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Relevant bibliographies by topics / Organizational-level Leadership

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Academic literature on the topic 'Organizational-level Leadership'

Author: Grafiati

Published: 6 September 2023

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Journal articles on the topic "Organizational-level Leadership"

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Arokiasamy, Anantha Raj A., and Massoud Moslehpour. "AN EXAMINATION OF THE IMPACT OF ETHICAL LEADERSHIP ON INDIVIDUAL CREATIVITY AND ORGANIZATIONAL INNOVATIONS IN THE ICT INDUSTRY IN VIETNAM." Humanities & Social Sciences Reviews 9, no. 3 (May 26, 2021): 540–52. http://dx.doi.org/10.18510/hssr.2021.9355.

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Purpose of the study: In the present study, information was obtained from 245 Information and Communication Technology (ICT) organizations from Vietnam using a market-oriented criterion to assess individual creativity, ethical leadership, and organizational innovation. Methodology: The absolute, as well as intended influences of ethical leaderships over the creativities along with innovations, were investigated using modelling that is multilevel plus tiered regressions analysis. We also tested the direct and indirect effects of ethical leadership on creativity and innovation using multilevel modelling and hierarchical regression analyses, respectively. Main Findings: The results showed ethical leadership is a strong indicator of both human and organizational imagination. On the corporate levels, observations suggest that ethical leadership remains closely correlated with organizational innovations. The results also suggest that ethical leadership is an essential method for promoting entrepreneurship and advancing growth in both emerging countries and newly developed industries. Applications of this study: On the corporate levels, observations suggest that ethical leadership remains closely correlated with organizational innovations. Novelty/Originality of this study: The study’s key part remains essentially to examine creativity as a possible intermediary in favour of the ethical leadership’s organizational interconnections, in which a markets-focused standard is used as a surrogate for innovations at the organizational level.

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Daulay, Hendra Bangsawan, Bahrumsyah Putra, Syariah ., Rahma Ayuni, and Nafisah . "PENGARUH KEDISIPLINAN, BUDAYA ORGANISASI DAN KOMPETENSI PEGAWAI TERHADAP TINGKAT KEPUASAN PIMPINAN PADA STASIUN KARANTINA PERTANIAN KELAS I TANJUNGBALAI ASAHAN." JMB (Jurnal Manajemen dan Bisnis) 3, no. 1 (March 11, 2021): 58–68. http://dx.doi.org/10.30743/jmb.v3i1.3630.

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The formulation of the problem in this study are: How do discipline, organizational culture and competence influence the level of leadership satisfaction. This study aims to examine how discipline, organizational culture and competence influence the level of leadership satisfaction. With total sampling technique, the sample in this study amounted to 51 people. Discipline variable partially has a positive effect on the level of leadership satisfaction; Organizational culture variables partially have a positive effect on the level of leadership satisfaction; Employee competency variables partially have a positive effect on the level of leadership satisfaction; Discipline variables, organizational culture and employee competence simultaneously have a positive and significant effect on the level of leadership satisfaction

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Smith, Todd B., and Teresa D. Welch. "Interpreting Organizational-Level Financial Statements." Nursing Administration Quarterly 45, no. 4 (July 27, 2021): 353–59. http://dx.doi.org/10.1097/naq.0000000000000483.

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Allen, Gregory W., Prince A. Attoh, and Tao Gong. "Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification." Social Responsibility Journal 13, no. 3 (August 7, 2017): 585–600. http://dx.doi.org/10.1108/srj-11-2016-0193.

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Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.

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Bela, Anisa Oktana, Yosi Yulia, Ramdhani Bayu Putra, and Hasmaynelis Fitri. "Pengaruh Budaya Organisasi dan Kepemimpinan Terhadap Kinerja Karyawan dengan Komitmen Organisasi Sebagai Variabel Intervening pada Kantor KUD Sinar Makmur." Journal of Law and Economics 1, no. 1 (May 30, 2022): 1–9. http://dx.doi.org/10.56347/jle.v1i1.13.

