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Mortimore, Roger, Paul Baines, Ian Crawford, Robert Worcester, and Andrew Zelin. "Asymmetry in leader image effects and the implications for leadership positioning in the 2010 British general election." International Journal of Market Research 56, no. 2 (March 2014): 185–205. http://dx.doi.org/10.2501/ijmr-2013-061.
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Using national survey data on voters’ perceptions of party leaders during the 2010 British general election campaign, we use logistic regression analysis to explore the association between specific image attributes and overall satisfaction for each leader. We find attribute-satisfaction relationships differ in some respects between the three main party leaders, demonstrating that leader image effects are not symmetrical across leaders. We find evidence that negative perceptions have more powerful effects on satisfaction than positive ones, implying that parties should seek to determine a leader's image attribute perceptions measured against the public's expectations of them on the same dimensions. The positions that campaigners ought then to choose are those that will have the most beneficial effect in encouraging voting behaviour for each particular leader or discouraging voting behaviour for an opponent.
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Popper, Micha. "Main principles and practices in leader development." Leadership & Organization Development Journal 26, no. 1 (January 2005): 62–75. http://dx.doi.org/10.1108/01437730510575598.
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Shao, Bo. "Trust in the leader alleviates the negative effect of leader anger expressions on leader effectiveness." Personnel Review 48, no. 5 (August 2, 2019): 1120–34. http://dx.doi.org/10.1108/pr-09-2018-0353.
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Purpose Leaders often provide negative feedback to underperforming followers with the intention of helping improve their performance. However, the anger expression that is often involved in the delivery of the feedback may cause followers to infer negative intentions and, thus, harm the effectiveness of the leader. The purpose of this paper is to examine, from a relational perspective, the condition under which the negative effect of leader anger expressions on leader effectiveness can be alleviated. Design/methodology/approach Data were collected from 355 participants in total through two main studies and two validation studies. Findings The author found that leader anger expression in negative feedback delivery had detrimental effects on leader effectiveness through follower-inferred negative intentions. More importantly, the detrimental effects of leader anger expressions on leader effectiveness were alleviated when followers had high levels of trust in their leaders. Originality/value Integrating leader emotion and trust literatures, the present research is the first to examine from a relational perspective (i.e. follower trust) the boundary condition under which leader anger expressions influence leader effectiveness.
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Barth-Farkas, Faye, and Antonio Vera. "Leader Prototypicality and Displayed Power in the Police: An Empirical Analysis of the Impact on Leader Endorsement and Trust." Policing: A Journal of Policy and Practice 13, no. 4 (November 3, 2017): 483–97. http://dx.doi.org/10.1093/police/pax080.
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Abstract The aim of this article is to advance scholarly knowledge on the impact of leader prototypicality and displayed power on leader endorsement and trust in the police. Drawing on theoretical arguments from psychology and organizational behaviour, we develop eight hypotheses and submit them to an empirical test. In a pre-study, we explore what characteristics are prototypical of police leaders. Based on these findings, we develop vignettes describing different types of police leaders and administer these in an experimental study using a between-subjects design. Our sample consists of 34 German top-level police leaders for the pre-study and 142 German mid-level police leaders for the main study. Regression analyses provide evidence for a positive effect of leader prototypicality on leader endorsement and trust, a positive moderating effect of organizational identification on these relationships, and a negative effect of displayed power on leader endorsement and trust.
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Noviansah, Ahmad, and Mizaniya Mizaniya. "Kepemimpinan Kepala Madrasah dalam Lembaga Pendidikan Islam." ISLAMIKA 3, no. 1 (January 31, 2021): 1–20. http://dx.doi.org/10.36088/islamika.v3i1.900.
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This research is motivated by one of the key factors in supporting the success of madrasas with achievements is the leadership or management of madrasah principals. The quality of a madrasa leader is the key to the success of education in this educational institution. leadership style encompasses how a person acts in an organizational context Good leadership is always associated with school success. There is a significant correlation between school performance and the effectiveness of a leader. Edmonds mentioned that a good school is led by a good leader. Still in line, Rutherford stated that effective leaders always have a clear vision, so he also has a work program. Meanwhile, Rutter, as quoted by Sergiovanni, stated that the main is the key to the success and improvement of the quality of their students. However, to become a good leader is not only due to the prize factor, but also requires strong effort. A leader's cultural and social background and school become a very influential factor on the main leadership, it explains the social development of school residents and the leader's cultural and social background then becomes a necessity to express the success of an educational institution, such as Madrasas. This study aims to determine Islamic leadership in terms of theological perspective. The research method in this article is library research research using qualitative-interpretative data presentation. The research results of this journal are the Teacher as a leader in Islamic education with various terms that have moral, professional, and spiritual implications.
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Kuvaas, Bård, and Robert Buch. "Leader self-efficacy and role ambiguity and follower leader-member exchange." Leadership & Organization Development Journal 41, no. 1 (December 17, 2019): 118–32. http://dx.doi.org/10.1108/lodj-05-2019-0209.
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Purpose The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications The main limitation of the study is the cross-sectional nature of the data from the followers. Practical implications Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.
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Hai, Thanh Nguyen, and Quang Nguyen Van. "Servant Leadership Styles: A Theoretical Approach." Emerging Science Journal 5, no. 2 (April 1, 2021): 245–56. http://dx.doi.org/10.28991/esj-2021-01273.
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The main objective of the article is to examine the leadership style through a number of analyses, evaluations and researches from available sources, in order to discover suggested facts related to leadership activities through the prisms of servant leadership theory. So far, many leadership theories have been developed, proposing different leadership styles. One of the most discussed leadership styles is the servant leadership, which implies that a person must be human first, leader second. Every leader must whole heartedly serves an organization to which he/she belongs. This is both an honor and a great responsibility for the leader. The main methods used in the article are analysis, synthesis, evaluation based on literature review. The article aims to point out the outstanding strengths of the servant leadership style that a leader needs. The article focuses on specifying the strengths in servant leadership that leaders need in the current context of ever changing world, and hence, proposes guidelines for leaders to learn and practice so that they can better serve their public organizations. Doi: 10.28991/esj-2021-01273 Full Text: PDF
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Pancaningrum, Novita. "KONTEKSTUALISASI KONSEP PEMIMPIN DALAM TEKS HADIS." Riwayah : Jurnal Studi Hadis 4, no. 2 (July 15, 2019): 204. http://dx.doi.org/10.21043/riwayah.v4i2.4019.
