Relevant bibliographies by topics / Leadership styles

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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 styles'

Author: Grafiati
Published: 4 June 2021
Last updated: 19 February 2023

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Journal articles on the topic "Leadership styles"

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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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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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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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Skinner, Anita. "Leadership styles." Nursing Standard 32, no. 22 (January 24, 2018): 64–65. http://dx.doi.org/10.7748/ns.32.22.64.s37.

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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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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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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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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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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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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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Dissertations / Theses on the topic "Leadership styles"

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Mack, Corina Joy. "Leadership styles of restaurant managers." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005mackc.pdf.

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Borowa, Agnieszka, and Hani S. Darwish. "IDENTIFYING BUSINESS STUDENTS’ LEADERSHIP STYLES." Thesis, Halmstad University, School of Business and Engineering (SET), 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-841.

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The fact is, no organization has ever become great without exceptional leadership - without leaders who can connect the efforts of their teams to the critical objectives of the organization, who can tap the full potential of each individual on their teams, who can align systems and clarify purposes, and who can inspire trust. The purpose of the study is to investigate and compare what management styles business students from Halmstad University, Sweden, will implement. Moreover, this study shows future leaders work preferences and concerns. As a tool for the findings the managerial grid (founded in 1964 by Blake and Mounton) was incorporated with situational theory (Hersey and Blanchard, 1977). The investigation was conducted applying a theoretical framework to empirical data. By analysing leadership styles and students work preferences, it illustrates the kind of leader a business student will potentially become and which direction he/she may take. Overall, the average of 130 business students from Halmstad University shows that they are going to be a Team Leader, because for them the people’s needs as well as the results of their work are important.

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Usabuwera, Samuel. "Leadership styles in successful schools." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/3640.

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Jones, Wilma Lee. "Leadership Styles and Nursing Satisfaction Rates." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3644307.

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The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.

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Lawyer, K. Amy. "LEADERSHIP STYLES OF STATE EXTENSION SPECIALISTS." UKnowledge, 2018. https://uknowledge.uky.edu/edsc_etds/42.

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Cooperative extension is one of three components, along with teaching and research that form the mission of land grant universities. The focus of extension work is to take knowledge gained through research conducted at the university, and disseminate the information, in a practical manner to the end user. In most instances, extension work revolves around agriculture. Within the extension system are personnel that help to foster this program of educating clientele who work in the agricultural industry. County level agents are in place to teach and address the needs of local constituents, specialists are generally housed at the university campus and are hired for their expertise in a specific field of agriculture, and administrators help to keep the system functioning. Many studies have been conducted on the leadership characteristics of county agents and extension administrators, however the current knowledge base concerning leadership behaviors of extension specialists is lacking. Traditionally, specialists were strictly used as a resource for subject matter information; however, changes overtime to cooperative extension have seen specialists move to a leadership position that involves leading agents groups and conducting programing that directly serves the clientele. With newly acquired expectations to perform in a leadership capacity, yet without training or educational background to ensure these skills, there is potential for complications to arise. Using a mixed methodological approach, this sequential explanatory study was conducted using Burn’s (1978) transformational leadership as a theoretical framework, with the purpose of examining current transformational leadership characteristics among extension specialists in addition to gaining information concerning demographic and professional information pertaining to this group. The sample group consisted of equine extension specialists, an initial survey was sent which contained questions relating to educational background, make-up and tenure of their position, as well as the Multifactor Leadership Questionnaire (MLQ) to analyze self-perceived transformational leadership characteristics. This survey was followed by a voluntary individual interview with the researcher. The purpose of the semi-structured interview was to gain a broader example of the leadership perspectives of this particular group. Although no significant connections could be made concerning demographic information and MLQ leadership scores, the group as a whole registered below average for displaying transformational leadership characteristics, ranking in the 40th percentile for composite MLQ scores compared to the general population. The interview data showed that as a whole there was agreement with the concepts of transformational leadership, however MLQ scores and anecdotal evidence show that practical application of transformational leadership is lacking. Most participants indicated they did not feel prepared for their job, and many indicated that interpersonal relationship skills were used more often than their degree specialization. The findings from this study may help to encourage leadership training focused towards extension specialists, and to emphasize the need for leadership skills within this position.
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Jones, Wilma Lee. "Leadership Styles and Nursing Satisfaction Rates." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1166.

