of men and women leaders has been the subject of controversial discussions both in society and in academia. Even though it is a current subject, there are few studies in the literature about it. This research aims to identify the characteristics and style of leaders to understand whether gender influences leadership style. For that, an integrative systematic review was developed in the Scopus, Web of Science and Scielo databases, between 2010 and 2020, chosen and analyzed 22 publications. Characteristics and leadership styles of men and women were found and related. It was found that gender may not have a direct influence on the style and characteristics of leaders, as they are influenced by the gender stereotype they assume. A woman can have more masculine style and leadership characteristics if she adopts the male stereotype, and vice versa. The results point to the need for more research on leadership style and gender, especially the development of more comprehensive quantitative studies and also qualitative research that focus on the experience of women and men leaders in organizations.
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Yang, Qifeng, and Xinyi Zhu. "Based on the leadership style of different companies to analyze the advantages and disadvantages of different management styles." BCP Business & Management 31 (November 5, 2022): 508–12. http://dx.doi.org/10.54691/bcpbm.v31i.2670.
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This study aims to analyze advantages and disadvantages of different leadership style. Look into various leadership philosophies and relevant real-life examples online. The author has gathered thorough knowledge on examples of leadership style. This analysis is built on examples of several leadership styles. Different leadership styles have different impacts on enterprises, and the advantages and disadvantages of different leadership styles will also have various of impacts on enterprises. Can also affects employees. Enterprises have appropriate leadership styles at that stage in each stage of development. Enterprises with different development prospects need to have different leadership styles. Only by finding the most suitable leadership style can they develop better. All our preliminary result throw light on the nature of different leadership styles.
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Mushtaq, Asima, and Nair Ul Nisa. "Gender Difference in Leadership: An Empirical Study of Select Banks." Asian Journal of Managerial Science 8, no. 2 (May 5, 2019): 34–39. http://dx.doi.org/10.51983/ajms-2019.8.2.1554.
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The paper seeks to examine the difference in leadership styles between male and female managers. Multifactor Leadership Questionnaire was used as a means of evaluation of the leadership styles. The leadership styles chosen for the study include transformational leadership style, transactional leadership style and autocratic leadership. Three banks viz J&K Bank, SBI and HDFC of Kashmir division of the state of Jammu and Kashmir were selected for the study. The study found that male and female managers varied significantly in exhibiting transformational leadership style. In case of transactional and autocratic leadership styles, no significant difference was found between male and female managers.
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Afshinpour, Saeid. "Leadership Styles and Employee Satisfaction: A Correlation Study." International Letters of Social and Humanistic Sciences 27 (May 2014): 156–69. http://dx.doi.org/10.18052/www.scipress.com/ilshs.27.156.
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The purpose of this quantitative correlation study was to determine the extent to which leadership style preferences correlate with employee satisfaction with supervision among employees and leaders of some companies. This study measured preferences for each of five common leadership styles and examined correlations with measures of employee satisfaction. The styles studied were transactional leadership, transformational leadership, autocratic leadership, charismatic leadership, and situational leadership. Results indicated that each of the five leadership styles has a positive correlation with employee satisfaction, suggesting that the situational leadership style may be the most appropriate style for leaders in some companies.
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Faridah, Ririn, Haris Supratno, and Mudjito Mudjito. "Leadership style of high-achieving school principals in teacher professionalism." Cypriot Journal of Educational Sciences 17, no. 9 (September 30, 2022): 3160–69. http://dx.doi.org/10.18844/cjes.v17i9.6958.
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This study aimed to describe the implementation of leadership styles of High-Achieving School Principals in teacher professionalism. This research was conducted using a qualitative method and a human instrument. The participants consisted of 1 school principal, 4 deputy principals, and 2 teachers. The data were collected using in-depth interviews, observation, and documentation. The obtained data were analyzed using data condensation, display, and verification. The results found that the leadership style of high achieving school principals did not only comply with one leadership style. Relationship-oriented, participatory, transactional, and transformative leadership styles were mostly applied in collaboration. Such collaborative leadership style became a strategic approach in supporting teacher professionalism. Of the four leadership styles, transformative style had been the most dominant style as the principal’s vision gave a positive energy to the teachers in developing their competence. Keywords: leadership, style, principal, teacher, professionalism;
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Yuneti, Army, and Marianita Marianita. "Determinan Gaya Kepemimpinan Kepala Sekolah." Journal of Administration and Educational Management (Alignment) 2, no. 1 (June 30, 2019): 11–29. http://dx.doi.org/10.31539/alignment.v2i1.731.
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This study aims to describe the leadership style in SMA 5 Lubuklinggau, how the determinants of leadership style principles The research method used is descriptive study, observation and documentation, and this study also uses this type of procedure to develop materials. The results of the study, the environment greatly affects the principal's leadership style, with a good environment can support the application of the principal's leadership style. Conclusion, that research is empirical, education and training, intelligence, skills and environment as capital for principals to be able to apply situational leadership styles, situational leadership styles are very relevant characters and personalities that are different from each other.
Keywords: Determinant, Principle Style
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Saputra, Eka, and Sudarwan Danim. "PENGARUH GAYA KEPEMIMPINAN KEPALA SEKOLAH DAN SUASANA KERJA TERHADAP KINERJA GURU." Manajer Pendidikan: Jurnal Ilmiah Manajemen Pendidikan Program Pascasarjana 13, no. 3 (January 25, 2020): 249–59. http://dx.doi.org/10.33369/mapen.v13i3.10174.