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<p class="4Abstracteng">Leaders are the main thing in the life of Muslims, without a leader, there will be no direction to the fate of the lives of Muslims in facing the challenges of the world in the future such as economics, social, ecology and so forth. However, the dynamics of problematic Muslim leader concept continue to revolve to determine the concept of interpretation throughout history. The ideal concept of Islamic leaders through studies in the words of deeds, and the provisions of the Prophet Muhammad called Hadith. The author's discussion on the text that the leader in certain cases states must be from the Quraish tribe, the person is male and others related to the concept of leader. In this paper, the author discusses the reality that occurred in the field when the text appeared, that the text is not sacred but dynamic. There is another flexibility of understanding through the contextualization of the hadith that the concept of leader does not have to be from the Quraish tribe and the concept of leader must not be male and other contextual hadith leaders.</p>
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Nichols, Ken. "Case Study #11: Being There by Jerzy N. Kosinski." Public Voices 15, no. 1 (July 19, 2017): 101. http://dx.doi.org/10.22140/pv.515.
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The case study focuses on characteristics of the leader. Following the main protagonist’s odyssey, you will consider what qualities we expect from our leaders, what responsibilities we place with our leaders in general and our public leaders in particular, and how leaders and followers relate.
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Daud, Mafuzah Mohamad Salina, and Mohd Zainal Munshid Harun. "Top Leaders Attributes in Malaysian Higher Education Institutions." International Journal for Innovation Education and Research 2, no. 3 (March 31, 2014): 56–71. http://dx.doi.org/10.31686/ijier.vol2.iss3.155.
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Transforming Malaysian Higher Education Institutions to an exceptional level has become one of the main challenges in pursuing strategic vision and the ability to strengthen our Higher Education Institutions (HEIs) that could become a medium to the country economic development as well as facing global intense competition. Specifically, the role of HEIs leader is needed to transform their institution to a new paradigm. Thus HEIs leader have to furnish and equip themselves with a high leadership attributes. The main objective of this study is to investigate top leader attributes in Malaysian HEIs and it effect toward university innovation. The questionnaires were distributed to managers from various faculties and departments’ of public HEIs in Klang Valley. The findings shows, leading changes attributes of leaders is the most significantly related and asserted as the most difficult leadership challenges faced by the leader in enhancing and encouraging the spirit of innovation in HEIs.
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Pchelintseva, E. V. "THE MAIN WORK AREAS OF AN EDUCATIONAL CHORAL GROUP’S LEADER." Научное мнение, no. 12 (2018): 102–6. http://dx.doi.org/10.25807/pbh.22224378.2018.12.102.106.
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Escórcio Soares, André, Miguel Pereira Lopes, Rosa Lutete Geremias, and Aldona Glińska-Neweś. "A leader–network exchange theory." Journal of Organizational Change Management 33, no. 6 (October 5, 2020): 995–1010. http://dx.doi.org/10.1108/jocm-09-2019-0283.
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PurposeWe propose an integrative model of how leaders (individual level) effectively relate to their social networks as a whole (network level). Additionally, we focus both on the leader constructs and the followers shared constructs about those networks.Design/methodology/approachOur conceptual paper uses the integration of literature from two main bodies of knowledge: individual and shared cognitions, fundamentally from psychology, and a structural perspective, mainly from sociology, organisational studies and social network analysis. We take a psycho-structural approach which allows the emergence of new perspectives on the study of leadership and more specifically on the study of relational leadership.FindingsWe propose a leader-network exchange (LNX) theory focussed on the behaviours and cognitions of leaders and followers as well as the relations between them.Research limitations/implicationsOur model represents a new perspective on leader–followers relationship by stressing the importance of both followers and leaders' cognitions. We highlight the importance of the relationships between followers on the creation of shared meaning about the leader.Practical implicationsOur model helps leaders and managers make sense of the cognitions and behaviours of their teams. By considering the teams characteristics, i.e. cognitions and network structure, it allows leaders to adopt the most appropriate behaviours for effective leadership. Leadership and management development programmes designed around our model will enhance the use of networking skills.Originality/valueContrary to the traditional view of LMX, our approach considers the social context of leaders and followers. It also adds a new layer of knowledge going beyond what members think of their leaders by considering the social networks of leaders and followers.
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Nugroho, Sukmo Hadi, and Heru Kreshna Reza. "THE ROLE OF LEADER IN EMPLOYEE PERFORMANCE ACHIEVEMENT (STUDIES IN REGIONAL EMPLOYMENT AGENCY SURABAYA)." JOURNAL ASRO 11, no. 03 (August 26, 2020): 135. http://dx.doi.org/10.37875/asro.v11i03.345.
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In the organization of human interaction are incorporated in them, such as the relationship with subordinate leaders, that they will work together in performing the tasks that have been planned to achieve organizational goals. A leader in the proficient and skilled capable expected should also be willing and have the willingness to work effectively and efficiently. The task of a leader is to plan, mobilize and supervise every activity in the organization. One of the main tasks of a leader is to be able to achieve the performance of employees which in turn can achieve the goals and objectives of the organization are in leader. The method used in this research is a descriptive qualitative approach His research focus is 1) the role of the leader in achieving the performance of employees at the Regional Employment Agency of Surabaya (BKD). 2) the performance of employees in the Regional Employment Agency of Surabaya. The results showed that the role of the leader in achieving the performance of employees in Surabaya Regional Employment Agency can already be quite well where leaders are able to carry out their role so as to achieve better performance of employees in order to realize the objectives of the organization.
Keywords: Leader, Employee Performance, Regional Employment Agency Surabaya
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Pratama, Adi, Martina Dwi Mustika, and Bertina Sjabadhyni. "Coaching as intervention to increase leaders’ contingent reward behavior." Journal of Workplace Learning 30, no. 3 (April 9, 2018): 150–61. http://dx.doi.org/10.1108/jwl-07-2017-0061.
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Purpose This study focuses on the relationship between contingent reward behavior and subordinate employees’ performance in the fast-moving consumer goods (FMCG) sector. Design/methodology/approach The instruments used in this study were the leader–member exchange questionnaire and the contingent reward behavior questionnaire, which was completed by salespeople. Findings The results of the study (which assessed 37 respondents) indicate a meaningful relationship between contingent reward behavior and leader–member exchange. Based on these results, researchers focused on one division in the sales department that has a low leader–member exchange by providing intervention in the form of leadership coaching. The sigficant results between pre- and post-test differences, using Wilcoxon signed-rank test, indicate that the coaching intervention improved contingent reward behavior and increased leader–member exchange. Research limitations/implications The main limitation of this study was that it involved only 44 salespeople from one company. Therefore, the results may not be generalizable. Practical implications Coaching could be an effective approach to improve leaders’ contingent reward behavior. Originality/value This study provides more evidence that coaching can help leaders improving their behavior, particularly in relation to leader–member exchange.
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Kazemi, Sajad. "Leader identification in a research collaborative network." Vestnik of Saint Petersburg University. Management 20, no. 1 (2021): 58–85. http://dx.doi.org/10.21638/11701/spbu08.2021.103.
