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Journal articles on the topic 'Super leadership'

Author: Grafiati

Published: 4 June 2021

Last updated: 3 February 2022

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1

Müller, Günter F., Sibylle Georgianna, Karin Schermelleh-Engel, Anne C. Roth, Walter A. Schreiber, Martin Sauerland, Michael J. Muessigmann, and Franziska Jilg. "Super-Leadership and Work Enjoyment: Direct and Moderated Influences." Psychological Reports 113, no. 3 (December 2013): 804–21. http://dx.doi.org/10.2466/01.14.pr0.113x32z0.

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Super-leadership is part of an approach called ‘empowering leadership.‘ Within this approach, super-leadership is assumed to enable subordinates to lead themselves. The current study examined correlates of super-leadership. A questionnaire measuring two dimensions of super-leadership was used to analyze relationships between super-leadership and subordinates' work enjoyment, i.e., job satisfaction, subjective well-being, and emotional organizational commitment. In addition, moderating effects of the organizational context, i.e., organizational decentralization, on the relationships between super-leadership and work enjoyment were explored. 198 German employees from different occupations participated in the study. Latent moderator structural equation analysis revealed that the two factors of super-leadership, “coaching and communicative support” and “facilitation of personal autonomy and responsibility,” had direct positive effects on subordinates' work enjoyment. Organizational decentralization moderated the effect of “coaching and communicative support” on work enjoyment but not the relations involving “facilitation of personal autonomy and responsibility.” Conclusions for further research and practical applications were discussed.

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Wexler, Mark N., and Judy Oberlander. "Public leadership and the wicked problem continuum." International Journal of Public Leadership 16, no. 4 (September 7, 2020): 359–73. http://dx.doi.org/10.1108/ijpl-04-2020-0025.

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PurposeThis paper examines the relevance of the wicked problem continuum, particularly the emergence of super wicked challenges for public leadership researchers. Contemporary theorizing on public leadership adequately deals with tame challenges, struggles with wicked problems and remains in the dark with regards to the implications of super wicked problemsDesign/methodology/approachThe wicked problem continuum provides a typology or set of dilemmas running from tame to wicked through to super wicked problems. These different problem types are treated as if they were on a three-zone continuum in which the difficulty of solving or substantially reducing the problem varies from relatively low to very high.FindingsWe delineate the three-problem contexts in the wicked problem continuum and discuss the ideal type of organization thriving in each zone. We then posit two opposing wicked problem interpretations-taming and wilding- for those interested in public leadership. Taming calls for prudent, results-oriented leaders employing tried and tested practices. Wilding demands leaders who test the status quo by seeking alternatives.Social implicationsOn the global leadership agenda, wilding problems—those calling attention to the super wicked zone—are escalating. Despite this, public leaders' training lacks a framework for making sense of these urgent and publicly contentious super wicked problems.Originality/valuePublic policy researchers are beginning to direct attention to super wicked problems such as climate change, and pandemics. This work introduces the wicked problem continuum and demonstrates its pertinence for researchers of public leadership.

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Schnake, Mel, Michael P. Dumler, and Daniel S. Cochran. "The Relationship between "Traditional" Leadership, "Super" Leadership, and Organizational Citizenship Behavior." Group & Organization Management 18, no. 3 (September 1993): 352–65. http://dx.doi.org/10.1177/1059601193183006.

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Et.al, Nur Wahid. "Local Government Innovations Related to the Application of Visionary Leadership and Super Leadership Styles." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 6 (April 10, 2021): 296–302. http://dx.doi.org/10.17762/turcomat.v12i6.1369.

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This study aims to analyze Local Government Innovations Related to the Application of Visionary and Super Leadership Leadership Styles. The approach used in this study is a qualitative approach. Data collection was carried out through observation and interviews. Activities such as data condensation, display data and conclusion drawing and verification. The results showed that the sustainability of innovation in North Luwu Regency which consists of legislative, executive, human resource, environment, technology, and community support in general has received a positive response so that the sustainability of innovation in North Luwu Regency is not in doubt. service improvement, process innovation, administrative innovation, systems innovation, conceptual innovation, and radical innovation. A number of types of innovations in North Luwu Regency have been implemented. The innovation that was born in North Luwu Regency is inseparable from the application of the Visionary leadership and Super leadership styles. Leadership innovation Visionary Leadership and Super leadership in terms of the types of innovation have met the type or types of innovation in the public sector.

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Jermier, John M. "Super-leadership: Leading others to lead themselves." Leadership Quarterly 3, no. 2 (June 1992): 159–63. http://dx.doi.org/10.1016/1048-9843(92)90031-a.

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Bailey, Suzie, and Anna Burhouse. "From super-hero to super-connector, changing the leadership culture in the NHS." Future Healthcare Journal 6, no. 2 (June 2019): 106–9. http://dx.doi.org/10.7861/futurehosp.6-2-106.

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Kim, In Sook, Seon Ae Won, Sun Joo Kang, and Sun Mi Shin. "The Relationship among Nurses' Perception of Super-leadership, Self-leadership and Organizational Commitment." Journal of Korean Academy of Nursing Administration 22, no. 2 (2016): 148. http://dx.doi.org/10.11111/jkana.2016.22.2.148.

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8

Stephany, Theresa. "Real Super-Achievers are Loved." Nursing Management (Springhouse) 20, no. 7 (July 1989): 10. http://dx.doi.org/10.1097/00006247-198907000-00002.