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This research aimed at analyzing the effect of leadership style and work atmosphere to the teacher's performance in Public Senior High School State in Bengkulu Tengah Regency. Leadership styles include: autocratic leadership styles, democratic leadership styles, and free leadership styles. Data collection was done using questionnaire. Data were analyzed using multiple linear regression analysis. Prerequisite test used is normality test, linearity test, multicolinearity, and independent test. The results showed that: (1) the autocratic leadership style has no effect to the teacher’s performance with significance test result of 0,05; (2) democratic leadership styles significant impact to the teacher’s performance; (3) free leadership style does not affect to the teacher’s performance; (4) work atmosphere significant impact to the teacher’s performance.
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Anwer, Sanarya Adnan, Ahmed Jawhar Mohammad, Bryar Sami Abdulrahman, Khowanas Saeed Qader, Diyar Abdulmajeed Jamil, Bayar Gardi, and Karkhi Khalid Sabah. "Leading Project teams: The role of leadership styles in dynamic work environment." International Journal of English Literature and Social Sciences 7, no. 6 (2022): 022–28. http://dx.doi.org/10.22161/ijels.76.4.
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The current study aimed to examine the influence of three different leadership style including (authoritarian leadership style, democratic leadership style, laissez faire leadership style on work environment at selected private businesses in Erbil. The current study applied quantitative research method to measure the developed research hypotheses. The study prepared a questionnaire consists of different sections; including questions regarding to the authoritarian leadership, certain questions regarding to the democratic leadership, moreover several questions regarding to the Laissez-Faire leadership styles and lastly set questions about work environment at private businesses. The findings revealed that the most powerful leadership style with associated with work environment was Laissez-Faire leadership followed by democratic leadership style and the lowest value was for authoritarian leadership style.
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Girei, Adamu Ahmed. "Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria." International Journal for Innovation Education and Research 3, no. 12 (December 31, 2015): 101–10. http://dx.doi.org/10.31686/ijier.vol3.iss12.491.
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This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.
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Jama, Ibrahim Aden. "The Effect of School Leadship on Student’s Academic Achievement: Case Study Bosaso Secondary Schools in Puntland." Journal Evaluation in Education (JEE) 4, no. 1 (January 31, 2023): 36–39. http://dx.doi.org/10.37251/jee.v4i1.291.
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Purpose of the study: This study investigated the influence of leadership styles on secondary school student’s academic achievement in Bosaso, Somalia. Tasks were to: explore the commonly used leadership style that can lead to students’ academic performance and to establish the relationship between school heads’ leadership styles and students’ academic performance.
Methodology: This study employed correlation research designed was collected through questionnaires. The data collected were analyzed by using SPSS.
Main Findings: The results established that democratic leadership styles primarily influence students' academic achievement/performance, implying a strong and positive influence and significance of democratic leadership style on students' academic achievement. For the Laissez-faire leadership style, the relationship negatively influenced students' academic performance and was very weak and insignificant. Autocratic leadership style, although the relationship was powerful the relationship.
Novelty/Originality of this study: In this case, it can be concluded that democratic leadership styles primarily influence students' academic achievement/performance, implying a strong and positive influence and significance of democratic leadership style on students' academic achievement.
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Eldad, Rom, and Joy Benatov. "Adult attachment and perceived parental style may shape leadership behaviors." Leadership & Organization Development Journal 39, no. 2 (April 10, 2018): 261–75. http://dx.doi.org/10.1108/lodj-06-2016-0155.
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Purpose The purpose of this paper is to examine the role of both attachment and parental styles in shaping leadership behavioral patterns. Research predictions were that childhood perceived parental experiences will be associated with attachment style, and that both perceived parental and attachment styles will fulfill a significant role in shaping the individual’s leadership orientation in adulthood. Design/methodology/approach The authors tested the research hypotheses with a field survey data from 90 supervisors belonging to diverse industrial and service organizations. During their attendance in a leadership seminar, the managers’ attachment style was assessed using the Experiences in Close Relationship Inventory. They were also asked to report on their childhood experiences using the Parenting Style Index, and to answer questions regarding their leadership behavior, using a short version of the Multifactor Leadership Questionnaire. Findings Results indicated associations between parental style, attachment style, and leadership. Specifically, parental autonomy granting was negatively associated with both attachment anxiety and avoidance. Both transformational and transactional leadership styles were positively associated with parental autonomy, but only transformational leadership was also positively associated with parental involvement. In addition, transactional leadership was positively associated with attachment avoidance in close relationships. Research limitations/implications Testing the contributions of perceived parental style in childhood and attachment style in adulthood to the manager’s manifested leadership style helps to advance our theoretical understanding of important leadership antecedents. The findings may also help practitioners in developing leadership skills and assisting managers in finding ways to moderate their natural tendencies and better depend on, delegate, and empower subordinates. Originality/value This empirical study provides evidence of the important role of perceived parental style in the development of adult attachment and leadership styles. The effects found in the study also extend the existing findings by showing that not only the attachment style but also parental style play a significant role in shaping the individual’s leadership behaviors.