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This study aims to determine how big the influence of organizational culture and leadership on employee performance with organizational commitment as an intervening variable at the KUD Sinar Makmur Dharmasraya Office. The research variables are Organizational Culture (X1), Leadership (X2), Employee Performance (Y), and Organizational Commitment (Z). The method of collecting data is through surveys and distributing questionnaires to employees as respondents. The analytical method used is the test of the outer model and the inner model using the SmartPLS 3.0 data processing tool. The results show (a) Organizational Culture has a positive and significant effect on Organizational Commitment of 7.771 with a significant level (0.000 <0.05) (b) Leadership has a positive and insignificant effect on Organizational Commitment of 1.672 with a significant level (0.067>0.05) (c) Organizational Culture has a positive and significant effect on Employee Performance of 2,321 with a significant level (0.027 <0.05) (d) Leadership has a positive and significant effect on Employee Performance, of 12,993 with a significant level (0.000 <0.05) (e) Organizational Commitment has a positive effect and not significant to Employee Performance of 2,095 with a significant level (0.049 <0.05) (f) Organizational Culture has a positive and insignificant effect on Employee Performance through Organizational Commitment of 1.883 with a significant level (0.070> 0.05) (g) Leadership positive and insignificant effect on Employee Performance Through Organizational Commitment r 1.486 with a significant level (0.162>0.05). Based on the results of this study, it is expected that KUD Sinar Makmur Dharmasraya employees can improve their performance by improving leadership, and increasing organizational commitment.

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Kasztelnik, Karina, and Damon Brown. "The Observational Socio-Economic Study and Impact on the International Innovative Leadership in the United States." SocioEconomic Challenges 4, no. 4 (2020): 63–94. http://dx.doi.org/10.21272/sec.4(4).63-94.2020.

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This paper summarizes how socio-economic study has impact on the international innovative leadership in the United States. This article includes the review will focus and examine literature and theories related to public policy organizational effectiveness as well as diversity leadership. Online databases including search engines located relevant books, journals, articles, and dissertations. The search terms used were descriptive of various themes such as diversity, diversity leadership, public policy and public policy leadership, organizational leadership, public policy and leadership, cultural diversity, organizational effectiveness, and public policy effectiveness. Additionally, measurements of public policy organizations effectiveness have been narrowly focused on past practice failing to include multiple organizational aspects similar to other professional organizations. Prior studies have been conducted in relationship to the effects of diversity leadership and leadership although related solely to the individual officer or the public policy organization. Notwithstanding, studies have been sparse which suggest that diversity leadership initiatives or enhanced leadership, increase public effectiveness, let alone collectively. Limited studies are not the case concerning public policy. This study attempted to fill this gap by examining if leadership of public policy outcomes of diversity leadership initiatives and the level of leadership predicts public policy organizational effectiveness. All of these terms have assisted in locating contemporary and relevant research. The results of the critical review article with analysis both authors can be useful for any leaderships around the World to support social-economics changes. Keywords: socio-economic, innovation, leadership, education, public policy.

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Sarfraz, Rafia, Kashif Rathore, Kashif Ali, Mukaram Ali Khan, and Syed Sohaib Zubair. "How level 5 leadership escalates organizational citizenship behaviour in telecom sector of Pakistan? Exploring mediatory role of organizational dissent." PLOS ONE 17, no. 10 (October 21, 2022): e0276622. http://dx.doi.org/10.1371/journal.pone.0276622.

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Role of leadership in managing organizational behaviour of employees is of key essence. However, at times unconventional behaviour of employees can pose a challenge for the leaders, which in this case is organizational dissent. This study has examined the relationship between level 5 leadership and organizational citizenship behaviour (individual level-OCB-I) in presence of organizational dissent at employing a quantitative approach and a survey design. All managerial cadre employees of telecommunication sector were chosen as a population of the study. Data from 450 respondents from all four telecom companies was analysed using PLS-SEM. The findings of the study revealed that there is direct significant relationship between level 5 leadership and OCB-I of employees i.e., L5L~ OCB-I. Furthermore, the results showed an indirect relationship between level 5 leadership and OCB-I of employees through organizational dissent i.e., L5L~OD~OCB-I is significant. Telecom is a rapidly growing sector that plays a significant role in the economic growth of Pakistan. The study shows that OCB-I in telecom sector of Pakistan can be leveraged through level 5 leadership.

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Erkutlu, Hakan, and Jamel Chafra. "Despotic leadership and organizational deviance." Journal of Strategy and Management 11, no. 2 (May 21, 2018): 150–65. http://dx.doi.org/10.1108/jsma-04-2017-0029.

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Purpose Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered. Design/methodology/approach Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model. Findings The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low. Practical implications The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance. Originality/value This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.

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Gokce, Beste, Salih Guney, and Alev Katrinli. "Does Doctors' Perception of Hospital Leadership Style and Organizational Culture Influence Their Organizational Commitment?" Social Behavior and Personality: an international journal 42, no. 9 (October 26, 2014): 1549–61. http://dx.doi.org/10.2224/sbp.2014.42.9.1549.