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There is considerable empirical evidence on the advantages of interorganizational research collaborative networks across societies and research institutes such as research and development (R&D) centers and universities. Identifying a leader in this contexts is important both theoretically for doing leadership studies, and practically for effective governmental funding allocation and private investments. Inconsistent definitions and non-homogeneous attributes with unidimensional measurement approaches such as subjective measuring of power or considering a central company as the leader made the previous efforts inefficient for identifying leaders in an interorganizational setting. This research aims to identify a leading organization among a set of homogenous R&D centers in a research collaborative network context through implementing the main leader’s attributes in different dimensions. The article presents a multidimensional common weight model based on the data envelopment analysis (DEA) approach in a parallel system with several operational dimensions each of which consumes a set of inputs (budget, lecturers, and students) to produce a set of outputs (scientific meetings and conferences, national and international papers). Centrality and visibility are two main leaders’ attributes combined with efficiency influence the contributions and outcomes of each collaborative network partner. It is demonstrated how the proposed model performs its high-efficiency score in the most influential R&D center named the “leader” among 47 R&D centers in medical universities in Iran. The comparative analysis of managerial results showed that reputation has a greater impact on leader identification than centrality. The results based on mathematical calculations showed a robust discriminating power for efficiency measurement of the proposed model.
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Katasanovas, Vytautas, Vidmantas Katasanovas, and Žilvinas Stankevičius. "INNOVATIVE LEADER IN HIGHER EDUCATION." Laisvalaikio tyrimai 1, no. 9 (2017): 1–10. http://dx.doi.org/10.33607/elt.v1i9.236.
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Research background.Changing higher education environment, global competition of universitiesand colleges, need to react to the changes in labour market created new challengesfor highereducationinstitutions, that must implement innovations that help to keep their activityeffective and improve it.One ofthe traits of effective leadership is innovative leadership in higher educationinstitutionthat is especiallyoriented towards implementing changes in universities and colleges. Challenges for higher educationinstitutionin the context of innovations are widely determined in scientific literature. It is important to identifywhat are the roles of innovative leader in higher education, and to research the level of innovative leadershipin Lithuanian higher educationinstitutions.The object of the research is the innovative leader in highereducation.Goal of researchisidentify main roles of innovative leader in higher education and to determine howthey manifest at higher education organization “Kauno kolegija”.Methods of research.Methods of analysis and systemising were used performing theoreticalliterature analysis. Method of questionnaire survey was used to perform an empirical research, that is, toevaluate how roles of innovative leader manifest at higher educationinstitution“Kauno kolegija”(n= 49).Questionnaire was prepared,Cronbach’s Alpha= 0.76.Results and findings.Analysis of theoretical literature revelsthat working with people is an importantpart of innovative leader’s agenda. Such a leader should use style of transformational leadership (idealizedinfluence, inspirational motivation; intellectual stimulation, individualized consideration). On the other hand,innovative leader should take part in innovation process. He should initiate important innovations that wouldimprove higher education environment (help a university or college to correspond to challenges of our times;implement new methods of activity and education; stimulate meaningful researches; implement innovationsthat prepare students for international and internal labour market), and also take part in planning and executinginnovations.Results of empirical research performed in higher educationinstitution“Kauno kolegija” reveal thatinnovative leadership is yet not fully implemented in this organization. Abilities of formal leaders to act asinnovative leader and work with people as a transformational leader are not sufficient. Leadersin thisorganization do not take an adequate role starting innovations that would help organization to cope withchallenges of our times, management innovation,or innovationshelping students to become prepared forinternational labour market is rather weak.Main conclusions:1.Innovative leader should play two main roles in higher education organization: working with peopleusing the style of transformation leadership; and working with innovation process, stimulated right innovationscorrespondingtothe challenges in higher educationinstitution’s environment.2.Abilities of formal leadersin higher educationinstitution“Kauno kolegija”to act as innovativeleader and work with people as a transformational leader are not sufficient; role of innovative leaders inimplementing innovations that helpinstitutionto cope with challengesin the environmentis rather weak.
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Schriesheim, Chester A., Linda L. Neider, and Terri A. Scandura. "Delegation and Leader-Member Exchange: Main Effects, Moderators, and Measurement Issues." Academy of Management Journal 41, no. 3 (June 1998): 298–318. http://dx.doi.org/10.5465/256909.
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Schriesheim, C. A., L. L. Neider, and T. A. Scandura. "DELEGATION AND LEADER-MEMBER EXCHANGE: MAIN EFFECTS, MODERATORS, AND MEASUREMENT ISSUES." Academy of Management Journal 41, no. 3 (June 1, 1998): 298–318. http://dx.doi.org/10.2307/256909.
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Lazor, K. P. "MAIN COMPONENTS OF THE IMAGE OF A POLITICAL LEADER IN UKRAINE." Habitus, no. 22 (2021): 72–75. http://dx.doi.org/10.32843/2663-5208.2021.22.12.
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Hutapea, Daniel P. "Leaders of Public Service Organizations: Improve Library Excellent Service." Tibanndaru : Jurnal Ilmu Perpustakaan dan Informasi 3, no. 1 (April 15, 2019): 16. http://dx.doi.org/10.30742/tb.v3i1.679.
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This study aims to determine the role of leaders in improving library excellent service. The object of research focuses on content the role of the leader in library excellent services. The scope of the study examines the embodiment of the leader's role performance in library excellent services. Research is a historical approach, has the main characteristics of critical research about developments in reality. Utilization of primary data is the main source of information and data search methods using library research. Using qualitative descriptive analysis and content analysis to analyze the importance of understanding the role of leaders, the performance of librarians and excellent service and its application in library organizations. The observation was carried out as supporting theoretical construction. The results showed that the role of leaders in improving library excellent service is; (1). Planning strategies and effective communication in the working mechanism of library organizations. (2). Improving the performance of librarians through enhancing professionalism and competence using an assessment of librarian performance measures
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Kafidhoh, Siti. "Kepemimpinan Perempuan Dalam Pendidikan Islam." Alim | Journal of Islamic Education 1, no. 2 (October 8, 2019): 427–62. http://dx.doi.org/10.51275/alim.v1i2.151.
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Women's Leadership in Islamic Education (Study on Role of Umi Waheeda in Managing Al-Ashriyyah Nurul Iman Islamic Boarding School Parung Bogor). This research found that the most dominant female leadership style shown by Umi Waheeda in managing Pesantren Nurul Iman is the Melati Style, with the main characteristic of simple, polite and wise leadership in all its members. This is also reinforced by the nature of leadership shown by Umi Waheeda with the nature of the mother and iron maden. Umi Waheeda shows maternal traits in directing employees, and has always been a strong and visionary women leader.Another interesting thing found in this study, in the perspective of Umi Waheeda employees, it shows the uniqueness of being a leader so that it becomes a characteristic of female leaders who distinguishes from other leaders including: 1) Umi Waheeda as a strong leader woman, 2) productive leader, by developing various social entrepreneurs; 3) Independent Free Education Initiators, in the sense that without relying on donations from other institutions; 4) The Trusty Leader, by establishing a non-profit institution to provide thousands of orphans and underprivileged people in terms of education, health, and free residence with istiqomah; 5) A progressive leader, provides periodic and continuous progress for the Al-Ashriyyah pesantren Nurul Iman.