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Mushtaq, Asima, Ishtiaq Hussain Qureshi, and Aakifa Javaid. "Influence of Age and Experience on Leadership Styles." Asian Journal of Managerial Science 8, no. 1 (February 5, 2019): 48–52. http://dx.doi.org/10.51983/ajms-2019.8.1.1448.
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The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and experience transformational leadership style is exhibited more by the managers.
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Mikkelson, Alan C., David Sloan, and Colin Hesse. "Relational Communication Messages and Leadership Styles in Supervisor/Employee Relationships." International Journal of Business Communication 56, no. 4 (January 18, 2017): 586–604. http://dx.doi.org/10.1177/2329488416687267.
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The relational communication messages of intimacy and dominance were used to predict a task and relationship leadership style in supervisors. In the study, 307 participants working in various industries completed measures of relational communication and leadership styles about their direct supervisor. As predicted, intimacy messages were positively related to a relationship-oriented leadership style and dominance messages were positively related to a task-oriented leadership style. Intimacy messages were also linked to a task-oriented style and dominance messages were linked to relationship-oriented style. Regression analysis determined that receptivity/trust was the best predictor of a relationship-oriented style and influence was the best predictor of a task-oriented style. Overall, results demonstrate the need for both intimacy and dominance messages across leadership styles.
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Nguyen, Thanh Hai, Quang Nguyen Van, and Mai Nguyen Thị Tuyet. "An Empirical Study of Principals' Leadership Styles with Faculty Commitment." Emerging Science Journal 6, no. 3 (April 19, 2022): 603–18. http://dx.doi.org/10.28991/esj-2022-06-03-013.
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Objectives: The objectives of this study were to explore the leadership styles of political school principals and the influence of leadership styles on faculty committees, as well as the influence of leadership styles on faculty-directed demographic variables. Methods/Analysis: This study uses a quantitative method to identify the leadership styles that exist in principals of political schools. The collected data is analyzed and processed in the Statistical Package for Social Sciences (SPSS) version 26.0. The available test of Avolio and Bass to explore leadership styles, the test developed by Meyer and Allen is used to measure faculty commitment. Findings: Transformative leadership styles, transactional leadership styles, and laissez-faire leadership styles all have statistically significant positive correlations with faculty commitment. Novelty/Improvement: The laissez-faire leadership style had the strongest influence on faculty commitment, followed by the transformational leadership style. The least influential leadership style was the transactional leadership style. When lecturers have confidence and initiative, being able to make their own decisions and implement them, they will be more creative to achieve leadership performance. The research results are only shown within the provincial political schools of Vietnam. Future studies may select a broader sample of subjects in many educational institutions of a different kind. Doi: 10.28991/ESJ-2022-06-03-013 Full Text: PDF
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Ustafiano, Bintha Ustafiano. "PENGARUH ADANYA GAYA DALAM KEPEMIMPINAN KEPALA SEKOLAH TERHADAP KINERJA GURU." Manajemen Pendidikan 16, no. 1 (June 4, 2021): 57–63. http://dx.doi.org/10.23917/jmp.v16i1.11348.
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Leadership style is a way that a leader in running the organization he leads. Leadership style has an effect on the performance of his subordinates. There are many types of leadership styles that leaders can use such as authoritarian, democratic, and laissez-faire leadership styles. The principal as a school leader should be able to choose a suitable leadership style used to perform school functions well by taking into account the aspects that influence the leadership style. One of the performance that principals need to pay attention is the performance of teachers. Teachers are a very dominant factor in education in general, because teachers hold responsibility in the learning process, where the learning process is at the core of the overall educational process. It is therefore important for principals to choose a suitable leadership style to improve teachers' performance in educating learnersKeywords: Leadership Style, Principal, Teacher Performance
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Tewari, Shweta, Rajashree Gujarathi, and K. Maduletty. "Leadership Styles and Productivity." Asian Social Science 15, no. 4 (March 29, 2019): 115. http://dx.doi.org/10.5539/ass.v15n4p115.
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Leadership styles in today’s world is an increasingly complex and a popular organizational dynamic to work upon. Different leadership styles are appropriate in distinct situations. If an inappropriate style is adopted by the leader, it may pose several challenges for the workers, managers and human resources departments in the planning and execution of work in an organization. Similarly, the satisfaction and performance levels of employees also depend upon the leadership styles adopted by corporate leaders. An appropriate leadership style paves way to delivering successful plans for fulfilling the long-term organizational goals. Little is however understood about which leadership style influence employees the most and how leadership behavior lead to acceptable outcomes. This paper reviews some of the current challenges in organizations which are faced by managers and the productivity levels for the same. This research statistically calculates and analyzes the leadership style of 50 respondents and which category they fall into depending upon their behavioral attributes to deal with people through a survey questionnaire of 25 questions. It further helps us conclude which leadership style is the most relevant for highest level of productivity in telecommuting employees and managers. It also gives an insight on managerial behaviors and relationship of employees and managers in a less formal organizational setup.
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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (May 7, 2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.