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Our aim in this study was to determine the effect of organizational culture on the relationship between perception of leadership style and commitment to the organization by identifying firstly how Turkish doctors perceived the leadership behavior at private hospitals and then assessing the level of their organizational commitment. We developed and then tested a research model that incorporated leadership style, organizational commitment, and organizational culture. We distributed a survey to doctors working at four private hospitals in Turkey (N = 98). We found that doctors' perceptions of leadership behavior had a statistically significant, positive effect on their level of organizational commitment. We also found that organizational culture did not act as a moderator in this relationship.

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Muhammad Nurdin Yusuf and Aneu Yulianeu. "Transformational Leadership, Energizing Organizational Learning process, and Organizational Performance at Embroidery MSME in District Tasikmalaya." Jurnal Iqra' : Kajian Ilmu Pendidikan 7, no. 1 (August 29, 2022): 309–25. http://dx.doi.org/10.25217/ji.v7i1.1747.

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The article analyzed model of the impact of transformational leadership on the organizational learning process that energizes the organizational level, tested on 280 business owners and embroidery managers in Tasikmalaya. The researchers used quantitaive method. Questionnaires were sent to the owner and the manager of the Tasikmalaya Embroidery small-to medium-sized enterprises (MSME). The total 280 questionnaires were distributed with a return rate of 90%. There were 47 respondents with duplicate, incomplete, and invalid data because all answers were number 1, or respondents did not match the unit of analysis. The results showed that Transformational Leadership has an essential effect on the learning process in organizations in improving the performance of MSMEs. At the organizational level, the results of hierarchical linear modeling showed a positive relationship between transformational leadership and energizing organizational learning processes. At the organizational level, the regression analysis results showed that transformational leadership was positively related to an energizing organizational learning process, as measured by market-oriented criteria developed explicitly for the city and district of Tasikmalaya. Keywords: Transformational Leadership, Organizational Learning Process, Organizational Performance

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Dissertations / Theses on the topic "Organizational-level Leadership"

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Persson, Kristina, and Mokvist Mikaela. "Organization and leadership - How organizational culture and profession affect the level of managerial discretion of auditors." Thesis, Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-23637.

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Lampley, James, Priti Sharma, and Donald W. Good. "Organizational Communication: Perceptions of Staff Members' Level of Communication Satisfaction and Job Satisfaction." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/260.

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Excerpt:The purpose of this research study was to explore the topic of organizational communication in higher education and examine staff members’ perceptions about their level of communication and job satisfaction in their workplaces.

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Sharma, Priti, James Lampley, and Donald W. Good. "Organizational Communication: Perceptions of Staff Members' Level of Communication Satisfaction and Job Satisfaction." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etsu-works/280.

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The purpose of this research study was to explore the topic of organizational communication in higher education and examine staff members’ perceptions about their level of communication and job satisfaction in their workplaces. This study was also designed to test the relationship between communication satisfaction and job satisfaction by analyzing the significance of different dimensions of Communication Satisfaction with the view that satisfaction is multifaceted. The results of the study indicated that gender differences and the number of years in service do not seem to make a significant difference in the level of satisfaction among staff members, but the level of education and job classification seem to make a significant difference in the level of satisfaction among staff members. There were strong positive relationships found among all 8 dimensions of Communication Satisfaction Questionnaire (CSQ ), which indicated that staff members when felt positive about 1 dimension of CSQ, also tended to feel positive about other dimensions of CSQ. A strong positive relationship and statistically significant correlation was found between overall communication satisfaction and job satisfaction scores, indicating that when staff members feel satisfied with communication in their workplace, they also tend to feel satisfied with their job in their workplace.

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Sharma, Priti R. "Organizational Communication: Perceptions of Staff Members’ Level of Communication Satisfaction and Job Satisfaction." Digital Commons @ East Tennessee State University, 2015. https://dc.etsu.edu/etd/2481.

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The purpose of this research study was to explore the topic of organizational communication in higher education and examine staff members’ perceptions about their level of communication and job satisfaction in their workplaces. This study was also designed to test the relationship between communication satisfaction and job satisfaction by analyzing the significance of different dimensions of Communication Satisfaction with the view that satisfaction is multifaceted. A total of 463 non-faculty staff members from different units of a single higher education institution participated in this study. This study included non-teaching staff, including student workers and both full-time and part-time staff members. A modified version of Communication Satisfaction Questionnaire (CSQ) developed by Downs and Hazen was used to collect data. The study used a Likert-type scale with a 7-point scale and had eight dimensions (personal feedback, relationship to supervisors, horizontal and informal communication, organizational integration, organizational perspective, communication climate, media quality, and job satisfaction). The statistical analyses of the data from eight research questions revealed some significant relationships and differences. The results found that staff members perceived their level of satisfaction with communication satisfaction dimensions personal feedback, relationship to supervisors, horizontal and informal communication, organizational integration, and media quality from somewhat satisfied to satisfied, and communication satisfaction dimensions organizational perspective and communication climate as somewhat satisfied. The results found significant differences among different dimensions of CSQ, indicating that communication satisfaction is multi-faceted. The staff members perceived their level of job satisfaction to be among somewhat satisfied to satisfied range. The results indicated that gender and number of years in service do not seem to make a significant difference among staff members’ level of satisfaction, but level of education and job classification does. There were strong positive relations found among all dimensions of CSQ. A strong positive relationship and statistically significant correlation was found between overall communication satisfaction and job satisfaction scores, indicating that when staff members feel satisfied with communication in their workplace, they also tend to feel satisfied with their job in their workplace.