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Tan, Huwa, Zhou Wang, and Jiaxin Huang. "Leader mindfulness and employee creativity: The importance of leader–member exchange." Social Behavior and Personality: an international journal 49, no. 9 (September 1, 2021): 1–9. http://dx.doi.org/10.2224/sbp.10659.
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The main objective of this study was to clarify the mechanisms through which leader mindfulness enhances employee creativity, and we proposed that leader–member exchange (LMX) would act as a mediator of this relationship. To test our hypotheses we conducted a survey with 329 subordinates and 51 supervisors employed at three large manufacturing companies in China. The results of structural equation modeling show that the association of leader mindfulness with employee creativity was positive, and that LMX partially mediated this link. This study provides useful insights in explaining the impact that leader mindfulness has on employee creativity by focusing on LMX as a mediator. Our findings indicate that organizations should take leader mindfulness into account, and that managerial interventions should be implemented to establish high-quality LMX relationship.
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Skryabin, Oleksiy, and Dmytro Sanakoyev. "Socio-psychological portrait of the leader of an ethnic criminal group." Naukovyy Visnyk Dnipropetrovs'kogo Derzhavnogo Universytetu Vnutrishnikh Sprav 4, no. 4 (December 29, 2020): 251–55. http://dx.doi.org/10.31733/2078-3566-2020-4-251-255.
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Ethnic criminal groups are particularly dangerous today, as they are transnational in nature and difficult to detect. The increase in the number of ethnic criminal groups is due to social, economic and political instability, as well as the consequences of the COVID-19 pandemic. It is important in this aspect to identify the socio-psychological portrait of the leader of an ethnic criminal group, which directs the actions and is the driving force behind the activities of ethnic criminal groups. The leader of ethnic criminal groups is characterized by a set of social and psychological qualities: a high level of initiative and activity, organizational experience, interest in achieving group goals, awareness of group affairs, camaraderie, personal attractiveness, high prestige and authority in the group. The main socio-psychological characteristics of leaders of ethnic criminal groups are the following characteristics: social origin, worldview and main motives of criminal activity, general characteristics of the offender, personal characteristics (main qualities of the offender, psychological type, presence of syndromes, individual characteristics, relationships in the social group). emotional characteristics, logic of thinking), general characteristics of a successful criminal. A clear definition of the leader of an ethnic criminal group, taking into account its socio-psychological characteristics will ensure the successful work of law enforcement agencies in the fight against organized crime. Counteracting and detecting crimes committed by ethnic criminal groups requires a detailed study of the socio-psychological characteristics of leaders and members of such criminal groups.
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Жданкин, Николай, and Николай Жданкин. "EFFECTIVE ASSESSMENT OF THE TOP MANAGER AND LEADER IN THE COMPANY." Management of the Personnel and Intellectual Resources in Russia 6, no. 5 (November 21, 2017): 57–62. http://dx.doi.org/10.12737/article_5a041637eb0cf5.29172757.
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In the article approaches to assessment of the top manager and the leader in the organization are considered. Evaluation criteria are developed and assessment of heads and leaders in the real companies is made that has allowed to draw the generalizing conclusions. It is shown that the main problems of heads and leaders are in lack of the eff ective development strategy of the company, weak motivation of personnel, uncomfortable psychological climate in collective.
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Ibnu, Ibnu. "Kepemimpinan Pribadi dan Sosial (Leadership) dalam Perspektif Hadis." Analisis: Jurnal Studi Keislaman 17, no. 1 (November 28, 2017): 167. http://dx.doi.org/10.24042/ajsk.v17i1.1793.
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The main task of humans as the Caliph on earth, cause consequences for human beings able to account for every action in life. At least, man must be a "leader" for himself, and in a social community,he can be a leader too. Through thematic studies, using the term ra'in, khalifa, amir, and imam, it is found that there are at least 5 criteria of good leaders according to the Prophet, that is has a good leadership, professional, has the ability to perform tasks well, adjust to aspirations of the community, and musyawarah.
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R. Kaufman and, Benjamin, Konstantin P. Cigularov, Peter Chen, Krista Hoffmeister, Alyssa M. Gibbons, and Stefanie K. Johnson. "Interactive effects of leader justice and support for safety on safety performance." Journal of Organizational Effectiveness: People and Performance 1, no. 3 (September 2, 2014): 296–315. http://dx.doi.org/10.1108/joepp-05-2014-0023.
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Purpose – The purpose of this paper is to examine the main and interactive effects of general and safety-specific leader justice (SSLJ) (i.e. fair treatment) and leader support for safety (LSS) on safety performance. Design/methodology/approach – Two independent samples of construction workers rate their leaders with regards to fair treatment and support for safety and report their own safety performance in a survey. Findings – In both studies, LSS significantly moderated relationships of both general and SSLJ with safety performance. In Study 1, the strength of relationship between general leader justice and safety performance increases while LSS is increased. Similar pattern was found for the relationship between SSLJ and safety performance in Study 2. Practical implications – Safety interventions targeting leadership should consider training for leader safety practices that are perceived as supportive and fair. Originality/value – The research is unique in its examination of leader justice in a safety-specific context and its interactive effects with LSS on safety performance. The present research helps to extend the reach of organizational justice theory's nomological network to include safety.
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Saeed Abadi, Sana Abdul Rahim, and Farah Hussien Ali Aliqabi. "The Role of personality characteristics of Leader in Business organizations entrepreneurship with strategic flexibility mediated (A Field Research)." Journal of Economics and Administrative Sciences 25, no. 116 (December 31, 2019): 15–42. http://dx.doi.org/10.33095/jeas.v25i116.1786.
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The personality characteristics of the Leader are considered one of the main elements to reach into business organizations entrepreneurship; and because of the development of the organizations of the continuous transformations as result of huge Competition in private High Education sector, there is a great need for Leaders characterized of certain personality capable of managing their organizations and can positively effect on them. Also these organizations' success to reach into entrepreneurship requires a main significant element that is (strategic flexibility) which is considered one of the important elements for success.
Accordingly, this research is trying to find the effective role of the personality characteristics of the Leader in business organization entrepreneurship by studying the effect of the special dimensions of personality characteristics (neuroticism, extraversion, openness, Agreeableness, and conscientiousness) on business organizations entrepreneurship dimensions representing in the two main dimensions (entrepreneurship direction and strategic entrepreneurship) with strategic flexibility mediated with its dimensions (competitive flexibility, information flexibility, human capital flexibility and procedures simplification) across field research in thirteen private colleges in Baghdad.
This research came in an attempt to answer several questions the most important of them are (Is there an effect for Leader personality characteristics on strategic flexibility?), (Is there an effect for strategic flexibility on business organizations entrepreneurship?), (Is there an effect for Leader personality characteristics on business organizations entrepreneurship when strategic flexibility mediated?).