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The purpose of this project was to translate evidence-based literature into policy and practice guidelines in order to improve leadership standards and skills among nurse managers and improve patient outcomes and the quality of care. Guided by the American Nurses Credentialing Center Magnet Model and Lewin's change theory, which sets the framework for creating exceptional nursing leaders, a literature search was conducted from studies ranging from 2010 to 2012 from several databases. Inclusion criteria were based on the presence of one or more leadership styles discussed in the articles and the impact of leadership style on nursing satisfaction. A total of 25 articles were found during the electronic search, but only 7 articles met the inclusion criteria for analysis. The results of this review revealed that transformational leadership enhanced nursing satisfaction rates, while transactional leadership and situational leadership contributed to low levels of nursing satisfaction rates. This project contributes to positive social change for nurse managers because there is limited research available that focuses on leadership styles and its implication for practice. This project will inform the work of nurse managers by illuminating the importance of leadership styles on nursing satisfaction and work environment conditions.
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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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Oyefeso, Adedolapo Ibiyemi. "Leadership Styles and Leadership Effectiveness of Outpatient Physical Therapy Clinic Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3913.

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Outpatient physical therapy clinics (OPTC), like many other healthcare organizations, face an array of challenges in meeting the needs of the growing elderly population. The leadership behavior of OPTC managers is a key component to secure employee loyalty, accommodate increased patient demand, and implement positive organizational change. The purpose of this nonexperimental quantitative survey designed study was to investigate the relationship between the leadership styles perceived by OPTC healthcare managers and nonmanagerial employees, as measured by the Multifactor Leadership Questionnaire Short. The primary research question examined the difference between the OPTC managers' self-perceived leadership style and the nonmanagerial subordinates' perceptions of the manager's leadership style. The theoretical framework was the transformational and transactional leadership theory by Bass. Sampling was random and comprised of a minimal sample of 89 respondents. Data analysis included both descriptive and inferential statistics. Multiple regression analysis and correlations statistical models were used to predict the relationship of the dependent and independent variables. The results of the present study indicated a statistically significant relationship between the leadership style of OPTC managers and job effectiveness. All leadership styles of the OPTC managers were moderately correlated with job effectiveness, whereas passive/avoidant was negatively related to job effectiveness. This study is significant for OPTC leaders in their quest to create a leadership environment that fosters a positive influence on overall job performance and satisfaction among nonmanagerial staff, a formula for growth, and positive social change.
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Jones, David William Ward. "Leadership in colleges of agricultural and life sciences an examination of leadership skills, leadership styles, and problem-solving styles of academic program leaders /." [Gainesville, Fla.] : University of Florida, 2006. http://purl.fcla.edu/fcla/etd/UFE0013806.

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Lawson, Michael A. "Leadership styles in secondary school science teachers /." free to MU campus, to others for purchase, 2004. http://wwwlib.umi.com/cr/mo/fullcit?p3164522.

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Books on the topic "Leadership styles"

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Anne, Lewis. Leadership styles. Arlington, VA: American Association of School Administrators, 1993.

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Lewis, Anne Chambers. Leadership styles. Arlington, VA: American Association of School Administrators, 1993.

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Miskelly, Patrick. An empirical investigation of preferred leadership styles. [s.l: The Author], 1999.

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Liberating leadership: Practical styles for pastoral ministry. San Francisco: Harper & Row, 1986.