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Lindmark, Felicia, and Petra Nilsson. "Breaking the glass ceiling : How to change an organizational culture to increase the share of women at executive level." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255863.

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This thesis investigates how an organizational change can lead to an increased share of women at top management positions. Based on interviews at Sandvik, an organization that has received extensive attention for its efforts to increase the share of female executives, the study aims to understand how an organizational culture is changed in a way that will lead to more women at top management positions. The study also aims to give an answer to how the change process is implemented and what kinds of changes in content that are needed. The empirical findings are analyzed using a theoretical framework based on change management literature and female leadership literature. The results of the study indicate that actions to increase gender diversity should be integrated in the overarching company strategy. There are further indications that it can be enough to have a personal conviction from a prominent leader within the organization to start the change process. Commitment and support from top management is thereafter vital. A final indication is that the changes in content should be aimed at changing the mindset of the employees throughout the organization.

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Xi, Yiheng. "A cross-level investigation of the effects of leadership style of school principals on teachers' satisfaction and organizational citizenship behavior : the mediating role of trust-in-principal /." View abstract or full-text, 2005. http://library.ust.hk/cgi/db/thesis.pl?MGTO%202005%20XI.

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Brooks, Alecia. "Entry-level Health Care Services Employee Motivation and Performance." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1581.

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Healthcare administrators have regarded employee motivation and performance as significant factors because of the challenges with employee disengagement, which may decrease patient satisfaction and profitability for healthcare organizations. The number of available jobs within healthcare continues to increase at a high rate, while the total hires within the healthcare industry decreased from 2.9% in December 2014 to 2.7% in January 2015. Motivation in the workplace is a continuous concern for organizational leaders, more specifically for the health care industry. Based on Vroom's expectancy theory, the purpose of this single-case study was to explore the motivational strategies healthcare organizations' leaders could implement to improve the performance of entry-level medical service employees. Data collection consisted of direct observation and semistructured interviews of 4 leaders and 22 entry-level medical service employees at a health care organization in the Piedmont Region of North Carolina. Data analysis included the use of multiple sources of data collection, along with the use of member checking with interview transcripts, which allowed triangulation and verification of the themes derived from the interview data. The 2 main themes revealed were workplace motivation and organizational leadership, which affects employees' performance and organizational effectiveness. Business leaders in organizations may use the findings of this study to increase employee organizational commitment, which could improve the U.S. health care industry turnover rates. Social change implications include the importance of the need for leaders to develop effective motivational strategies for motivating employees.

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Kryukova, Anastasia, and Milena Shtoda. "Developing Tomorrow's Leaders : Talent Management in Russia." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-74713.

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In the era of globalization and rapid change, talent management (TM) is becoming an increasingly important topic, since it sets direction for companies and the whole economies in general towards success and development. Exploring the phenomenon on the organizational or meso level, talent management techniques are implemented by organizations to attract, develop, engage, keep and deploy employees who are believed to be particularly valuable to them. By utilizing talents in a proper way, companies can increase their efficiency, add value to their brand credibility, and contribute to diversity of their corporate culture. For these reasons, top managers and HR professionals widely consider talent management to be one of their key priorities and invest largely in it. Companies that refuse to employ talent management techniques risk losing their competitive advantage, their market share and consequently their profitability. More than that, such companies remain unattractive to talented experts and cannot boast prominent financial results. This thesis gives a lot of insight into the current state of affairs concerning talent management in Russia and looks into possible problems that can arise in regard to the process of its implementation in Russian context. We found the issue of talent management in Russia to be under-researched at the moment, thus, we decided to make a contribution to the study of the concept. We carried out our research through a multi-level perspective because we are positive that there is a strong interplay between different contexts regarding talent management implementation in Russia. The obtained empirical findings have provided us with the knowledge that there is a number of obstacles hindering development of TM in Russia. More than that, we found that the approach to TM fully depends on the origin of a company.

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Beutel, Lisa Mason. "Follow Her Lead: Understanding the Leadership Behaviors of Women Executives." University of Dayton / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=dayton1355424220.