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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this paper is to describe school leadership styles and the influence the styles have on school performance. Design/methodology/approach A quantitative approach with a post-positive paradigm was followed. A systematic random sample of 72 secondary schools in KwaZulu-Natal, South Africa, was selected. The Cronbach’s α coefficient, statistical significance (p-values) and effect size (d-values) were calculated, and a factor analysis was conducted. Findings The results show a difference between teachers and principals regarding the transformational leadership style. The principals in the high-performing schools were perceived as less passive-avoidant in practice than those in the low-performing schools. A principal manages and leads a school effectively by applying an appropriate leadership style. Research limitations/implications For future research, it will be advisable to make use of a mixed-method design. Although the Multifactor Leadership Questionnaire addressed numerous aspects of leadership and leadership styles, the “voice” of the respondents lacked. Furthermore, more leadership styles could be investigated in different contexts. Practical implications A chosen principal leadership style is not necessarily the best style for this purpose. School principals and teachers interpret leadership styles differently. Communication is therefore important. Social implications The principal leadership style is not always necessarily the teachers’ and learners’ choice. It is important that schools keep up with a constantly changing world. Originality/value If school principals and teachers agree upon a specific leadership style, there may be better collaboration which enhances better academic performance as well as effectiveness regarding schools.
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Nguyen Hai, Thanh. "Leadership style of the executive committee of the provincial employees' union – research in Vinh Phuc province." Journal of Science Social Science 68, no. 1 (February 2023): 181–95. http://dx.doi.org/10.18173/2354-1067.2023-0019.
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This study investigates the current status of transformational, transactional, and laissezfaire leadership styles in the Executive Committee of the Vinh Phuc Provincial Public Employees' Union. Cluster sampling and questionnaires were used. A total of 194 subjects agreed to participate in a survey by completing a leadership-style questionnaire. The surveyed subjects include some members of the Party Committees of the provincial agencies, members of the Labor Confederation, the Provincial Union of Employees, and 77 affiliated grassroots trade unions. The research results show that the dominant leadership style of the Executive Committee of the Vinh Phuc Provincial Employees' Union is a transformational style, with work motivation, encouragement, and inspiration in order to increase efforts as well. As with the employee's commitment to work, the transactional leadership style is rarely used because the reward mechanism does not become a priority for the Union Executive Committee. The laissezfaire leadership style is almost absent, officials are not completely self-determined, but selfdetermination is based on democratic principles. There is a statistically significant positive correlation between transformational leadership style and transactional leadership style, but the laissez-faire leadership style correlation with other leadership styles is not statistically significant.
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Abdullah, Hasan. "GAYA KEPEMIMPINAN, MOTIVASI KERJA TERHADAP KINERJA KARYAWAN PADA PT. DUA PUTRI CILIWUNG BANYUWANGI." Jurnal Valuasi: Jurnal Ilmiah Ilmu Manajemen dan Kewirausahaan 2, no. 1 (January 20, 2022): 256–66. http://dx.doi.org/10.46306/vls.v2i1.97.
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This studys aim to analyzze the influeence of leadershiip style and work motivatiion on employee performaance of PT Dua Putri Ciliwung Banyuwangi . The study population was all employees of PT Dua Putri Ciliwung Banyuwangi maany as 35 peoples . The method used in this study among others: test validity , reliability , Multiple Linear Regression Analysiis , Multiple coefficient of determination ( R2 ) , F test , t test , test and test Multicolinearity Heteroskidastity . The conclusion of this study is the variable of leadersship stylle and works motivation simultaneeously significantly influence employee performance , while partial leadership style also has a significant influence on the performance of employees of PT Dua Putri Ciliwung Banyuwangi
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Bouwhuis, Stephen. "Leadership Harvard Style." Australian Journal of Public Administration 66, no. 4 (December 2007): 507–11. http://dx.doi.org/10.1111/j.1467-8500.2007.00548.x.
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Bojadjiev, Marjan, Snezhana Hristova, and Ivona Mileva. "Leadership Styles in Small and Medium Sized Business: Evidence from Macedonian Textile SMEs." Journal of Entrepreneurship and Business Innovation 6, no. 2 (August 14, 2019): 1. http://dx.doi.org/10.5296/jebi.v6i2.15266.
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Since leaders can have a strong influence on the employees’ behavior, various approaches have been designed to determine the most effective style of leadership. As a field of study, the review of past research reveals that investigating leadership styles has been mainly focused on large businesses. Despite the great importance of leadership to SMEs, not many studies attempted to explore the leadership style embraced by SMEs, especially within the Macedonian context. The purpose of this study is to explore the presence of different leadership styles (autocratic, democratic and laissez-faire) in Macedonian SME. Moreover, in view of the main research objective, several demographic variables were examined, such as gender, age and working experience as to their relevance for the dominant leadership style, with a special focus on managers of small and medium sized businesses from the textile industry. Using a Leadership Style Questionnaire, the research measured different leadership styles in addition to collecting in-depth demographic data on each of the respondents. The research results have indicated that the democratic leadership is the dominant style of Macedonian textile SMEs.
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Steyn, Renier. "Leadership Styles and Organisational Structure." International Journal of Human Resource Studies 10, no. 3 (July 26, 2020): 98. http://dx.doi.org/10.5296/ijhrs.v10i3.17295.