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Hughes, Claretha. American Black Women and Interpersonal Leadership Styles. Rotterdam: SensePublishers, 2014. http://dx.doi.org/10.1007/978-94-6209-878-7.

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K, Berry Joyce, and Gordon J. C. 1939-, eds. Environmental leadership: Developing effective skills and styles. Washington, D.C: Island Press, 1993.

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Bell, Gerald D. The achievers: Six styles of personality and leadership. Chapel Hill, N.C: Preston-Hill, 1993.

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Zumitzavan, Vissanu, and Jonathan Michie. Personal Knowledge Management, Leadership Styles, and Organisational Performance. Singapore: Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-287-438-2.

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Managing people at work: Leadership styles and influence strategies. New Delhi: Sage Publications, 1990.

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McChesney, Anita Mary. People or task: Leadership styles of women in Irish politics. Dublin: University College Dublin, 1993.

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Book chapters on the topic "Leadership styles"

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Firth, Miriam. "Leadership styles." In Employability and Skills Handbook for Tourism, Hospitality and Events Students, 325–47. Abingdon, Oxon; New York, NY : Routledge, 2020.: Routledge, 2020. http://dx.doi.org/10.4324/9781351026949-19.

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Gunderman, Richard B. "Styles of Leadership." In Leadership in Healthcare, 65–85. London: Springer London, 2008. http://dx.doi.org/10.1007/978-1-84800-943-1_4.

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Vromen, Ariadne. "Entrepreneurial Leadership Styles." In Digital Citizenship and Political Engagement, 157–89. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-48865-7_6.

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Schafer, Joseph A. "Police Leadership Styles." In Encyclopedia of Criminology and Criminal Justice, 3656–65. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4614-5690-2_385.

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Green, Egan K., Ronald G. Lynch, and Scott R. Lynch. "Leadership Behavior Styles." In The Police Manager, 43–64. Eighth edition. | New York, NY : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315472331-6.

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Kibbe, Melina R. "Leadership Theories and Styles." In Leadership in Surgery, 27–36. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-19854-1_3.

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Kibbe, Melina R. "Leadership Theories and Styles." In Leadership in Surgery, 49–57. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-11107-0_4.

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Stanley, David. "Leadership Theories and Styles." In Clinical Leadership in Nursing and Healthcare, 25–46. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781119253785.ch2.

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De Juan Jordán, Hugo, Daniel Palacios-Marqués, and Carlos Devece. "Leadership Styles and Entrepreneurship." In Contributions to Management Science, 207–18. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-62455-6_15.

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Rabelo, Luis, Charles W. Davis, Ahmed Elattar, and Hamed M. Almalki. "Classification of Leadership Styles." In A Systematic Guide to Leadership Selection Using Total Quality Management Techniques, 13–20. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003321170-2.

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Conference papers on the topic "Leadership styles"

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Paris, Stelian. "LEADERSHIP AND MANAGEMENT STYLES." In 15th International Multidisciplinary Scientific GeoConference SGEM2015. Stef92 Technology, 2011. http://dx.doi.org/10.5593/sgem2015/b52/s23.092.

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Manxhari, Mimoza, Liridon Veliu, and Jetullah Jashari. "Leadership Styles: A Review." In University for Business and Technology International Conference. Pristina, Kosovo: University for Business and Technology, 2017. http://dx.doi.org/10.33107/ubt-ic.2017.262.

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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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Greineder, Michael, and Niklas Leicht. "Agile leadership - a comparison of agile leadership styles." In Enabling Technology for a Sustainable Society. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-362-3.19.