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Keisu, Britt-Inger. "Att peka med hela handen : Om arbetsvillkor och kön bland första linjens chefer." Doctoral thesis, Umeå universitet, Sociologiska institutionen, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-26053.

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Historically, leadership research has focused on managers’ characteristics and behavior, their leadership style and its implications for a business’s success. In contrast, this dissertation examines how working conditions in the workplace affect first-level managers’ everyday work, their possibilities to practice leadership, and consequently their leadership style. The theoretical framework guiding the dissertation is a gender analysis with a doing gender perspective and the methodology is a case study. Two workplace organizations in a Swedish municipality are studied: a male-dominated manufacturing industry and a female-dominated elderly care service. The empirical materials consist of twenty-six semi-structured interviews, primarily with male and female first-level managers, but also with their immediate supervisors. In addition, the materials include a questionnaire and organizational documents. The results show that organizational structure and culture have implications for managers’ working conditions and consequently the leadership style they are willing and able to implement. The sex ratio among employees did not have any implications for which type of leadership informants described in their everyday practices. The ideal leadership and the everyday leadership practices portrayed by informants entail being explicit, controlling and rational managers who are able to make decisions and carry forth extensive structural changes. Their narratives reveal an authoritarian and task-oriented leadership style that has its roots in early industrialism. Leadership is strongly marked by masculinity, and even though women and men describe practicing the same type of leadership in their everyday work, their ideas about gender depict two complete opposites in which women and femininity is subordinated to men and masculinity. This indicates a divergence between the gender we think and the gender we do. Nonetheless, sex ratio among employees has implications for the level of sexism. While informants in both workplace organizations described gender discrimination, only those in the manufacturing industry described experiencing sexual harassment.

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Books on the topic "Organizational-level Leadership"

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1946-, Dansereau Fred, Yammarino Francis J. 1954-, and Ebooks Corporation, eds. Multi-level issues in organizational behavior and leadership. Bingley: Emerald Group Publishing, 2009.

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Thompson, Mike. The organizational champion: How to develop passionate change agents at every level. New York: McGraw-Hill Professional, 2009.

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C, Valesky Thomas, ed. Organizational behavior in education: Adaptive leadership and school reform. 9th ed. Boston, MA: Pearson/Allyn and Bacon, 2007.

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Owens, Robert G. Organizational behavior in education: Adaptive leadership and school reform. 8th ed. Boston: Pearson/A and B, 2004.

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Owens, Robert G. Organizational behavior in education: Instructional leadership and school reform. 7th ed. Boston: Allyn and Bacon, 2001.

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Blanchard, Ken et al. Leading at a Higher Level. Upper Saddle River: Prentice Hall, 2007.

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Mid-level management: Leadership as a performing art. Lanham, MD: University Press of America, 1986.

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Blanchard, Kenneth H. Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River, N.J: FT Press, 2010.

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Blanchard, Kenneth H. Leading at a higher level: Blanchard on leadership and creating high performing organizations. Upper Saddle River, N.J: Pearson/Prentice Hall, 2007.

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Companies, Ken Blanchard, ed. Leading at a Higher Level: Blanchard on leadership and creating high performing organizations. Upper Saddle River, N.J: FT Press, 2010.

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Book chapters on the topic "Organizational-level Leadership"

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Cunha, Miguel Pina e., Stewart R. Clegg, Arménio Rego, and Marco Berti. "Paradoxes at organizational level." In Paradoxes of Power and Leadership, 135–65. Abingdon, Oxon : New York, NY : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781351056663-6.

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Akman, Gülşah İmamoğlu, and Yener Akman. "Investigation of Organizational Intelligence Level of Schools According to Teachers’ Opinion." In Chaos, Complexity and Leadership 2017, 459–68. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-89875-9_37.

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Connell, Joanie B. "Consulting at the organizational level: Assessing and changing technical organizations." In Consulting to technical leaders, teams, and organizations: Building leadership in STEM environments., 127–47. Washington: American Psychological Association, 2022. http://dx.doi.org/10.1037/0000270-007.

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Theobald, Sven, Nils Prenner, Alexander Krieg, and Kurt Schneider. "Agile Leadership and Agile Management on Organizational Level - A Systematic Literature Review." In Product-Focused Software Process Improvement, 20–36. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-64148-1_2.

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Tipurić, Darko. "Configurations of Strategic Leadership." In The Enactment of Strategic Leadership, 217–48. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_8.