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Background: In the call for papers to the 18th International Studying Leadership Conference, the organisers present an argument that leadership is place-bound, and ask a very specific question: “Why does leadership style vary from place-to-place?” This article presents a response to the assumption implicit in this question and also answers the following question: “Does leadership style differ from place-to-place?” Theoretical underpinning: The link between leadership styles and organisational structure is implicit, given general systems theory (Von Bertalanffy, 1968). Leadership styles are presented in terms of Pearce, Sims Jr, Cox, Ball, Schnell, Smith and Treviño’s (2003) typology of leadership styles and organisational structure typology, as specified by Mintzberg’s (1992, 2009). Aim: The aim of this article is to present empirical information on the relationship between leadership styles and the organisational structures within which they manifest. This will provide an answer to the question, “Does leadership style differ from place-to-place?” Ultimately, this may contribute to aligning leaders to organisations. Setting: Data was collected from nine medium-to-large sized organisations operating within an urban environment in South Africa. Method: A cross-sectional survey design was used to collect quantitative data on leadership styles. Data on organisational structure was collected by subject matter experts. Analyses of variance were performed to test hypotheses that leadership styles are equal across organisational structures. Results: The measures of leadership styles showed acceptable levels of reliability and evidence of factorial validity. Statistically significant differences between the leadership styles were detected for transformational, transactional, and directive leadership, but not for empowering leadership. Only for directive leadership were these differences practically significant. These results were linked to organisational structure data. Discussion: Although it is not difficult to create hypotheses linking leadership styles with organisational structure, it was difficult to find these differences in the data and to find cases where these hypotheses held across all the organisations. Practical significant differences occurred for directive leadership only. Conclusion: Before asking, “Why does leadership style vary from place-to-place?” this research asked, “Does leadership style differ from place-to-place?” Given this particular sample, and the manner in which place was defined, place does not seem to dictate the leadership style present in a particular environment.
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Chapman, Ann LN, David Johnson, and Karen Kilner. "Leadership styles used by senior medical leaders." Leadership in Health Services 27, no. 4 (October 6, 2014): 283–98. http://dx.doi.org/10.1108/lhs-03-2014-0022.
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Purpose – The purpose of this study was to determine the predominant leadership styles used by medical leaders and factors influencing leadership style use. Clinician leadership is important in healthcare delivery and service development. The use of different leadership styles in different contexts can influence individual and organisational effectiveness. Design/methodology/approach – A mixed methods approach was used, combining a questionnaire distributed electronically to 224 medical leaders in acute hospital trusts with in-depth “critical incident” interviews with six medical leaders. Questionnaire responses were analysed quantitatively to determine, first, the overall frequency of use of six predefined leadership styles and, second, individual leadership style based on a consultative/decision-making paradigm. Interviews were analysed thematically using both a confirmatory approach with predefined leadership styles as themes, and also an inductive grounded theory approach exploring influencing factors. Findings – Leaders used a range of styles, the predominant styles being democratic, affiliative and authoritative. Although leaders varied in their decision-making authority and consultative tendency, virtually all leaders showed evidence of active leadership. Organisational culture, context, individual propensity and “style history” emerged during the inductive analysis as important factors in determining use of leadership styles by medical leaders. Practical implications – The outcomes of this evaluation are useful for leadership development at the level of the individual, organisation and wider National Health Service (NHS). Originality/value – This study adds to the very limited evidence base on patterns of leadership style use in medical leadership and reports a novel conceptual framework of factors influencing leadership style use by medical leaders.
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Singh, Heisnam, S. Keshorjit Singh, and Laishram Singh. "A STUDY ON THE EFFECTIVENESS OF TRANSACTIONAL AND TRANSFORMATIONAL STYLES OF LEADERSHIP." International Journal of Management, Public Policy and Research 1, no. 2 (May 13, 2022): 6–11. http://dx.doi.org/10.55829/010202.
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The paper studies the transactional and transformational styles of leadership and established the effective style that influences organizational effectiveness. It aimed at exploring and elaborating the styles of leadership (Transactional and Transformational) for managing small and medium firms in Manipur during Covid 19 pandemic. The study adopts survey and interview techniques and 98 employees from 25 small and medium firms in Manipur, India are considered as sample. The data are analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. It has been found that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style. On the other hand for every unit increase in transactional leadership style, effectiveness increased by 1.329. The result shows that transformational leadership style is more effective than transactional style in managing the Small and Medium firms in Manipur
This study is an attempt to determine effective leadership style whether transactional or transformational for managing small and medium firms in Manipur during Covid 19 pandemic. A sample of 98 employees from small and medium firms in Manipur was taken for the research using Multifactor Leadership Questionnaire MLQ (Form 5x-Short). The data were analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. The study highlighted that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style as compare to transactional style. However, for every unit increase in transactional leadership style, leadership effectiveness increased by 1.329. The above comparison shows that transformational leadership style is more effective than transactional leadership style in Small and Medium firms in Manipur. This study is an attempt to determine effective leadership style whether transactional or transformational for managing small and medium firms in Manipur during Covid 19 pandemic. A sample of 98 employees from small and medium firms in Manipur was taken for the research using Multifactor Leadership Questionnaire MLQ (Form 5x-Short). The data were analysed using ordinal regression and the spearman correlation coefficient. It has been found that 55% of leadership effectiveness is subject to exhibition of either transactional or transformational leadership style. The study highlighted that leadership effectiveness is increased by 2.213 for every unit increase in transformational leadership style as compare to transactional style. However, for every unit increase in transactional leadership style, leadership effectiveness increased by 1.329. The above comparison shows that transformational leadership style is more effective than transactional leadership style in Small and Medium firms in Manipur.