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Leadership has been the focus of research in the social sciences since the early 1930s. However, no generally valid theory exists to date. In recent years, theories relating to agile leadership have also increasingly emerged. The aim of this paper is to give an overview of the current state of research on agile leadership. For this purpose, a systematic literature analysis is conducted. The different terms used in the context of agile leadership are restricted by means of selection criteria. Furthermore, characteristics of agile leadership will be analyzed and consolidated. This results in a catalogue of criteria with which the selected leadership styles. The evaluation shows that there are overlaps in the styles, which also can be identified in the research.
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Ahmadi, Ahmad. "Leadership’s role in business development and organizations competitiveness – Leadership styles and appropriate leadership." In 5th International Conference on New Ideas in Management, Economics and Accounting. Acavent, 2018. http://dx.doi.org/10.33422/5imea.2018.02.50.

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Faas, Travis, and Zhicong Lu. "Leadership Styles of Game Jam Organizers." In ICGJ 2021: Sixth Annual International Conference on Game Jams, Hackathons, and Game Creation Events. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3472688.3472692.

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Malinauskas, Ramualdas Kazemirovich, and Vaidas Vaitkevicius. "Leadership styles of young and adult basketball players." In International Scientific and Practical Conference. TSNS Interaktiv Plus, 2020. http://dx.doi.org/10.21661/r-529917.

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The aim of the study was to study the leadership characteristics of young and adult basketball players. To achieve this goal Leadership Questionnaire, developed by Northouse, was used. The results showed that leadership styles in adult basketball players are expressed to a greater extent than in young basketball players. Adult basketball players are more likely to have directive leadership, support leadership and participatory leadership.
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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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Vyazovova, N. V., and YU S. Skryabin. "Satisfaction with teachers with different leadership styles." In General question of world science. "Science of Russia", 2020. http://dx.doi.org/10.18411/gq-31-07-2020-09.

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Samaibekova, Zeynegul, and Ainura Kocherbaeva. "Leveraging universally desirable and undesirable leadership styles." In Proceedings of the 4th International Conference on Social, Business, and Academic Leadership (ICSBAL 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icsbal-19.2019.7.

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Reports on the topic "Leadership styles"

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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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Cartwright, Chris. Assessing the Relationship Between Intercultural Competence and Leadership Styles: An Empirical Study of International Fulbright Students in the U.S. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.759.

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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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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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Rarasati, Niken, and Rezanti Putri Pramana. Giving Schools and Teachers Autonomy in Teacher Professional Development Under a Medium-Capability Education System. Research on Improving Systems of Education (RISE), January 2023. http://dx.doi.org/10.35489/bsg-rise-ri_2023/050.