The researchers have designed an opinion Questionnaire form to determine the dimensions of business organizations entrepreneurship, it is distributed on three private colleges on a sample of (40) persons, the model consisting selecting two main dimensions for business organizations entrepreneurship by selecting the highest percentage the items obtained, which is for entrepreneurship direction and strategic entrepreneurship. Then a questionnaire is made as a tool for measurement, All construct items were measured on a five-point Likert Scale, ranging from (1= strongly disagree) to (5= strongly agree)
The Result confirm there are effect of some personality characteristics of the leaders on business organizations entrepreneurship.
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Obielosi, Dominic C. "The Concept of the Servant of God and Isaiah’s Connection: A Politico-Theological Response to Recession." Academic Journal of Interdisciplinary Studies 6, no. 2 (July 26, 2017): 93–102. http://dx.doi.org/10.1515/ajis-2017-0011.
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Abstract To say that Nigeria is yet to be met with great and good news of feats and development since after independence is not an exaggeration. The true face is that the little the colonial masters did before they handed over is what we have enjoyed. Now most of them have dilapidated. There is no sign of a better future. One wonders what happened to Nigerian Telecommunications. There was a time we have phone boots on the streets. With a coin one can conveniently make calls. Fax machines were available in offices for private and public use. One can even send a telegram. To say that GSM and internet replaced them is an escapist manoeuvre. Think of Lagos Main Land Bridges, Niger Bridge, trains etc. People attribute the cause to corruption. The leaders are singled out as corrupt. But who are the leaders? People tend to limit their searchlight to the president, Senators and governors. Evidently, they are not the managers of parastatals. They are not the law enforcement agencies etc. Yet, the truth is still obvious that a good leader can always push his subjects to a set vision and mission. What Nigeria needs is a servant leader. This paper is structured to examine in the main, the concept of the Servant of God, a servant leader as envisioned by Prophet Isaiah in what is popularly known as the Servant Songs. It is the belief of the researcher that a leader of such calibre is what Nigeria needs even in her recession to move forward.
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Luchko, H. Y., and I. V. Kohut. "Leadership Qualities in Project Management." Business Inform 6, no. 521 (2021): 240–45. http://dx.doi.org/10.32983/2222-4459-2021-6-240-245.
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This article is aimed at researching the phenomenon of leadership, analyzing the qualities of project leaders and defining the key qualities that project managers should have to effectively manage teams and achieve maximum results. The article defines that in order to ensure effective management of the project team with dynamic changes in the external environment, the project manager must be not only a director, but also a leader at the same time. It is precisely the leadership qualities of the project manager, which provide the ability to coordinate the team’s work in such a manner that certain results be achieved, i.e., the expectations of the main stakeholders be fulfilled or exceeded. The article examines the most characteristic traits inherent in leaders, which are highlighted by various researchers of the «traits theory». It is determined that of importance for a project manager is not only certain traits of the leader, but also professional competence. The criteria for assessing the level of competence of project managers in accordance with the ICB4 standard, as well as the necessary skills in relation to the individual competence of «Leadership», are specified. The main qualities and skills of the leader-manager according to the latest version of the PMBOOK project management standard are also considered. The research carried out by the authors resulted in distinguishing the most important qualities of the leader, which, combined with the necessary professional knowledge and skills, will allow project managers to become successful and effective in team cohesion to achieve the best results in project activities. The traits allocated as result of the research, such as responsibility, perseverance, ability to cooperate, kindness and others, will allow project managers to be successful leaders of their teams and to effectively manage projects and programs.
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Haynie, Jeffrey J., Kristin L. Cullen, Houston F. Lester, Jamie Winter, and Daniel J. Svyantek. "Differentiated leader–member exchange, justice climate, and performance: Main and interactive effects." Leadership Quarterly 25, no. 5 (October 2014): 912–22. http://dx.doi.org/10.1016/j.leaqua.2014.06.007.
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Vrhovnik, Tina, Miha Marič, Jasmina Žnidaršič, and Gašper Jordan. "The Influence of Teachers’ Perceptions of School Leaders’ Empowering Behaviours on the Dimensions of Psychological Empowerment." Organizacija 51, no. 2 (May 1, 2018): 112–20. http://dx.doi.org/10.2478/orga-2018-0009.
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Abstract Background and Purpose: School leader has an effect on teachers in divergent ways. If school leader wants their teachers to be successful and satisfied, he or she must have the potential to prompt work conditions that build up teachers’ psychological empowerment. Main aim of our research was to empirically test the relations between teachers’ perceptions of school leaders’ empowering behaviours and all dimensions of psychological empowerment (meaning, competence, self-determination and impact). Design/Methodology/Approach: We tested four hypotheses in one structural model by using structural equation modelling (SEM). The quantitative data was collected through an online survey on a sample of 525 primary school teachers in Slovenia by using two already validated questionnaires, The School Leader Empowering Behaviours (SLEB) and Psychological Empowerment Questionnaire (PEQ). Results: Findings show that teachers’ perceptions of school leaders’ empowering behaviours are positively and statistically significantly related to all dimensions of psychological empowerment (meaning, competence, self-determination and impact). Conclusion: Knowledge of psychological empowerment can be beneficial for school leaders, because with this comprehension they can strengthen apprehension and potential in exercising empowering behaviours towards their teachers to maximize their psychological empowerment.
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Breevaart, Kimberley, and Hannes Zacher. "Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness." Journal of Occupational and Organizational Psychology 92, no. 2 (January 29, 2019): 384–409. http://dx.doi.org/10.1111/joop.12253.
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Kholid, Abd, Abu Bakar, Muktafi Muktafi, and Mukhammad Zamzami. "Rereading the Indonesian Interpretation of the Qur’an on Awliyā’: The Cases of Hamka and M. Quraish Shihab." QIJIS (Qudus International Journal of Islamic Studies) 9, no. 1 (July 29, 2021): 37. http://dx.doi.org/10.21043/qijis.v9i1.7567.
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<p>There are some problems with interpreting the verses contained in the Koran to the understanding of the contemporary Islamic age, especially regarding the issue of non-Muslim leaders. The majority of Muslim scholars argue that their religion prohibits selecting a non-Muslim leader in a normal situation. Meanwhile, few of them allow such leaders in reasonable conditions based on the argument that the prohibition in the Qur’ān and the Sunna is no longer applicable in the present life. Therefore, this paper re-analyzed the meaning of awliyā’ from the interpretation of Hamka and M. Quraish Shihab with Jorge J.E. Gracia’s hermeneutics perspective. The result suggested that the prohibition to appoint a non-Muslim as the leader is applicable only in situations where such a person shows real hostility toward Islam and makes the religion their enemy. It also applies to Muslims that violate the commands of God and His messenger because the main requirements of being a leader are the ability to create justice and foster prosperity.</p>
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Stolzenburg, Maribeth, Thomas C. Marshall, and Sumedhe Karunarathne. "Inception of subsequent stepped leaders in negative cloud-to-ground lightning." Meteorology and Atmospheric Physics 132, no. 4 (October 30, 2019): 489–514. http://dx.doi.org/10.1007/s00703-019-00702-8.