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Alharbi, Fahad, and Abdoulrahman Aljounaidi. "Transformational Leadership, Transactional Leadership, and Employee Performance." Academic Journal of Research and Scientific Publishing 3, no. 29 (September 5, 2021): 58–69. http://dx.doi.org/10.52132/ajrsp.e.2021.294.
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This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.
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Chalise, Dhan Raj, and Vishal Paudel. "Cultivating Job Satisfaction: Influence of Transactional Leadership in Nepali Commercial Banks." Management Dynamics 26, no. 1 (October 11, 2023): 1–9. http://dx.doi.org/10.3126/md.v26i1.59145.
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The transactional leadership style is a result-oriented approach to providing job satisfaction inside an organization while ensuring productivity. The present study aims to determine the dimensions of transactional leadership styles and the relationship between transactional leadership style and job satisfaction in the context of Nepali commercial banks. This research used a survey design to gather data from one hundred fifteen employees from Nepali commercial banks. The study utilized simple random sampling techniques, and data was collected using a questionnaire that required respondents to rate their level of job satisfaction with dimensions of transactional leadership styles using a five-point Likert scale. The study shows a significant relationship between dimensions of transactional leadership style and job satisfaction in Nepali commercial banks. This study concludes that transactional leadership is the most influencing leadership style for job satisfaction and suggests the exercise of transactional leadership style in Nepali commercial banks.
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Raziq, Muhammad Mustafa, Felipe Mendes Borini, Omer Farooq Malik, Mansoor Ahmad, and Mehwish Shabaz. "Leadership styles, goal clarity, and project success." Leadership & Organization Development Journal 39, no. 2 (April 10, 2018): 309–23. http://dx.doi.org/10.1108/lodj-07-2017-0212.
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Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.
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Sulpakar, Sulpakar, Ridwan Ridwan, Herdian Herdian, Sudjarwo Sudjarwo, and Hasan Hariri. "Exemplary Leadership Style and Other Leadership Styles Associated with Exemplary Practices." International Journal of Education and Information Technologies 16 (January 9, 2022): 81–91. http://dx.doi.org/10.46300/9109.2022.16.9.
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This literature review aims to analyze three research designs, namely quantitative, mixed-method, and qualitative using exemplary leadership diction. The method used is the VoS Viewer bibliometric method to search and, in the end, the authors determine the articles reviewed. The results show that 1) quantitative research designs are confirmatory factor analysis centered on Kousez and Posner's exemplary leadership, 2) mixed methods design studies focus on the Kennedy Leadership Qualities. Kennedy’s five leadership qualify cultural differences: a) making variety a preference, b) getting to knowing personalities and their variations, c) enabling valuable connection, d) liability as an essential advantage, e) mutualism as the ultimate arbiter, and 3) meanwhile, in the qualitative research design, exemplary diction is more heroic, which relies on one role model with all the sacrifices, dedication, risk, and skills to adapt the application of various leadership styles associated with exemplary diction. It is clear that to apply exemplary diction requires sharp intuition of leadership, the intelligence to mix several styles, and the courage to take risks.
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Sarfraz, Haniya. "Differentiated time management skills between leadership styles: simplified with a cross-cultural approach." Development and Learning in Organizations: An International Journal 31, no. 6 (November 6, 2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.
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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultural leadership’s approach to time management is used to highlight and provide simplification for this process. Together, this showcases the importance and need to further investigate the relationship between leadership style, time management, and time conception. Findings This time management differentiation between transformational, transactional, and other leaders needs to be acknowledged, as this will deliver insight about how leaders can advance their leadership style. This differentiation brings greater understanding of the link between leadership and time management thus giving leaders deeper awareness on how they form their groundbreaking strategies and, with the cross-cultural leadership’s time management approach, mold their personal traits and experiences in coordination with this link. Originality/value This review states and highlights the difference in time management skills between nine leadership styles. The cross-cultural leadership approach helps identify three time and behavioral conceptions and the countries to which these conceptions are prominent in. The time conceptions assist leaders in understanding why they portray certain time management behaviors based on their cultural background, thus providing simplification in applying the time management skills for their leadership style.
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Joshi, Bhagyashree Sudhakar. "Leadership Style Paradigm Shift in Hospital Industry: Need of the Day, in Comparison with Hospitality Industry." Journal of Health Management 21, no. 1 (March 2019): 141–53. http://dx.doi.org/10.1177/0972063418822195.