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Alka Agnihotri et al.,, Alka Agnihotri et al ,. "Implications of Super Leadership and Self Leadership for Production Processes in Indian IT Sector." International Journal of Mechanical and Production Engineering Research and Development 8, no. 3 (2018): 875–86. http://dx.doi.org/10.24247/ijmperdjun201892.

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Tonge, R. "Strategic Leadership in Super-Growth Companies--A Re-appraisal." Long Range Planning 31, no. 6 (December 1998): 838–47. http://dx.doi.org/10.1016/s0024-6301(98)00093-4.

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Tonge, R., P. C. Larsen, and M. Ito. "Strategic leadership in super-growth companies—a re-appraisal." Long Range Planning 31, no. 6 (December 1998): 838–47. http://dx.doi.org/10.1016/s0024-6301(98)80020-4.

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12

Bum, Chul-Ho, and Kyongmin Lee. "The Relationships between Professors’ Super-Leadership, Self-Leadership, and Career Preparation Behavior in College Students." Sport Mont 16, no. 2 (June 1, 2018): 39–44. http://dx.doi.org/10.26773/smj.180607.

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Dr. Marnis, Dr Marnis, Dr Priyono Dr. Priyono, and Dr Rahayu Puji Suci. "Analysis of Factors Super Leadership Performance and Effects on Employee At. Plantation Nusantara V, Riau." International Journal of Scientific Research 2, no. 5 (June 1, 2012): 362–65. http://dx.doi.org/10.15373/22778179/may2013/124.

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Kim, Kwan-Kyu. "The development and validity of sports coach super-leadership scale." Korean Society For The Study Of Physical Education 25, no. 1 (May 31, 2020): 117–28. http://dx.doi.org/10.15831/jksspe.2020.25.1.117.

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Lee, Suk Yeol, and Young Ju Hur. "Effects of Participating in Mentoring Activities for Self Leadership and Super Leadership Development in University Students." International Journal of u- and e-Service, Science and Technology 8, no. 11 (November 30, 2015): 151–60. http://dx.doi.org/10.14257/ijunesst.2015.8.11.15.

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Spradley, R. Tyler. "The Onslaught of Crisis Leadership Advice: Sifting Through Popular Leadership Sources in the COVID-19 Era." Proceedings of the International Crisis and Risk Communication Conference 4 (2021): 52–55. http://dx.doi.org/10.30658/icrcc.2021.13.

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This study critiques COVID-19 crisis leadership discourse in authoritative sources for leadership advice including Entrepreneur, Forbes, Fortune, Harvard Business Review, Harvard Business School’s COVID-19 Business Impact Center, and Real Leaders. Two central lines of inquiry drive this study: First, what are the pervasive practice-based recommendations typified in COVID-19 crisis leadership discourse? Second, whose interest does the COVID-19 crisis leadership discourse serve? Conclusions question the widespread practicality of advice and argue that advice functions to reassert the power dynamic of authoritative texts and super leaders over popular crisis leadership press. Furthermore, advice tends to promote command-and-control leadership with implications for taking advantage of the chaotic, vulnerable moments of crises to promote undemocratic change.

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Leavy, Brian. "Sydney Finkelstein: what makes a “superboss” super?" Strategy & Leadership 44, no. 6 (November 21, 2016): 9–15. http://dx.doi.org/10.1108/sl-09-2016-0072.

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Purpose Strategy and leadership guru, Sydney Finkelstein believes that “regenerating the talent pool is the single most important thing that any leader can do” to help his or her organization to “survive and prosper.” His new book, Superbosses: How Exceptional Leaders Master the Flow of Talent (Harvard Business Review Press, 2016), studies “those few individuals” in any given industry who “grow human capital better than anyone else.” Design/methodology/approach Strategy & Leadership contributing editor Brian Leavy asks Prof. Finkelstein what can managers learn from these exceptional talent developers that might be more widely emulated? Findings According to Prof. Finkelstein, “The superboss playbook is not about being nice or empathic. It’s about giving proteges the motivation, guidance, wisdom, creative licence, and other elements they need to learn and grow” Practical implications Prof. Finkelstein notes, “While many businesses today focus on getting closer to the customer, superbosses are very much focused on getting closer to their employees or team members.” Originality/value Prof. Finkelstein asserts, “Superbosses have cracked the code on how to make organizations work better by designing a playbook that helps people accomplish more than they ever thought possible in their careers, or their lives. By studying the superbosses and what they do, we now know how genuinely unusual talent comes to populate an organization.?

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Dae-Yong Chung and 김민석. "The Effect of Super-Leadership and Self-Leadership with LMX on Group Performance -Based on a Nonprofit Organization-." Productivity Review 24, no. 2 (June 2010): 31–57. http://dx.doi.org/10.15843/kpapr.24.2.201006.31.

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Schneider, Robert A. "Heroes, superheroes, and policy outcomes: An alternative view of leadership of public organizations." International Journal of Organization Theory & Behavior 19, no. 1 (March 1, 2016): 60–78. http://dx.doi.org/10.1108/ijotb-19-01-2016-b007.

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Public managers often have a different perspective in comparison to the elected officials with whom they serve. Yet, they are tasked with working side-by-side with these elected leaders on behalf of the public good to govern and lead state and local governments, public authorities and other bodies. This article accepts these two realities as a priori assumptions and examines how elected and appointed officials interact and the varying perspectives and expectations of these groups. Rather than spend excessive energy on a compare-and-contrast exercise of administrative and elected perspectives, this study uses ʼThe Super Friends,“ a childrenʼs cartoon from the 1970s that takes into consideration the varying powers of super heroes as a lens to view and then understand this unique administrator/elected relationship and its challenges.