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Abstract Time-correlated high-speed video and electric field change data for 139 natural, negative cloud-to-ground (CG)-lightning flashes reveal 615 return strokes (RSs) and 29 upward-illumination (UI)-type strokes. Among 121 multi-stroke flashes, 56% visibly connected to more than one ground location for either a RS or UI-type stroke. The number of separate ground-stroke connection locations per CG flash averaged 1.74, with maximum 6. This study examines the 88 subsequent strokes that involved a subsequent stepped leader (SSL), either reaching ground or intercepting a former leader to ground, in 61 flashes. Two basic modes by which these SSLs begin are described and are termed dart-then-stepped leaders herein. One inception mode occurs when a dart leader deflects from the prior main channel and begins propagating as a stepped leader to ground. In these ‘divert’ mode cases, the relevant interstroke time from the prior RS in the channel to the SSL inception from that path is long, ranging from 105 to 204 ms in four visible cases. The alternative mode of SSL inception occurs when a dart leader reaches the end of a prior unsuccessful branch—of an earlier competing dart leader, stepped leader, or initial leader—then begins advancing as a stepped leader toward ground. In this more common ‘branch’ mode (85% of visible cases), there may be no portion of the subsequent RS channel that is shared with a prior RS channel. These two inception modes, and variations among them, can occur in different subsequent strokes of the same flash.
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Anggriyani, E. "Analisis Peran Komunikasi Anggota Kelompok dalam Jaringan Komunikasi." Sains Peternakan 7, no. 1 (February 6, 2017): 107. http://dx.doi.org/10.20961/sainspet.12.2.107-113.
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The aim of this study was to analyze the influence of farmers’ affection on adoption of innovation. The respondents used in this study were the members of Sido Rejo and Sido Mulyo groupsin Bantul who had already obtained information about the innovation of compost. This research was conducted census through interviews of the object of research to obtain primary data. The influence of farmers’ affection on adoption of innovation was analyzed descriptively with sosiogram method. The results showed that both groups have one click with opinion leaders of each group leader. The conclusion of this study is the leader of the group is still the main direction in the dissemination of information in this regard as opinion leaders.<br />Keywords: the role of communication, communication networks, groups
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Anggriyani, E. "Analisis Peran Komunikasi Anggota Kelompok dalam Jaringan Komunikasi." Sains Peternakan 13, no. 2 (February 6, 2017): 107. http://dx.doi.org/10.20961/sainspet.v12i2.4790.
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The aim of this study was to analyze the influence of farmers’ affection on adoption of innovation. The respondents used in this study were the members of Sido Rejo and Sido Mulyo groupsin Bantul who had already obtained information about the innovation of compost. This research was conducted census through interviews of the object of research to obtain primary data. The influence of farmers’ affection on adoption of innovation was analyzed descriptively with sosiogram method. The results showed that both groups have one click with opinion leaders of each group leader. The conclusion of this study is the leader of the group is still the main direction in the dissemination of information in this regard as opinion leaders.<br />Keywords: the role of communication, communication networks, groups
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Vicentini, Giulia. "Selecting the labour leader." Quaderni dell'Osservatorio elettorale. QOE - IJES 79, no. 1 (June 30, 2018): 39–69. http://dx.doi.org/10.36253/qoe-8533.
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The article aims at assessing the functioning and characteristics of the most recent systems employed by the British Labour Party for selecting its leader. To this end I compared five leadership races: the huge success of Tony Blair in 1994 in the newly reformed electoral college system; the undisputed election of Gordon Brown in 2007; the narrow and disputed victory of Ed Miliband in 2010, still held under the electoral college system; the large but controversial successes of Jeremy Corbyn in the 2015 and 2016 closed primaries. The article first traces the evolution of the Labour leadership election systems in recent decades. Secondly, the five leadership races are analyzed and compared, taking into account two main variables: inclusiveness and divisiveness. These have been addressed looking at indicators such as selectorate and candidacy inclusiveness, campaign negativity, race competitiveness and elite attitude, which transversally affects all the other dimensions. The findings suggest that intra-party democracy may be dangerous for party unity and electability but the political context remains much more important than the intrinsic characteristics of the system of leadership selection used.
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Baharuddin, Ismail. "AKTUALISASI NILAI-NILAI AL-QUR’AN TERHADAP FUNGSI PEMIMPIN DALAM KONSEP KEPEMIMPINAN ISLAM." FORUM PAEDAGOGIK 10, no. 2 (September 28, 2020): 79–88. http://dx.doi.org/10.24952/paedagogik.v10i2.2820.
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Internalization and actualization of the values of the Al-Qur'an on the functions of a leader are considered not urgent, of course it is a group or group thought that does not understand Islam in a kaffah (comprehensive) manner. If we examine the Qur'an comprehensively, of course, it does not only study the faith and ubudiyah, but all aspects of life including those related to the functions and duties of leaders. Thus, the values and principles of leadership function contained in the Al-Qur'an must serve as the main guide in his leadership. The importance of the actualization of Al-Qur'an values for the function of a leader lies in the goal of human creation. Thus, it is considered important to actualize the values of the Al-Qur'an on the function of the leader in carrying out his functions and duties. Among the functions of a leader as hinted at in the Al-Qur'an are establishing prayers, welfare for the weak, cooperation in increasing faith, piety and good deeds, preventing munkar, upholding justice and truth, enforcing deliberation.
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Sita, S. E. Donny, and N. A. Mohd Nor. "A Systematic Review on Leadership Styles in Small and Medium Enterprises." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 26. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(26).
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Earlier notions of leadership opined that leadership can be found in one's genes that determine how an individual behaves and reacts to his/her surrounding (Bass, 1985). That is, a leader can still be detected in a group of people although nobody may be appointed to lead at the outset. In the past, an individual became a leader through inheritance of a rank or the throne in a country or in an institution. However, the temperament or characteristic of an individual determine whether one can lead or not. A leader acts as a conflict contributor, a resolver or peacemaker, and a punisher (King et al., 2009). Besides being dominant over the rest of the group members, a leader needs to influence the followers too with his/her leadership style. The leadership style of a leader depends on the attitude of him/her to influencing followers in the organisation. The modern era indicates that an uncertainty or complex situations are not uncommon. In a context of a small and medium enterprises (SMEs), turbulences arising in an enterprise require an effective leader to sustain a strong sense of opportunity for all followers. Such participation allows followers to share opinions, make better decisions and control the resources. In fact, followers and the leader cannot be separated. Likewise, leadership runs in tandem with development. Development occurs as leadership pushes it (Banyai, 2009). Hence, without proper leadership to lead the followers, it would be rather difficult to reach the mutual goals of the enterprise (Poskas & Messer, 2015). Also, a good leadership through guidance and effective communication enables followers to improve themselves. Hence, to conduct a relevant systematic review, the current paper is guided by the following main research question: how are leadership styles practiced among leaders in the context of small and medium enterprises? The focus of this paper is on the leaders of small and medium enterprises where followers are working together towards achieving the mutual goals of the enterprise. Keywords: leader; leadership style; PRISMA; small and medium enterprises; systematic literature review
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Lei, Shaojuan, Xiaodong Zhang, and Suhui Liu. "Dynamic Robustness of Open-Source Project Knowledge Collaborative Network Based on Opinion Leader Identification." Entropy 23, no. 9 (September 21, 2021): 1235. http://dx.doi.org/10.3390/e23091235.