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Importance: Current hospital leaders struggle to find leadership style which is beneficial and suitable to face the challenges present in the organization. Limited literature and lack of evidence on leadership styles related to the hospital and healthcare industry leave them directionless. Scarcity of training from the leadership point of view and lack of leadership models and lack of evidence on ‘which leadership style is most suitable and beneficial’ in the hospital industry, especially in the Indian context, increase the need for the current study. Objective: To understand and compare the leadership styles adopted by the top and middle level leaders from the hospital and hotel industry. Methodology: Quantitative study design, that is, survey, was used in this study. Survey tool consisted of structure items on 10 leadership styles with five-point Likert scale. A total of 41 top and middle level leaders from hospital and hotel industry participated in this study. Results: The study addressed issues pertaining to leadership, suggesting a paradigm change in hospital industry in relation to leadership style. Results showed that male leaders dominated the top and middle level leadership positions in both industries. Hospital leaders were older and more qualified and experienced as compared to those in hotel industry. Leaders reported using all 10 leadership styles from low to high levels. As each leadership style has its own strengths and weaknesses, adopting a combination of multiple leadership styles as per the need strengthens the overall output. Conclusion: Mixed leadership style needs to be adopted by the hospital leaders.
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Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq, and GSK Niazi. "Leadership styles: relationship with conflict management styles." International Journal of Conflict Management 25, no. 3 (July 8, 2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.
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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict management. Those who perceived to exhibit more on transactional style opted for compromising style of conflict management. Whereas, managers perceived to exhibit laissez-faire leadership style adopted avoiding style to manage conflicts with subordinates. Originality/value – Despite the universal acceptance of leadership importance in corporate settings, research so far investigated leadership styles as determinants of conflict management styles are population-specific, including nursing managers (Hendel, 2005), university academic staff (Paul, 2006) and healthcare professionals (Saeed, 2008). Furthermore, the findings in the referred studies are not consistent, and this issue seems to be at an exploratory phase that requires further investigation to establish the relationship. Blake and Mouton (1964) and Rahim (1992) tried to measure the strategies in which individuals typically deal with the conflicts. This approach treated conflict styles as individual disposition, stable over time and across situations. It is argued and supported by literature that leadership styles or behaviors remain stable over time and are expected to be significantly related to conflict management styles (Hendel, 2005).
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AlOqlah, Reema Mahmoud Abod. "The effect of leadership styles on improving communication method among academic administrators." Cypriot Journal of Educational Sciences 16, no. 1 (February 25, 2021): 396–410. http://dx.doi.org/10.18844/cjes.v16i1.5539.
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This study aimed at exploring the effect of leadership styles on improving communication methods in Saudi universities from the perspective of faculty members. Four-hundred questionnaires were distributed to faculty members in the Saudi universities, 313 questionnaires were valid for analysis. The results showed that the most common leadership style among academic administrators in Saudi universities is the democratic style, followed by the laissez-faire leadership style, while the autocratic leadership style came in the third and last rank. Also, the results showed that one of the most common methods of communication is non-verbal communication related to symbols, movements, and expressions. in addition, the results revealed a significant effect was found positive of democratic leadership style on a communication method and a negative significant effect was found of autocratic leadership style and laissez-faire leadership style on communication method.
Keywords: Leadership style, Communication method, Faculty Members, Academic Administrators
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Alkhasawneh, Fuad S. "The Effect of Leadership Styles of Administrative Leaders on Job Performance Behavior among Staff of Najran University." Journal of Studies in Education 8, no. 1 (February 26, 2018): 107. http://dx.doi.org/10.5296/jse.v8i1.12672.
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The present study is an attempt to investigate the effect of leadership styles of administrative leaders on job performance behavior among staff of Najran University. To achieve the objective of the study, the sample was randomly selected of (117) administrative staff at Najran University. The descriptive approach was adopted in this study, in which the author designed 36-item questionnaire divided into two sections: the first one is leadership style (25) items distributed to three domains (autocratic leadership style, participative leadership style and bureaucratic leadership style), and the second section is job performance (11) items. The questionnaire was applied to the participants after verification of validity and reliability. The study revealed that participative style was high, autocratic style was moderate and bureaucratic style was low. The results showed that there are statistically significant differences in autocratic style (a = 0.05) due to gender in favor of females, while there are statistically significant differences in participative style in favor of males, and no statistically significant differences due to scientific qualification. The results indicated that there are positive correlation between the participative style and job performance and negative correlation between the autocratic style and job performance. The author recommends adopting the participative leadership style in administration due to the positive effects it has on job performance, as well as conducting studies on the common leadership styles in other Saudi universities.
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KUNALAN, HEMATHY, Hairuddin Mohd Ali, and Mohamad Sahari Nordin. "Teachers’ Leadership Styles for Learning and Student Academic Press/Emphasis: A Weird Relationship?" Asia Proceedings of Social Sciences 2, no. 4 (December 4, 2018): 76–80. http://dx.doi.org/10.31580/apss.v2i4.319.
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This study proposed to address two research hypotheses; H1: Coercive (COE) and coaching (COA) leadership styles represent the leadership styles practices of the English subject teachers at the selected national secondary schools in Kuala Lumpur, Malaysia and H2: There is a significant relationship between English subject teachers’ leadership styles practices with the students’ AP/AE in selected national secondary schools in Kuala Lumpur, Malaysia. The results showed that academic press/emphasis (AP/AE) is determined by leadership style practices particularly COA except COE. Interestingly there is strong evidence that almost all English subject teachers from all three selected schools understudy did not exhibit COE leadership style compared to COA which was the most influential predictor. They might probably try to avoid in practicing COE leadership style as this would create reinforcement patterns among the students. For this reason, Bass and Riggio (2006) described COE leadership style as the absence of leadership.