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Ünsal, Efe, Sanem Kaptanoğlu, and Hayat Kabasakal. "The Turkish Super League meets its first female club president." Emerald Emerging Markets Case Studies 11, no. 2 (May 21, 2021): 1–27. http://dx.doi.org/10.1108/eemcs-10-2020-0375.

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Learning outcomes The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership positions, especially in male-dominated business contexts. Second, managers can show high performance and be effective leaders as long as they are aware of that all managers are evaluated according to a wide variety of criteria, and play many different managerial roles, such as interpersonal, informational and decisional roles. Finally, managers should pay attention to all stakeholders’ demands in decision-making process for sustainability and performing better in the long run. Case overview/synopsis Since football began gaining popularity in Turkey at the dawn of the 20th century, the sport remains the most popular national sport today. However, recently, a new name has shaken the world of Turkish football: Berna Gozbasi, the first female football manager in Turkish history. In the middle of 2019–2020 football season, Gozbasi became the first female club president after she assumed leadership of Kayserispor. Kayserispor was officially founded as a Turkish professional football club in 1966, and, as its name suggests, was based in Kayseri, a sizeable industrialised city located in Central Anatolia. The team competes in the “Turkish Super League”, Turkey’s top football competition. In this case, to discuss gender inequity, leadership, and management in the sport context, the authors explained the dilemma Gozbasi faced while she decided whether or not to accept this challenging role. Then, the authors examined the experiences she gained as a leader and the dilemma she faced to diminish the negative impact of the COVID-19 pandemic on the organisation she led. Complexity academic level Undergraduate and MBA students. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management.

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Kim, Buom, Hyung-Chul Joo, and Sun-Ki Park. "The Effect of Professor’s Super Leadership on Self-Leadership and Learning Flow As Perceived By Physical Education Majors Students." Journal of Sport and Leisure Studies 63 (February 29, 2016): 67–80. http://dx.doi.org/10.51979/kssls.2016.02.63.67.

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Ibrahim, Muhammad. "The Political Role of Russia: A Case Study of Central Asian Muslim States." Journal of Public Administration and Governance 5, no. 1 (April 5, 2015): 182. http://dx.doi.org/10.5296/jpag.v5i1.7389.

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Capitalism and Socialism prevail over and converted world into bipolar. U.S.S.R was super power of world and leader of Eastern Europe and Socialist Block. There was a state of constant confrontation between two Super powers, the United States and the Soviet Union that led to disintegration of USSR. Central Asian states get independence from USSR. It changed the political significance of Russia at global forums. The politics of world converted to unipolar world. Socio-economic reconstruction calls for the strength of a democratic state capable of inspiring its citizen to self-interested voluntary cooperation. Achieving the constructive project, and organizing a social consensus for its implementation. The purpose of study is to analyze vision of political leadership of Russia for dominance in central Asian Muslim states. This perception has started from the day of independence of states of Central Asia. New shift has occurred in the region. The political significance is independent variable and dependency of Asian States is dependent variable with assumption. It is in debate that communism is sufficient political system for survival for regional countries in leadership of Russia.

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Stockport, Gary J., Michelle Godley, Dion Guagliado, Olivia Leung, Ben Mercer, Gajendra Varma, and Shaun Wong. "ANZ Bank: Building a Strategy for Asia." South Asian Journal of Business and Management Cases 1, no. 1 (June 2012): 31–41. http://dx.doi.org/10.1177/227797791200100104.

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This case considers the Super Regional Strategy adopted by the Australian and New Zealand Banking Group (ANZ) under the leadership of CEO Mike Smith from October 2007 to early 2011. The Super Regional Strategy had the goal of deriving 20 per cent of ANZ’s profit from the Asian region by 2012 and between 25 and 30 per cent of profit by 2017. This strategy was a significant departure from the relative safety of the Australian banking sector and necessitated significant organizational changes. Not without risk or critics, ANZ is still in the formative stages of its strategy which will be a decade or more in the making. This article documents some of the changes to date.

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Fiorini, Rodolfo A. "Computational Intelligence From Autonomous System to Super-Smart Society and Beyond." International Journal of Software Science and Computational Intelligence 12, no. 3 (July 2020): 1–13. http://dx.doi.org/10.4018/ijssci.2020070101.

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In this article the author discusses main implications of current autonomous system (AS) through the symbiotic autonomous system (SAS) and the symbiotic system science (SSS) towards the incoming super-smart society, by bringing to light SSS fundamental considerations, according to experience and talks gained on scientific system development in the past fifty years, and formulating the proposal for a new understanding of them, at an effective scientific and operative level towards a real super-smart society. SSS is a growing scientific area which is taking a leadership role in fostering consensus on how best to bring about symbiotic relationships between current AS and incoming SAS in a mixed or hybrid society, called super-smart society. In order to achieve an antifragile behavior, next generation human-made system must have a new fundamental component able to address and to face effectively the problem of multiscale ontological uncertainty management, in an instinctively sustainable way: active, practical wisdom by design!

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RUSSELL, LYNDA N. "Though challenging to managers, super-achiever nurses often are the most productive and creative staff members." Nursing Management (Springhouse) 20, Sup 6 (February 1989): 38???41. http://dx.doi.org/10.1097/00006247-198902000-00012.