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AbstractThis chapter focuses on the issue of unambiguously determining the phenomenon of strategic leadership. The configurations of strategic leadership depend on the situational characteristics or organizational characteristics. Further, the construct of egocentricity and egocentric strategic leadership is a configuration with an extremely asymmetrical structure of power and influence. This chapter provides insights on horizontally and vertically distributed egocentric strategic leadership. Apart from the distribution of strategic leadership with a formally established structure, leadership may also appear depending on the types of tasks and challenges that are defined or spontaneously emerge in the group or collective and that are not directly linked to hierarchy. Networks of strategic leaders commonly appear when organizations exhibit an organic structure, selective decentralization, high level of horizontal specialization of tasks, and strong reliance on experts and specialists.

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Butts, Gary C., and Taylor Harrell. "Tool 1: Data to Drive Change and Address Implicit Bias at the Organizational Level." In Leadership at the Intersection of Gender and Race in Healthcare and Science, 181–90. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003092551-21.

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Baier, Ralph, Philipp Brauner, Florian Brillowski, Hannah Dammers, Luca Liehner, Sebastian Pütz, Sebastian Schneider, et al. "Human-Centered Work Design for the Internet of Production." In Internet of Production, 1–23. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-030-98062-7_19-1.

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AbstractLike all preceding transformations of the manufacturing industry, the large-scale usage of production data will reshape the role of humans within the sociotechnical production ecosystem. To ensure that this transformation creates work systems in which employees are empowered, productive, healthy, and motivated, the transformation must be guided by principles of and research on human-centered work design. Specifically, measures must be taken at all levels of work design, ranging from (1) the work tasks to (2) the working conditions to (3) the organizational level and (4) the supra-organizational level. We present selected research across all four levels that showcase the opportunities and requirements that surface when striving for human-centered work design for the Internet of Production (IoP). (1) On the work task level, we illustrate the user-centered design of human-robot collaboration (HRC) and process planning in the composite industry as well as user-centered design factors for cognitive assistance systems. (2) On the working conditions level, we present a newly developed framework for the classification of HRC workplaces. (3) Moving to the organizational level, we show how corporate data can be used to facilitate best practice sharing in production networks, and we discuss the implications of the IoP for new leadership models. Finally, (4) on the supra-organizational level, we examine overarching ethical dimensions, investigating, e.g., how the new work contexts affect our understanding of responsibility and normative values such as autonomy and privacy. Overall, these interdisciplinary research perspectives highlight the importance and necessary scope of considering the human factor in the IoP.

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Marques, Joan. "Under-Qualified for Entry Level." In Teaching Leadership and Organizational Behavior through Humor, 151–52. New York: Palgrave Macmillan US, 2012. http://dx.doi.org/10.1057/9781137024893_60.

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"Conducting Assessments at an Organizational Level." In Leadership Risk, 125–36. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119208983.ch9.

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"What to Assess at an Organizational Level." In Leadership Risk, 113–24. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119208983.ch8.

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Conference papers on the topic "Organizational-level Leadership"

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Carvalho, José, Ana Pinto Borges, Bruno Vieira, Elvira Vieira, and Márcia Monteiro. "THE EVOLUTION AND IMPORTANCE OF FEMALE LEADERSHIP IN THE ORGANIZATIONAL CONTEXT." In 13th International Scientific Conference „Business and Management 2023“. Vilnius Gediminas Technical University, 2023. http://dx.doi.org/10.3846/bm.2023.1042.

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This study aims to investigate the evolution and the professional and organizational impact of female leadership over the past few years and focuses on the importance of creating an environment more conducive to organizational identification, speaking with the community orientation to act in favor of the organization aspiring feminine leadership positions. A qualitative methodology was applied, and an interview survey was carried out. The results show a remarkable evolution of women in the labor market, specifically in leadership positions. There is also a clear difference, at the behavioral level, between female and male leadership and a subsequent professional/organizational impact.

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Yang, Qiu, Wang Dan, and Chen Jing-Han. "The Impact of Organizational Empowering Leadership Behavior on Individual Adaptive Performance: Cross-Level Mediation Effect of Organizational Psychological Empowerment." In 2017 International Conference on Management Science and Engineering (ICMSE). IEEE, 2017. http://dx.doi.org/10.1109/icmse.2017.8574470.

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Kolbachev, Evgeny, Elena Sidorova, and Liubov Kaleniuk. "High Organizational and Technological Level of Production Systems as a Condition for Economic Leadership." In Proceedings of the 5th International Conference on Social, Economic, and Academic Leadership (ICSEALV 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/assehr.k.191221.177.

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Sitar, Aleša Saša, Sabine Bergner, Katarina Katja Mihelič, Miha Škerlavaj, Aljoša Valentinčič, and Ajda Merkuž. "Balancing Exploration and Exploitation in Organizations: The Role of Organizational Design, Leadership Style and Employee Personality." In 7th FEB International Scientific Conference. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.epf.3.2023.72.