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A large amount of semantic content is generated during designer collaboration in open-source projects (OSPs). Based on the characteristics of knowledge collaboration behavior in OSPs, we constructed a directed, weighted, semantic-based knowledge collaborative network. Four social network analysis indexes were created to identify the key opinion leader nodes in the network using the entropy weight and TOPSIS method. Further, three degradation modes were designed for (1) the collaborative behavior of opinion leaders, (2) main knowledge dissemination behavior, and (3) main knowledge contribution behavior. Regarding the degradation model of the collaborative behavior of opinion leaders, we considered the propagation characteristics of opinion leaders to other nodes, and we created a susceptible–infected–removed (SIR) propagation model of the influence of opinion leaders’ behaviors. Finally, based on empirical data from the Local Motors open-source vehicle design community, a dynamic robustness analysis experiment was carried out. The results showed that the robustness of our constructed network varied for different degradation modes: the degradation of the opinion leaders’ collaborative behavior had the lowest robustness; this was followed by the main knowledge dissemination behavior and the main knowledge contribution behavior; the degradation of random behavior had the highest robustness. Our method revealed the influence of the degradation of collaborative behavior of different types of nodes on the robustness of the network. This could be used to formulate the management strategy of the open-source design community, thus promoting the stable development of OSPs.
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Mallén, Fermín, Emilio Domínguez-Escrig, Rafael Lapiedra, and Ricardo Chiva. "Does leader humility matter? Effects on altruism and innovation." Management Decision 58, no. 5 (June 17, 2019): 967–81. http://dx.doi.org/10.1108/md-11-2018-1180.
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Purpose The purpose of this paper is to analyze the effect of leader humility in firm innovativeness. The study highlights the importance of promoting altruism within organizations as a mechanism that may explain why leader humility fosters innovation. Design/methodology/approach The study was conducted in a sample frame of 11,594 Spanish companies. In total, 568 valid questionnaires were obtained and 284 different companies participated in the study. Structural equations were used to validate the proposed hypotheses. Findings All the hypotheses proposed in the conceptual model were confirmed. Results provide empirical evidence of the positive relationship between leader humility and firm innovativeness, as well as the mediating role played by altruism. In other words, leader humility promotes altruism and, in turn, firm innovativeness. Research limitations/implications The sample of companies is heterogeneous in terms of firm turnover, size, export ratio and age. The study is focused on firm innovativeness and only studies altruism as a mediating variable in the relationship between leader humility and firm innovativeness. Practical implications The present study provides some guidelines which may help companies to improve their competitiveness, enhancing workplace conditions. Originality/value There are few empirical studies that analyze the effect of humble leaders or leader humility on innovation. The main value of the present research is to further the current knowledge of this relationship by disentangling the mediating effect of altruism within organizations.
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Liepinytė-Kytrienė, Diana. "Functions of the opinion leader and he or she performs." Lietuvių kalba, no. 9 (December 18, 2015): 1–25. http://dx.doi.org/10.15388/lk.2015.22629.
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The aim of the article is to describe the functions of the opinion leader and he or she performs. The news portal „Delfi.lt“ articles from the year 2013, in which the most popular (according to the data of the survey company TNS LT) opinion leaders express their views serve as a basis in the article. Theoretical presumptions that their personal opinions shape the public opinion, affect social decisions and actions, are applied. Although the opinion leaders achieve popularity firstly through social activeness; however, for the purpose of persuasiveness an important role is attributed to linguistic peculiarities. In many cases, they determine the aspects the readers are to notice and remember. A person working towards becoming an opinion leader must meet the requirements of media channels, observe the general oratory requirements (language regularity, purity, clarity, simplicity, consistency, vividness, appropriateness, and aesthetic appeal), and fulfil the main functions of his or her text: to explain, prove, and persuade.
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Sanchez-Manzanares, Miriam, Ramon Rico, Mirko Antino, and Sjir Uitdewilligen. "The Joint Effects of Leadership Style and Magnitude of the Disruption on Team Adaptation: A Longitudinal Experiment." Group & Organization Management 45, no. 6 (September 11, 2020): 836–64. http://dx.doi.org/10.1177/1059601120958838.
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Here, we report a longitudinal experiment testing the combined effects of leadership style and the magnitude of the disruption on team adaptive performance over time. We hypothesized that teams led by a directive leader would outperform teams led by an empowering leader when task conditions do not change (pre-change), while teams with an empowering leader would outperform teams with a directive leader under changing task conditions (post-change), especially when task changes are high in magnitude. To test our hypotheses, we conducted a 2 (leadership: directive/empowering) x 2 (magnitude of the disruption: low/high) experiment with repeated measures of team performance before and after the change occurred. Sixty-seven three-member teams participated in a computer-based firefighting simulation. Evidence from discontinuous growth modeling partially supported our hypotheses by showing that before the task change, directively led teams outperformed teams led by an empowering leader. After the task change, however, directively led teams still outperformed teams with empowering leaders. The magnitude of the disruption had a significant main effect on team adaptive performance but did not significantly moderate the effect of leadership style. Implications for the team adaptation literature and the management of teams under complex, changing conditions are discussed.
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Zuhdi, M. Nurdin, Iwan Setiawan, M. Anwar Nawawi, Muhammad Zubad, Iwanudin Iwanudin, and Habib Shulton Asnawi. "THE STUDENTS’ VIEWS ON THE INDONESIA’S NON-MUSLIM LEADER’S PHENOMENON IN AISYIYAH UNIVERSITY YOGYAKARTA." AKADEMIKA: Jurnal Pemikiran Islam 26, no. 1 (July 29, 2021): 137. http://dx.doi.org/10.32332/akademika.v26i1.3123.