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Nora Chow, Man Yin. "A “Super” case of longevity." Journal of Hospital Medicine 3, no. 3 (May 2008): 271. http://dx.doi.org/10.1002/jhm.292.

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Lee Geun Soo, Han,Jin-Soo, and 김경한. "The Effects Of Super Leadership On the Job Performance In Five Star Hotel Banquet Organization." FoodService Industry Journal 13, no. 4 (December 2017): 281–95. http://dx.doi.org/10.22509/kfsa.2017.13.4.019.

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Kim, Yoon-Kyung, Jung-Mae Kim, and Mi-Young Hong. "The Effect of Super Leadership on Job Satisfaction and Job Performance : Focused on Luxury Hotel." Journal of Tourism Enhancement 7, no. 2 (August 30, 2019): 83–97. http://dx.doi.org/10.35498/kotes.2019.7.2.083.

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Madestam, Jenny, and Lena Lid Falkman. "Rhetorical construction of political leadership in social media." Journal of Organizational Change Management 30, no. 3 (May 8, 2017): 299–311. http://dx.doi.org/10.1108/jocm-10-2016-0204.

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Purpose The purpose of this paper is to analyze how political leaders can rhetorically use social media to construct their leadership, with a special focus on character – rhetorical ethos. Design/methodology/approach The authors used a qualitative case study which consisted of two political leaders’ activities on Twitter. The leaders were chosen on the basis of similarity – both foreign ministers in Scandinavian countries and early adapters to ICT. All tweets, including photos, for selected period were analyzed qualitatively with the classical rhetorical concept of ethos. Findings Social media is the virtual square for political leadership. The two political leaders studied use social media similarly for rhetorical means and aims, with ethos as rhetorical strategy. The rhetorical ethos they constructed differs radically though: busy diplomat vs a super-social Iron man. There is no single constructed ethos that political leaders aim for. Research limitations/implications Even though this is just one qualitative case study, it shows a variety of rhetorical means and constructs of ethos in political leadership. Practical implications The study shows a possibility for political leaders to construct their own image and character through social media, for a potentially large audience of voters, without being filtered by political parties or media. Originality/value This study contributes to the evolving area of rhetoric in leadership/management and it adds to knowledge about how political leaders use social media.

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Ross, Stanley. "A conceptual model for understanding the process of self-leadership development and action-steps to promote personal leadership development." Journal of Management Development 33, no. 4 (April 8, 2014): 299–323. http://dx.doi.org/10.1108/jmd-11-2012-0147.

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Purpose – The goal of the leadership development process is to enable the individual to learn how to become a self-leader and for any organization to develop leaders. Self-leadership represents an individual's ability to exercise control (self-efficacy) over his or her choice of situations in which to participate in and to provide intrinsic rewards that are usually associated with achieving goals. The paper aims to discuss these issues. Design/methodology/approach – This study presents and describes a conceptual model that will help us to understand the critical dimensions (e.g. self-esteem) associated with self-leadership and the interrelatedness of these dimensions. Findings – The conceptual model that the author describes in this paper provides a comprehensive overview of self-leadership that extends Neck and Manz's (2010) conceptual model. It does so by identifying all the critical super ordinate mediators referred to by Deci et al. (1981) as internal states (referred to in this study as “dimensions”). These “dimensions” are then organized into his or her own singular system which leads to specific types of behavior. Through elucidating the important mediators and learning about and understanding how behavior, an individual's internal processes and external forces influence each other (in what Manz, 1986; Bandura, 1978 refer to as reciprocal determinism), we can begin to understand how to design more effective leadership development programs. Additionally, by studying these mediators any organization can develop clearly defined profiles of potential leaders; in turn, this will help an organization screen candidates more effectively to fill leadership jobs. Originality/value – This concept piece offers a comprehensive model of the self-leadership process that includes all the important issues and the relationship among the important issues.

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Grafe, Carl J., Roberta Z. Horth, Nelson Clayton, Angela Dunn, and Navina Forsythe. "How to Classify Super-Utilizers: A Methodological Review of Super-Utilizer Criteria Applied to the Utah Medicaid Population, 2016–2017." Population Health Management 23, no. 2 (April 1, 2020): 165–73. http://dx.doi.org/10.1089/pop.2019.0076.

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Whales, Lewis, Stephen Frawley, Adam Cohen, and Natalia Nikolova. "Everyday Things Change: Australian Athlete Communication During the Coronavirus Lockdown." International Journal of Sport Communication 13, no. 3 (September 1, 2020): 541–50. http://dx.doi.org/10.1123/ijsc.2020-0219.

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During the coronavirus (COVID-19) pandemic, Australian professional sport leagues were impacted by temporary league shutdowns. One example is the Suncorp Super Netball, the world’s premier netball competition. This commentary paper explores the Suncorp Super Netball league shutdown from the perspective of the players. Our commentary has emerged from an ongoing ethnographic study supported by interviews with two players (a representative on the players association and a club captain) conducted during the league shutdown. Such a shutdown was the first in the history of the league, and it required an unprecedented response, coordinated by interdependent stakeholders. The authors outlined the importance of stakeholder communication in effectively navigating this extraordinary situation. In addition, the authors discussed the usefulness of technology-as-context for teamwork and leadership, given the limitations on physical interaction and geographical separation. In conclusion, the authors proposed recommendations for sport practitioners and potential research directions resulting from the coronavirus-related league shutdown.