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A mature teacher who continuously seeks improvement should be recognised as a professional who has autonomy in conducting their job and has the autonomy to engage in a professional community of practice (Hyslop-Margison and Sears, 2010). In other words, teachers’ engagement in professional development activities should be driven by their own determination rather than extrinsic sources of motivation. In this context, teachers’ self-determination can be defined as a feeling of connectedness with their own aspirations or personal values, confidence in their ability to master new skills, and a sense of autonomy in planning their own professional development path (Stupnisky et al., 2018; Eyal and Roth, 2011; Ryan and Deci, 2000). Previous studies have shown the advantages of providing teachers with autonomy to determine personal and professional improvement. Bergmark (2020) found that giving teachers the opportunity to identify areas of improvement based on teaching experience expanded the ways they think and understand themselves as teachers and how they can improve their teaching. Teachers who plan their own improvement showed a higher level of curiosity in learning and trying out new things. Bergmark (2020) also shows that a continuous cycle of reflection and teaching improvement allows teachers to recognise that the perfect lesson does not exist. Hence, continuous reflection and improvement are needed to shape the lesson to meet various classroom contexts. Moreover, Cheon et al. (2018) found that increased teacher autonomy led to greater teaching efficacy and a greater tendency to adopt intrinsic (relative to extrinsic) instructional goals. In developed countries, teacher autonomy is present and has become part of teachers’ professional life and schools’ development plans. In Finland, for example, the government is responsible for providing resources and services that schools request, while school development and teachers’ professional learning are integrated into a day-to-day “experiment” performed collaboratively by teachers and principals (Niemi, 2015). This kind of experience gives teachers a sense of mastery and boosts their determination to continuously learn (Ryan and Deci, 2000). In low-performing countries, distributing autonomy of education quality improvement to schools and teachers negatively correlates with the countries’ education outcomes (Hanushek et al., 2011). This study also suggests that education outcome accountability and teacher capacity are necessary to ensure the provision of autonomy to improve education quality. However, to have teachers who can meet dynamic educational challenges through continuous learning, de Klerk & Barnett (2020) suggest that developing countries include programmes that could nurture teachers’ agency to learn in addition to the regular content and pedagogical-focused teacher training materials. Giving autonomy to teachers can be challenging in an environment where accountability or performance is measured by narrow considerations (teacher exam score, administrative completion, etc.). As is the case in Jakarta, the capital city of Indonesia, teachers tend to attend training to meet performance evaluation administrative criteria rather than to address specific professional development needs (Dymoke and Harrison, 2006). Generally, the focus of the training relies on what the government believes will benefit their teaching workforce. Teacher professional development (TPD) is merely an assignment for Jakarta teachers. Most teachers attend the training only to obtain attendance certificates that can be credited towards their additional performance allowance. Consequently, those teachers will only reproduce teaching practices that they have experienced or observed from their seniors. As in other similar professional development systems, improvement in teaching quality at schools is less likely to happen (Hargreaves, 2000). Most of the trainings were led by external experts or academics who did not interact with teachers on a day-to-day basis. This approach to professional development represents a top-down mechanism where teacher training was designed independently from teaching context and therefore appears to be overly abstract, unpractical, and not useful for teachers (Timperley, 2011). Moreover, the lack of relevancy between teacher training and teaching practice leads to teachers’ low ownership of the professional development process (Bergmark, 2020). More broadly, in the Jakarta education system, especially the public school system, autonomy was never given to schools and teachers prior to establishing the new TPD system in 2021. The system employed a top-down relationship between the local education agency, teacher training centres, principals, and teachers. Professional development plans were usually motivated by a low teacher competency score or budgeted teacher professional development programme. Guided by the scores, the training centres organised training that could address knowledge areas that most of Jakarta's teachers lack. In many cases, to fulfil the quota as planned in the budget, the local education agency and the training centres would instruct principals to assign two teachers to certain training without knowing their needs. Realizing that the system was not functioning, Jakarta’s local education agency decided to create a reform that gives more autonomy toward schools and teachers in determining teacher professional development plan. The new system has been piloted since November 2021. To maintain the balance between administrative evaluation and addressing professional development needs, the new initiative highlights the key role played by head teachers or principals. This is based on assumption that principals who have the opportunity to observe teaching practice closely could help teachers reflect and develop their professionalism. (Dymoke and Harrison, 2006). As explained by the professional development case in Finland, leadership and collegial collaboration are also critical to shaping a school culture that could support the development of professional autonomy. The collective energies among teachers and the principal will also direct the teacher toward improving teaching, learning, and caring for students and parents (Hyslop-Margison and Sears, 2010; Hargreaves, 2000). Thus, the new TPD system in Jakarta adopts the feature of collegial collaboration. This is considered as imperative in Jakarta where teachers used to be controlled and join a professional development activity due to external forces. Learning autonomy did not exist within themselves. Hence, teachers need a leader who can turn the "professional development regulation" into a culture at schools. The process will shape teachers to do professional development quite autonomously (Deci et al., 2001). In this case, a controlling leadership style will hinder teachers’ autonomous motivation. Instead, principals should articulate a clear vision, consider teachers' individual needs and aspirations, inspire, and support professional development activities (Eyal and Roth, 2011). This can also be called creating a professional culture at schools (Fullan, 1996). In this Note, we aim to understand how the schools and teachers respond to the new teacher professional development system. We compare experience and motivation of different characteristics of teachers.
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