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The phenomenon of non-Muslim leaders in Indonesia has given pros and cons in society. Those pros and cons do not only appear among the general public but also appear among students. This study analyzes the views of Muslim students at ‘Aisyiyah University Yogyakarta (UNISA) about the phenomenon of non-Muslim leaders in Indonesia. This research became important considering the last two issues that have emerged in the study of Islam in Indonesia, namely religious intolerance and moderation in few years. The type of this research is mixed qualitative-quantitative field research. The research findings show that there are two kinds of views of UNISA Muslim students about non-Muslim leaders; First, Muslim students who disagree about non-Muslim leaders. They argue that choosing a leader must be based on his/her religion first. This group believed that Islam is the main non-negotiable requirement for someone who wants to run for a leader. Some of them even firmly stated that choosing a non-Muslim leader is categorized as haram. Second, Muslim students agree and do not object to the existence of non-Muslim leaders. The second group believed that religion is not an absolute issue as the requirement for a person who wants to become a leader. This second group argues that track records are more important than religion or ethnicity. The educational background of students also influences their views. Students with religious education backgrounds tend to be more accepting of differences. On the other hand, students who have a general educational background tend not to easily accept differences. Therefore, it can be concluded that the better a person understands religion, the more tolerant of differences he/she will be.
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Issa, Bayadir, and Abdulmuttalib Rashid. "Two Algorithms For Static Polygon Shape Formation Control." 3D SCEEER Conference sceeer, no. 3d (July 1, 2020): 53–58. http://dx.doi.org/10.37917/ijeee.sceeer.3rd.8.
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This paper provides a two algorithms for designing robust formation control of multiple robots called Leader- Neighbor algorithm and Neighbor-Leader algorithm in unknown environment. The main function of the robot group is to use the RP lidar sensor attached to each robot to form a static geometric polygon. The algorithms consist of two phases implemented to investigate the formation of polygon shape. In the leading- neighbor algorithm, the first stage is the leader alignment and the adjacent alignment is the second stage. The first step uses the information gathered by the main RP Lidar sensor to determine and compute the direction of each adjacent robot. The adjacent RP Lidar sensors are used to align the adjacent robots of the leader by transferring these adjacent robots to the leader. By performing this stage, the neighboring robots will be far from the leader. The second stage uses the information gathered by adjacent RP sensors to reposition the robots so that the distance between them is equal. On the other hand, in the neighbor-leader algorithm, the adjacent robots are rearranged in a regular distribution by moving in a circular path around the leader, with equal angles between each of the two neighbor robots. A new distribution will be generated in this paper by using one leader and four adjacent robots to approve the suggested leader neighbor algorithm and neighbor-leader algorithm.
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Cuartas Arias, Jorge Mauricio. "The leader and the cooperation strength." International Journal of Psychological Research 6, no. 2 (December 30, 2013): 6–7. http://dx.doi.org/10.21500/20112084.670.
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Cooperation, which is defined in a general way as a behavior that involves a benefit for others, is a phenomenon widespread in nature without being exclusive of humans. Cooperation advantages are unquestionable; this behavior provides strategies that facilitate adaptation and constitute the main aspect of the current organizational dynamics. Although cooperation has its origins in human evolution as a behavior that favored survival, the social roles transformation suggests understanding the cooperation strength beyond the reciprocal altruism.
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Ghinea, Valentina Mihaela, and Ramona Cantaragiu. "Preliminary study on leadership proximity." Proceedings of the International Conference on Business Excellence 11, no. 1 (July 1, 2017): 960–69. http://dx.doi.org/10.1515/picbe-2017-0101.
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Abstract In general, it is agreed that effective leadership requires a certain degree of proximity, either physical or mental, which enables leaders to maintain control over their followers and communicate their vision. Although we agree with the leadership proximity principles which states that leaders are able to efficiently serve only those people with whom they interact frequently, in this article we focus instead on the disadvantages of being too close and the way in which close proximity can actually hurt the effectiveness of leadership. The main effects that we discuss regard the way in which proximity and familiarity allow followers to see the weaknesses and faults of the leader much more easily and thus diminish the leader’s heroic aura, and the emotional bias that results from a leader being too familiar with his followers which will impede the process of rational decision making. As a result, we argue that there exists a functional proximity which allows the leader the necessary space in which to perform effective identity work and to hide the backstage aspects of leadership, while also allowing him an emotional buffer zone which will enable him to maintain the ability to see clearly and make rational decisions.
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Li, Hui, Nazir Sajjad, Qun Wang, Asadullah Muhammad Ali, Zeb Khaqan, and Shafi Amina. "Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes." Sustainability 11, no. 6 (March 15, 2019): 1594. http://dx.doi.org/10.3390/su11061594.
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The main objective of this research was to examine how transformational leaders boost their followers’ innovative work behavior through trust in a leader, empowerment, and work engagement. Data were collected from 281 multinational organization employees in China. The Statistical Package for the Social Sciences (SPSS) macro process was utilized to test the proposed hypothesis. The findings revealed that transformational leadership and work engagement were significantly related to innovative work behavior. The findings also demonstrated the significant impact of transformational leadership on trust in a leader, and its subsequent positive impact on the work engagement of the employees. Furthermore, the results supported a significant serial mediation between transformational leadership, trust, work engagement, and employees’ innovative behavior. The results also showed a significant moderating effect of empowerment on transformational leadership and innovative work behavior. For boosting employees’ innovative work behavior, leaders in the organization should strive to engage them effectively in their work by gaining their trust, which could help them participate in creative activities. This is the key study to investigate the different perspectives of how transformational leadership can stimulate followers’ innovative behavior through trust in the leader and work engagement within the Chinese organizational context.
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Liu, Yurong, Hamid Reza Karimi, and Xiaohui Liu. "Distributed Consensus for Discrete-Time Directed Networks of Multiagents with Time-Delays and Random Communication Links." Abstract and Applied Analysis 2013 (2013): 1–9. http://dx.doi.org/10.1155/2013/158731.
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This paper is concerned with the leader-following consensus problem in mean-square for a class of discrete-time multiagent systems. The multiagent systems under consideration are the directed and contain arbitrary discrete time-delays. The communication links are assumed to be time-varying and stochastic. It is also assumed that some agents in the network are well informed and act as leaders, and the others are followers. By introducing novel Lyapunov functionals and employing some new analytical techniques, sufficient conditions are derived to guarantee the leader-following consensus in mean-square for the concerned multiagent systems, so that all the agents are steered to an anticipated state target. A numerical example is presented to illustrate the main results.
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Reshetnikova, Marina S. "China’s innovation race: future leader or outsider?" RUDN Journal of Economics 29, no. 1 (December 15, 2021): 56–63. http://dx.doi.org/10.22363/2313-2329-2021-29-1-56-63.
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Today two main innovative determinants influence Chinas position in the race to global leadership in artificial intelligence. The aim of the research was to assess Chinese innovative potential according to two criteria: artificial intelligence talents and hardware base. The analysis has provided a conclusive answer to the question about the prospects of China to achieve the position of a scientific and technological superpower. The presented data shows that global competition in artificial intelligence has toughened and there is a certain lag in the competence of Chinese talents and in the development of breakthrough microelectronic technologies. However, the dynamics of the Chinese artificial intelligence sector growth and the Big Government legal actions indicate that the changes may come very soon. Due to the growing uncertainty and technological confrontation between main innovative and technology competitors, the victory in the global race for China's artificial intelligence sector may not take place.