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Navin, Anita, Don Vinson, Alison Croad, Jennifer Turnnidge, and Jean Côté. "The Birth of the Stars: A Participatory and Appreciative Action and Reflection Investigation into the Leadership and Development of a New Superleague Netball Club." Sport Psychologist 34, no. 3 (September 1, 2020): 220–31. http://dx.doi.org/10.1123/tsp.2019-0087.

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This Participatory and Appreciative Action and Reflection (PAAR) investigation illustrates a leader’s first steps in a “values-to-action” journey. Drawing on the interface between transformational leadership and organizational culture, this study focused on the birth of the Severn Stars—a professional netball club in the United Kingdom. In particular, this PAAR investigation explored how the leader’s values were operationalized through the club’s inaugural year. Fourteen operational managers, coaches, and players were individually interviewed in order to gain an appreciative gaze and subsequently reframe their lived experience. Results demonstrated how transformational leadership was manifested through the pragmatic deployment of club values and how the organizational culture was, in part, characterized by individualized consideration, intellectual stimulation, idealized influence, and inspirational motivation. These behaviors and the organizational culture were shown to enhance prosocial relationships and social connections across the club, the influence of the Super Stars, and stakeholders’ perceptions of autonomy.

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ÖZKAN, Nida Gencer, and Tülin ATAN. "THE EMPATHY LEVELS OF WOMEN PLAYING IN BASKETBALL LEAGUES." JOURNAL OF INSTITUTE OF ECONOMIC DEVELOPMENT AND SOCIAL RESEARCHES 6, no. 25 (November 20, 2020): 760–68. http://dx.doi.org/10.31623/iksad062509.

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The aim of this study was to investigate the basketball players’, active in Turkey Women’s Basketball Super and 1st Leagues, empathy levels according to their marital status, educational status in addition to age and marital status of their coach; and to evaluate leadership characteristics and behavior of their coaches according to athlete’s perception. Another aim was to analyze the relation between empathy levels of the athletes and athletes’ perception of coaching behavior. 264 (age; 24.61±5.53 year) female athletes playing in Turkey Women’s Basketball Super and 1st Leagues participated in this study. Leadership Scale for Sports (LSS)-version of Athletes’ Perception of Coaching Behavior that developed by Chelladurai and Saleh, and adapted by Tiryaki and Toros in 2006 was used as data collection tool. Athletes’ perceptions of leadership style and behavior of their coach were evaluated in five different factors. A five-factor solution with 40 items describing the most salient dimensions of coaching behavior was selected as the most meaningful. Empathy levels of the athletes were determined by using Emphatic Tendency Scale which was developed by Dökmen (1988) and composed of 20 items. Empathy levels of the athletes showed no statistically significant difference in terms of any variable (p>0.05). There was no statistically significant difference in athletes’ perceptions of coaching behaviors in terms of marital status of the athlete and age of their coach (p>0.05). In terms of educational status of athletes and marital status of their coach, there were statistically significant differences in athletes’ perceptions of coaching behaviors (p<0.05 and p<0.01). Positive and meaningful correlation was found between empathy scores of the athletes and training and instruction behavior (r=.172**) and autocratic behavior (r=.154*) of the coach (p<0.05 and p<0.01). Educational status of the athletes and marital status of their coach are influental in athletes’ evaluation of their perceptions of coaching behavior. Empathy levels of the athletes are related to their perceptions of coaching behavior.

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Firmansyah, Irman, and Wawan Sukmana. "ANALISIS PROBLEMATIKA ZAKAT PADA BAZNAS KOTA TASIKMALAYA:PENDEKATAN METODE ANALYTIC NETWORK PROCESS (ANP)." Jurnal Riset Akuntansi dan Keuangan 2, no. 2 (April 27, 2014): 392. http://dx.doi.org/10.17509/jrak.v2i2.6593.

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Zakat is an obligation that must be carried out by muzakki that not only aims to carry out obligations to Almighty but sharp-edged nature of social justice among mankind. Therefore charity must be managed properly by the board amilin especially by channeling zakat use specifically targeted at Tasikmalaya City Baznas charity board.The study was to examine the affairs of Baznas perzakatan at Tasikmalaya City. Analysis tool used namely Analysis Network Process (ANP) is a qualitative-quantitative method using super decision software . The analysis showed that there is an internal problem which consists of lacking leadership and lacking performance OPZ performance. The problems consist of the absence of external PERDA about channeling zakat institutions and communities less know Baznas. As for an internal solution consisting of leadership and performance maximization of transparency and distribution, while the external solution consisted of socialization and support Baznas scholars. Kendall coefficient ( W ) ranged from 0.970 to 0.9975 means that all respondents have the same relative answer.

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Ku, Bon S., J. Matthew Fields, Abbie Santana, Daniel Wasserman, Laura Borman, and Kevin C. Scott. "The Urban Homeless: Super-users of the Emergency Department." Population Health Management 17, no. 6 (December 2014): 366–71. http://dx.doi.org/10.1089/pop.2013.0118.

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Imawan, Aris. "KEPEMIMPINAN SUFISTIK: SPIRITUAL LEADERSHIP JALAN SUFI UNTUK PENDIDIKAN ISLAM." TARBAWI 2, no. 2 (July 2, 2018): 19–31. http://dx.doi.org/10.36781/tarbawi.v2i2.2958.