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Afifah, Nur, and Ilzar Daud. "Strategic Leadership Style and Commitment to Service Quality on Services Innovation in Local Enterprise Water Services." GATR Journal of Management and Marketing Review (JMMR) Vol. 3 (3) Jul-Sep 2018 3, no. 3 (September 29, 2018): 143–48. http://dx.doi.org/10.35609/jmmr.2018.3.3(6).
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Objective - This study explores and examines the theoretical framework regarding the influence of strategic leadership styles that include transformational leadership style and transactional leadership styles as well as their influence on commitment to service quality and how leadership style influences service innovation in local enterprise water services. Methodology/Technique - The number of respondents in this study were 120 employees who were selected using a purposive sampling method and were represented by each section relating to the task of serving customers. Structural Equation Modeling (SEM) is used to analyze the research data. Findings - The results show that transformational leadership style has an influence on commitment to services quality and service innovation. Novelty - Likewise, the transactional leadership style affects commitment to services quality, but it does not affect service innovation. Type of Paper: Empirical. Keywords: Transformational and Transactional Leadership Style; Commitment to Service Quality (CSQ); Service Innovation (SI). JEL Classification: M10. M11. M19
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Arisman. "The Effect of Leadership Style and Motivation on Employee Performance." Jurnal Multidisiplin Madani 2, no. 5 (May 29, 2022): 2389–404. http://dx.doi.org/10.55927/mudima.v2i5.388.
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The leadership style in today's development is certainly very necessary, because the leadership style must be able to adapt it, in this article it consists of leadership style variables, motivation and employee performance, using a literature review methodology of about 75 articles, in this case it is found that leadership style has a significant relationship with employee performance, a leader influences employees in carrying out their leadership responsibilities. Communication skills are one of the most important leadership style competencies. Lack of motivation has a negative effect on employee performance. Employee motivation is a problem that many organizations face. Leadership style in communicating with employees affects employee performance. Therefore, researchers should explore the relationship of leadership styles that can be used to increase motivation on employee performance, leadership style and motivation require a better understanding of the strategies needed to improve the performance of their employees.
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Strazovska, Lubomira, and Rozalia Sulikova. "Intercultural Work Environment and Leadership Style." JOURNAL OF INTERNATIONAL BUSINESS RESEARCH AND MARKETING 4, no. 6 (2019): 29–34. http://dx.doi.org/10.18775/jibrm.1849-8558.2015.46.3003.
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The global environment of organizations requires from management to respond promptly to the demands of a changing environment, both external and internal, requiring managers to continually develop their skills, especially in the area of soft skills. The current management of organizations, in an effort to make the most of their employees’ potential, seeks to promote an individual approach to their motivation, expresses an increased interest in employee satisfaction and loyalty, encourages employee involvement in achieving organization goals, seeks to apply W-L-B and more. This requires managers to have a high level of social skills and an appropriate leadership style that considers both the needs of the individual and his cultural background. Highly productive employees are the key to success for all organizations, they are the key to a competitive advantage in the global business world. At present, there is a strong pressure on organizations to behave in the spirit of corporate social responsibility both by senior staff and by the general public. Highly required is a style of leadership that honors basic ethical principles in any country. It should be stressed that there are still organizations that do not respect, for example, the need for ethical leadership, ethical decision-making at all levels of management and all employees. The aim of the paper is to point to preferred leadership styles especially in the younger generation, helping to increase their job satisfaction and productivity, as well as those of managers who will support this effort in a culturally diverse environment. In the submitted analysis of the topic selected scientific methods were applied such as e.g. a critical analysis and synthesis, comparison and deduction.
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Zheng, Junwei, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li, and Bingsheng Liu. "The ambidextrous and differential effects of directive versus empowering leadership: a study from project context." Leadership & Organization Development Journal 42, no. 3 (February 4, 2021): 348–69. http://dx.doi.org/10.1108/lodj-12-2019-0509.
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PurposeThis study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.Design/methodology/approachPolynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.FindingsFour leadership styles were identified, i.e. ambidextrous, delegating, directive and laissez-faire styles. These may be combined with empowering and directive leadership. With regard to (in)congruence, leader–member exchange and project performance improved with ambidextrous style as a form of high–high congruence between empowering and directive leadership compared with laissez-faire style (i.e. low–low congruence). Results were better when a delegating style was combined with empowering leadership at a high level compared with the combination of directive style as directive leadership at a high level. Leader–member exchange was identified to exert a mediating role of the (in)congruence on project performance.Originality/valueThis study confirmed the contingent viewpoint of leadership by identifying distinct leadership styles applied in projects. Furthermore, the co-existence of empowering leadership and directive leadership was examined, and the underlying mechanism between the (in)congruence of empowering and directive leadership and project performance was identified.
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张, 璐. "Emerging Style of Leadership: Paradoxical Leadership." Modern Management 12, no. 04 (2022): 361–71. http://dx.doi.org/10.12677/mm.2022.124050.
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Witton, Frederick, Eziaku Onyeizu Rasheed, and James Olabode Bamidele Rotimi. "Does Leadership Style Differ between a Post-Disaster and Non-Disaster Response Project? A Study of Three Major Projects in New Zealand." Buildings 9, no. 9 (August 28, 2019): 195. http://dx.doi.org/10.3390/buildings9090195.
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Purpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.