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This study examines the relationship between macro- (organizational design), meso- (leadership behavior) and micro-level (employees’ personality) organizational characteristics and the individual’s ability to manage the exploration–exploitation duality (balancing of exploring new and exploiting existing paths). This study aims to reveal how employees’ ability to manage this duality can be enhanced and how these characteristics interact with each other. It is a work in progress, focused on building theoretical background and applying a new research design. An experiment is planned on two samples of Master students with a business background from Austria and Slovenia, using an experimental vignette methodology. Outcomes of this research will enable department and human resource managers to provide conditions at work for employees to balance their intention to explore new avenues while at the same time exploiting existing ones, as both behaviors are necessary to trigger organizational innovation and growth. This study will contribute to the organizational ambidexterity literature by recognizing the contextual and interactive role of macro-, meso- and micro-level organizational antecedents of individuals’ ambidextrous behavior.

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Cojocaru, Carmen. "E- MENTORING IN OPERATIONAL NAVY LEADERSHIP." In eLSE 2015. Carol I National Defence University Publishing House, 2015. http://dx.doi.org/10.12753/2066-026x-15-063.

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The study aims to analyze the issue of mentoring and e-mentoring processes within the context of naval-operational Leadership, with a focus on individual, team and organizational peculiarities along with the socio-economic factors that influence the shipping industry. The "Mircea cel Batran" Naval Academy is a prestigious institution of higher education whose mission is to prepare effective leaders both in the navy, and in the merchant marine domains. What we understand by naval operational leadership is a process of social influence in which the leader causes changes in the attitude and behaviour of their followers in order to explicitly and efficiently achieve the tasks entrusted. Attitudinal changes are primarily based on cognitive, affective and motivational structures, at personality level; hence, the rhetorical interrogation whether the leader, be them military or merchant marine, is a mentor. We include the processes of mentoring and e-mentoring in the broader area of social learning and life-long learning in an organizational framework, since we consider the military a "learning organization". We support this by checking the criteria proposed by Senge (1990): personal mastery, mental models, team learning, shared vision, systematic thinking. By further study of concepts, we believe that we can bring into question a certain type of learning, i.e. apogetic learning, as peak or innovative- anticipatory learning, opposed to constant and maintenance learning. In the formative educational process, mentoring and e-mentoring are valuable tools in shaping the character of students in accordance with the requirements of their profession, as well as in the career development and promotion. The last part of the study advocates and exemplifies the need for e-mentoring by adapting traditional mentoring strategies to permanent changes in the shipping industry. We compare here the formal and informal organizational e-mentoring of the higher education military institution (e-learning platforms, tutoring, simulations, peer-mentoring ....) with the e-mentoring imposed by international missions (modern technology training-ECDIS, modern training technology including distance learning and web-based learning, etc.).

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Ribič, Timotej, and Miha Marič. "Increase in Leader's Stress as a Consequence of Leader- Member Exchange While Working from Home." In Society’s Challenges for Organizational Opportunities: Conference Proceedings. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.fov.3.2022.64.

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The Covid-19 pandemic still presents challenges to organizations, their way of working and to leadership of both employees and work processes. Organizations are and will continue to be forced to find alternative ways of their work processes, in order to ensure health and safety of employees and customers or users. Due to Covid-19, many organizations constantly shift to working from home for a period of time. For employees, their home becomes a new working environment. Leader-member exchange theory conceptualizes leadership as a process, focusing on the organizational climate, interactions and respect between leader and follower. With the immediate transition from organizational working environment to working from home, employees are not influenced by such factors. We are finding that working from home poses great challenges to leaders and is, to some extent, unsuitable for Leader-member exchange theory. This causes additional burdens and a certain level of stress for the leader, as he has no personal contact with the employees, therefore, there is no leader-member exchange. In this paper, we review the literature on Leader-member exchange theory and on working from home, to describe how it is associated with leader's stress, following the impact it has on leadership.

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Ribič, Timotej, and Miha Marič. "LMX – teorija odnosa med vodjo in zaposlenim." In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.58.