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Isu utama dalam tulisan ini adalah untuk menggambarkan kepemimpinan rohani dengan cara sufisme. Sufisme adalah salah satu kearifan Islam yang dilahirkan di era sufisme. Ahli dalam kecerdasan spiritual emosional (ESQ) berpendapat bahwa spiritualitas memiliki kekuatan yang luar biasa yang memungkinkan manusia untuk memecahkan masalah. Para ahli dalam etika religius seperti Weber dan negara Izutsu berkata bahwa etika religius adalah dasar pembentukan moralitas dan perilaku. Perilaku orang yang cenderung asketisme atau mistisisme tergantung pada nilai-nilai etika yang menjadi dasar bagi moralitas. Efektivitas perilaku manusia yang menghasilkan prestasi, tergantung pada spiritualitas dan etika agama yang dianut dan dipercayainya. Dalam artikel ini, keterkaitan antara spiritualitas, etika agama dan asketisme dalam manusia akan membuat kepemimpinan spiritual.Kesimpulan dari artikel ini adalah: pertama, kekuatan dominan dalam pengembangan pendidikan Islam tergantung pada kekuatan budaya. Kekuatan budaya tergantung pada kepemimpinan dan kekuatan kepemimpinan tergantung pada komitmen dari para pemimpin dalam etika religius yang berasal dari perilaku etis dari Allah kepada manusia. Mereka adalah pemimpin spiritual yang dapat menyajikan Allah di dalam hati mereka dan karena itu, jiwa mereka menjadi tenang (nafs al-mut} mainnah), hati mereka menjadi bersih dan damai (qalb al-muni> b, qalb al-Sali>m), mereka pikiran menjadi sehat dan terang ('aql al-Sali> m) dan tubuh mereka menjadi sehat (Jism al-Sali>m). Yang dimaksud dengan pemimpin spiritual adalah pemimpin yang memiliki kecerdasan intelektual, emosional dan spiritual. Karena mereka memiliki hubungan yang erat dengan semangat duniawi, super alam dan Ilahi, mereka dapat mengelola emosi dan hati mereka menjadi tenang dan damai, Allah Sport terbuka, hati nurani dan spiritualitas bekerja sepenuhnya; pikiran terang dan bekerja logika normal dan IQ, EQ dan SQ yang terintegrasi untuk menghasilkan kecerdasan tertinggi.

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Friedman, Hershey Harry, and Frimette Kass-Shraibman. "What it takes to be a superior college president." Learning Organization 24, no. 5 (July 10, 2017): 286–97. http://dx.doi.org/10.1108/tlo-12-2016-0098.

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Purpose The purpose of this study is to examine established leadership paradigms in the context of institutions of higher education. The old ways of running a college, which might have worked several decades ago, no longer work in the age of flux characterized by super-fast breakthroughs due to technology and the internet. Organizational change is especially difficult in academe where many faculty are tenured and satisfied with the status quo. Design/methodology/approach This paper examines and synthesizes the relevant literature in leadership and higher education administration, focusing on critical issues and recommendations to ensure the long-term viability and relevance of colleges and universities. It also describes meaningful metrics that should be monitored by university leaders to strengthen their institutions. Findings Some of the findings are as follows: the old ways of running an institution of higher learning need to be overhauled; colleges and universities need leaders who can transform their institutions into learning organizations where knowledge is shared; and leaders must have the ability to tap into their organization’s intellectual capital and creativity. In addition, several new metrics are needed for evaluating the leadership of a college of university, including vision, employee engagement, student satisfaction and image/reputation. Originality/value This study provides an original approach to reform colleges and universities and enable them to thrive in the age of chaos and disruption.

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Kim, Young Ha, and Yoon Joo Park. "A Study on the Effect of Super Leadership for Global Business Performance - on Innovative Behavior and A Test of Mediating Effects of Self-leadership for Airlines Flight Attendants." E-Business Studies 20, no. 5 (October 31, 2019): 225–40. http://dx.doi.org/10.20462/tebs.2019.10.20.5.225.

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Gunawan, Joko. "THE PROS AND CONS OF THE RELATIONSHIP BETWEEN PERSONALITY AND LEADERSHIP OR MANAGERIAL BEHAVIOR OF NURSING MANAGER." Belitung Nursing Journal 2, no. 5 (October 28, 2016): 107–9. http://dx.doi.org/10.33546/bnj.38.

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Dear Editor, “Complex role in complex times” that is what nurse managers have as the one on the most key roles in the hospital.1 They are not just about managing staff schedules, but also need to have a vision and able to inspire them.2 Thus, competent nurse managers are needed. Research suggests that employees and employers are looking for similar characteristics or personality traits in their leaders. Personality trait refers to the dimensions of individual differences in tendencies to show consistent patterns of thoughts, feelings and actions.3 Personality trait seems able to explain why a person acts the way he/she does when in a leadership position. Research aggregated the results of 222 correlations contained in 73 studies of personality and leadership performance by involving 25,000 managers from every level in organizations across every industry sector.4 There were four of the five dimensions of the big five personality were significantly correlated with leadership emergence and effectiveness with adjustment / emotional stability as the best predictor, and agreeableness as the weakest predictor.4 Scholars who believe in data, these findings definitively indicate that personality predicts leadership behaviors across all organizational levels and industry sectors, and does so more powerfully than any known alternative.5 Personality traits relate to leader behaviors to a greater extent and less ambiguously than earlier reviews had suggested.6 However, although there are clear evidences in examining the relationship between personality and leadership or managerial behavior, it is also important that there are cons about the degree to which personality is related to managerial or leadership behavior Literature indicates that personality traits cannot be concluded to determine leadership with some considerations: (1) it is impossible to find one specific personality trait that characterizes leaders and (2) it is impossible to isolate a number of traits, which combined, explain leadership.7 Thus, it is failed to investigate a clear relationship between personality and leadership. It might be other indications that traits work with other factors in the leadership or managerial behavior.8 Study investigated the relationship between personality and transformational leadership, and now some agreement that there may be five super-traits (extraversion, agreeableness, conscientiousness, neuroticism, and openness to experience) are related to managerial or leadership behavior. But, it is important to note the effect sizes were not large.5 Another study emphasized that “one should be careful in generalizing our findings on the relation of traits to leadership perceptions to other areas of leadership."9 The findings could not be directly concluded that there are traits that would generally predict the performance of a leader’s work group or organization, nor do they imply that there are certain types of leadership behaviors that will generally produce superior performance.9 On the other hand, the main issue in management research is what kind of behavior managers exhibit and how behavior influences the outcome of the organization. Why leaders behave the way they do adheres to a general issue in psychology, the relationship between personality and behavior. It is not a burning issue in leadership 5. Additionally, there is no evidence to support that managers are primarily recruited based on their personality traits. Managers are not recruited or promoted based on their personality in formal organizations. Managers are hired primarily due to their formal competence and previous merits.10 Finally, the correlation between personality trait and managerial or leadership behavior remains inconclusive. However, it is agreed that personality cannot be excluded from leadership and management.

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Surya Darmawan, Ede, and Sidhi Laksono. "The New Leadership Paradigm in Digital Health and Its Relations to Hospital Services." Jurnal Ilmu Kesehatan Masyarakat 12, no. 2 (June 28, 2021): 89–103. http://dx.doi.org/10.26553/jikm.2021.12.2.89-103.

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The current and future of the healthcare system will face various problems, ranging from digitizing the health system, digital transformation and disruption of the health world or the problem of digital application during the Covid-19 pandemic in Health 4.0 and Community 5.0 and its leadership. The objective of the study is to explore digital information and the role of leadership in healthcare services in the future. This research is a narrative literature review and searched relevant articles from ProQuest and PubMed. Digital health is transforming healthcare delivery around the world to meet the evolving challenges of an aging population with a variety of chronic conditions. Digital transformation and disruptive innovation illustrate a comprehensive reorientation of the industry, including its business model due to the advent of digital technology in the form of digitizing products, services, and processes. Digital health products can be in the form of electronic health (eHealth), cellular health (mHealth), health information technology, teleconsultation (telehealth/telemedicine). All these digital products, if they cannot be applied now and in the future, will cause digital disruption in traditional healthcare services in hospitals. The current world of health also has an impact because of the COVID-19 pandemic, where this situation is a race for Health 4.0 and Society 5.0 (super smart people). Where Health 4.0 will relax and reflect digital health and implement it in Society 5.0. The leadership strategies that can be selected are systems thinking, contextual intelligence, and metacognitive strategies.

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Downs, Erica S. "Catch-Up and Competitiveness in China: The Case of Large Firms in the Oil Industry. By Jin Zhang. [London and New York: RoutledgeCurzon, 2004. xx +230 pp. $114.95. ISBN 0-415-33321-0.]." China Quarterly 180 (December 2004): 1103–4. http://dx.doi.org/10.1017/s030574100427076x.

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Jin Zhang's study of the oil industry examines the challenges China faces in its efforts to create indigenous firms capable of competing with the world's leading companies. The task of catching up with the international oil giants is daunting for China's oil firms not only because the global oil business is one with a high cost of entry in terms of experience (the top companies have been around the longest), but also because, as Zhang observes, they are chasing a moving target. The international oil industry of today is fundamentally different from that of the 1980s and early 1990s when the Chinese government embarked on its tortuous path to reform China's oil sector. The mergers that occurred between the world's major oil companies in the late 1990s created a smaller group of much larger companies at the apex of the international oil industry, greatly expanding the gap between these companies and China's aspiring giants. Furthermore, many state-owned firms have disappeared from the ranks of the world's leading oil companies, a development that runs counter to China's strategy of catapulting its “national champions” into this peer group.Zhang illustrates the magnitude of these challenges facing China's aspiring oil giants through her systematic comparison of BP and Shell with PetroChina and Sinopec, the partially-privatized subsidiaries of the state-owned China National Petroleum and Natural Gas Group Company (CNPC) and Sinopec Group respectively, on a number of key business and organizational criteria. At first glance, the lead these “super majors” have over the Chinese companies in terms of business capabilities such as financial performance, technological prowess and the quality of their reserve portfolios, is more striking than the advantage the super majors have in organizational capabilities such as structure and leadership. Indeed, the organizational structures of PetroChina and Sinopec resemble those of BP and Shell. Zhang notes, however, that beneath these superficial similarities lie two critical differences between the Chinese companies and the super majors, differences that arguably constitute the greatest obstacle to the Chinese oil companies “catching up” with the super majors.

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Purcell, Wendy Maria, and Teresa Chahine. "Leadership and governance frameworks driving transformational change in an entrepreneurial UK university." Leadership & Organization Development Journal 40, no. 5 (July 8, 2019): 612–23. http://dx.doi.org/10.1108/lodj-07-2018-0280.