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Employees represent a key part of the organization. Their satisfaction has direct effect on co-workers and their productivity. Leader is largely responsible to create general satisfaction in work environment. With organizing, choosing appropriate management concepts and correct approach to his employees, he creates good relationships with colleagues and contributes to the internal culture of the organization. Good interpersonal relationships are thus an important factor in building success in the company and the operation of processes, as they directly affect work performance, organizational climate and organizational culture. Many companies use classic and wellknown leadership styles. Regardless of the chosen style, it is noticed an alienated relationship between the manager and the employee. The issue can be attributed to strict adherence to the set organizational structure and, in connection with this, the expression of the legitimate power of leaders, yet to some extent the problem is in different understanding of leadership, both with individuals and leaders themselves. The newer leadership style, called Leader-member Exchange Theory, focuses on building relationships, mutual respect and trust, and treating employees as co-workers on the same horizontal hierarchical level. The implementation of this style of management can be seen mainly in foreign markets. This approach is not well known or widespread in Slovenia, nevertheless it is noticed in some companies. Based on a case study from the business environment, we studied a company with such leadership in Slovenia.

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Imran, Faisal, Khuram Shahzad, Aurangzeab Aurangzeab Butt, and Jussi Kantola. "Structural challenges to adopt digital transformation in industrial organizations: A multiple case study." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002231.

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Digital Transformation requires significant changes in industrial organization’s setting to remain relevant in this fast-paced environment. This calls for modifications in their organizational structures. The existing organizational structures of industrial organizations are mechanistic, while, digital transformation needs organic and flexible organizational structure. Therefore, the main aim of this study is to identify the main challenges that industrial organizations face in the process of modifying their mechanistic structures into organic structures. To explore these challenges, we conducted multiple case study from three global industrial organizations. We interviewed 41 middle to high-level management personnel. The results of this study highlight six main challenges that industrial organizations need to cope for structural modifications. These challenges are structural rigidity, traditional hierarchy, silos, problems with resource allocations, organizational size and old-fashioned-leadership.

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Zaharia (Ştefănescu), Diana Elena, and Bogdan Ştefănescu. "Leadership and Motivation, Determinants of Sustainability." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/10.

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This article pays more attention to the analysis of the direct relationship between staff motivation and applied leadership, with the final result - the sustainability of the organization's activity. Organizational culture and the environment are characterized by mutual adaptation, by the way in which human practices and organizations are led to a cohabiting relationship. Their adaptation is defined as a learning process, rather than an activity in itself, guided by material forces. Through this article we aim to highlight the importance of the interdependent relationship between staff motivation, leadership and sustainability. A big obstacle is the lack of awareness of this triangular relationship, at the level of the organization's management. Starting from the theory of self-motivation and from the research of psychologists Edward Deci and Richard Ryan, we deduce that each individual has three basic psychological needs: the need for connection, the need for competence and the need for control, which must be met. If, at the level of the organization's management, there is a real concern about these needs, employees will feel motivated to maximize their involvement in achieving proposed objectives. The need to connect refers to the desire to be visible, valued, respected, unique, self-confident, connected, belonging to a group. The need for competence implies the need to be able, to succeed. The need for control is the power to make decisions, to make choices, to be the source of your own behaviors. Satisfying these needs of the team members must be a real concern of the leader, if the sustainability of the organization's activity is desired.

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MISHRA, GANESH PRASAD. "KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL EFFECTIVENESS MEASUREMENTS THROUGH LEADERSHIP STYLES OF MIDDLE LEVEL MANAGERS – A STUDY OF SELECT PRIVATE ORGANIZATIONS." In Proceedings of the 2005 International Conference on Knowledge Management. WORLD SCIENTIFIC, 2005. http://dx.doi.org/10.1142/9789812701527_0052.

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Reports on the topic "Organizational-level Leadership"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."

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Futch Ehrlich, Valerie A. Leadership Development as a Lever for Social Change: An Evaluation Framework and Impact Storytelling Approach. Center for Creative Leadeship, 2022. http://dx.doi.org/10.35613/ccl.2022.2050.

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Founded with the mission to “advance the understanding, practice, and development of leadership for the benefit of society worldwide”, the Center for Creative Leadership (CCL) has served both the social and commercial sectors for over 50 years. Many of our programs across corporate, government, philanthropic, and social (e.g., NGOS, nonprofits, K12 institutions, higher education institutions, and population health organizations) sectors have the goal of improving outcomes for individual leaders and groups, and extending those outcomes to create impact at the organizational, community, or societal level. Our clients often aspire for large and transformational impact. They are interested in telling stories of impact – both immediate and sustained – that trace the power of their investment and its ability to result in improved outcomes for individuals, organizations, and communities. However, it’s often difficult or impossible to represent such impact without intentional planning and measurement. Using the idea of levers as a metaphor, we present a pathway for how leadership development across contexts can lead to larger scale impact, with examples from some of our current efforts to demonstrate this impact. We also provide a typology of stories that can be useful for communicating complex impact pathways. The typology provides metaphors for understanding the variety of layers of impact that contribute to societal change. Our work in support of this framework is continuously evolving, as we are learning, improving our measures, and identifying opportunities for increased evaluation efforts.

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