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Purpose Disruptive megatrends, such as technology and globalization, are driving transformational change in universities as they seek to differentiate themselves given economic and social market forces. However, higher education (HE) institutions can struggle to achieve change at the scale and speed needed, given their pluralistic nature and competing goals. As primarily collegiate organizations run by academics, leadership and governance are by persuasion and consensus over diktat. A retrospective analysis of the transformational journey of a UK university that set its radical new mission to become “the Enterprise University” has been undertaken, and a new leadership and governance framework articulated. The paper aims to discuss this issue. Design/methodology/approach Drawing upon a conceptual framework of leadership and governance to codify change management and its acceleration, the change journey in a university undergoing a strategic transformation has been analyzed. Leadership and organizational frameworks are examined focusing on the interactions between the senior management hierarchy (SMH), as the command-control operating system, and the adaptive community of social networks within the university and external stakeholders. The critical steps in effecting institutional change and the nature of the social agreements underpinning transformation are subject to retrospective analysis. How ideas flowed through the organization to create value through innovation is reviewed. Findings Analyses reveal how the SMH worked with the adaptive social networks of staff and stakeholders in concert around a shared purpose, identifying enablers and barriers to a healthy idea flow. Drawing on the leadership and governance framework empowers organizational transformation, paying more deliberate attention to the stewardship of ideas and how change actually happens. To thrive in volatile, uncertain, complex and ambiguous environments and sustain competitive advantage in a dynamic global market place, leaders need to be able to harness the social forces and inspire people to take actions around a shared vision of the future. Originality/value Universities represent a traditional community of knowledge workers and service professionals where approaches to leadership and governance are typically collegiate and consensual. Examining the strategic transformation of a university seeking to move at pace to accommodate the global disruption of the HE sector is relevant to how change happens in related environments. Given the growth of the knowledge economy, represented as organizations and networks, key lessons are available. The importance of activating people around shared purpose through deliberate engagement by leaders with social networks is relevant to delivering transformation in conditions of super complexity.

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Antonakis, John, Robert J. House, and Dean Keith Simonton. "Can super smart leaders suffer from too much of a good thing? The curvilinear effect of intelligence on perceived leadership behavior." Journal of Applied Psychology 102, no. 7 (July 2017): 1003–21. http://dx.doi.org/10.1037/apl0000221.

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Mazo, Generoso Nielo. "Key Lessons from Mega Disasters: The Haiyan/Yolanda Experience." International Journal for Innovation Education and Research 7, no. 1 (January 31, 2019): 55–63. http://dx.doi.org/10.31686/ijier.vol7.iss1.1281.

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There is the continuing quest for lessons to enable man to recover and rehabilitate from the devastations from mega disasters. Anchored on the systems theory and using a descriptive method, this case study focused on the key lessons learned by the Mayor of Tanauan, Leyte as he led his town to rise from the destruction of Super Typhoon Haiyan. Investigating the interview through narrative analysis, he categorized the work into two major phases. 1) Relief Phase: Emergency provision of food and potable water; medical care; temporary shelters; assure security and immediate clearing operations, and; restoration of power supply, and;. 2) Rehabilitation and Recovery Phase: Building Back Better damages on permanent shelter, public infrastructure and livelihood. The 4 key lessons were: 1) Proactiveness; 2) Priority Setting; 3) Community-driven and Collaboration, and; 4) Personal Leadership. These lessons ought to be disseminated as these may save properties and lives

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Hassan, Afrah, and Majid Yahya. "Cost optimization for public school building projects during design stage using value engineering." MATEC Web of Conferences 162 (2018): 02033. http://dx.doi.org/10.1051/matecconf/201816202033.

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During the past ten years, various systems of building components have been applied in public school projects in Iraq, with no systematic method used for selection and evaluation, but only based on the designer’s experience. This paper displays evaluation and selection techniques based on value engineering methodology to find the optimal cost for school building projects in Iraq during design stage. The most important criteria for performance, constructability and sustainability criteria, which based on the Leadership in Energy and Environment Design used in this assessment were obtained from a survey of 49 professional designers and consultants, adoption of the Super Decisions Software Program, which uses analytical hierarchy process (AHP) for determining the relative importance of the main criteria and sub-criteria, that allows the decision-makers to evaluate the suitable alternatives of design for the external wall system in Iraq’s school buildings was built.

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Lee, Yong-Gun, Buom Kim, and Hyungj-Chul Joo. "The Relationship among the Professor`s Super Leadership, Self-Esteem, Learning Satisfaction and Learning Flow As Perceived By Physical Education Majors Students." Journal of Sport and Leisure Studies 65 (August 31, 2016): 333–46. http://dx.doi.org/10.51979/kssls.2016.08.65.333.

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Jones, Dennis, Pablo Martinez-Amezcua, and Vinciya Pandian. "Utilization of Resources by Patients Who Are Morbid and Super Obese Admitted to a Tertiary Care Center." Journal of Patient Safety 16, no. 2 (June 2020): 143–48. http://dx.doi.org/10.1097/pts.0000000000000655.

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Bryk, Jodie, Gary S. Fischer, Anita Lyons, Swati Shroff, Thuy Bui, Deborah Simak, and Wishwa Kapoor. "Improvement in Quality Metrics by the UPMC Enhanced Care Program: A Novel Super-Utilizer Program." Population Health Management 21, no. 3 (June 2018): 217–21. http://dx.doi.org/10.1089/pop.2017.0064.

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Reedy-Cooper, Alexis B., Connor Carmichael, Joy L. Bowen, Patricia Bricker, Rebecca King, Ricci Kalayanamitra, and Eric Messner. "Understanding Perceived Barriers to Care Among Suburban Super-Utilizers Who Have an Identified Primary Care Provider." Population Health Management 23, no. 1 (February 1, 2020): 47–52. http://dx.doi.org/10.1089/pop.2019.0014.

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