Artykuły w czasopismach: „Leadership role”

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Nasseef, Mohammed. "The Role of Administrative Leadership in Supporting Culture of Quality and Excellence Based on Kaqa Excellence Model: An Implementation Study". Journal of Business and Management Studies 4, nr 1 (30.01.2022): 91–106. http://dx.doi.org/10.32996/jbms.2022.4.1.12.

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Based on the King Abdullah Quality Award (KAQA) excellence model, this study seeks to understand management leadership's role in supporting quality and excellence. The study applied in Saudi Electricity Company, estimated to have (33957) employees in all Saudi Arabian branches (KSA). The current study used a constructed questionnaire with 32 items spanning six dimensions. The first dimension assesses management leadership's role in determining the company's strategic direction, while the second assesses management leadership’s role in monitoring the management system and institutional performance. On the other hand, the third dimension is about the enhancement of the relationship with all in concern. The fourth dimension aims to assess management leadership's role in promoting a company culture of quality, excellence, and innovation. The fifth dimension is the measurement of a management leadership role in implementing governance and social responsibility. The last dimension is the measurement of a management leadership role in managing changes, risks, and crises. The current study found statistically significant differences between participants in an administrative leadership role in monitoring, reviewing management system, and institutional performance. Thus, the organization should evaluate administrative leadership's role in management. Administrative leadership also fosters quality, excellence, and creativity. This demonstrates the need for leadership to review, develop, and improve the company's strategic direction.

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Prasad, Kalpana. "Maintaining Leadership Role". Psychiatric News 38, nr 23 (5.12.2003): 56. http://dx.doi.org/10.1176/pn.38.23.0056.

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Alharafsheh, Malek, Ahmad Albloush, Rami Hanandeh, Medhat Alsafadi i Ayed Ahmad Khwlldh. "Impact of intelligence leadership on organizational excellence: Mediating role of organizational culture". Problems and Perspectives in Management 20, nr 3 (19.09.2022): 362–73. http://dx.doi.org/10.21511/ppm.20(3).2022.29.

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The absence of intelligence leadership may lead to a failure to motivate employees within universities, which leads to adverse effects on organizational excellence, primarily if the prevailing organizational culture does not support the processes of development and success. Thus, organizational culture is expected to play an essential role in enhancing the leadership’s ability to use its intelligence to achieve organizational excellence. Accordingly, the study aims to identify the mediating role of organizational culture in the impact of leadership intelligence on achieving organizational excellence in Jordanian universities. Qualitative data were collected and quantitatively analyzed. A questionnaire was designed using a leadership intelligence scale and distributed to a sample of 371 faculty members in 33 Jordanian universities. The sample size was chosen according to the statistical tables, and this sample is considered statistically acceptable. The data were processed using structural equations using SPSS and AMOS software. The study concluded that there is an effect of intelligence leadership on organizational excellence. It was also found that organizational culture mediates the relationship between intelligence leadership and organizational excellence. Therefore, the study recommends that the decision makers in Jordanian universities strengthen intelligence leadership, with the need to establish clear foundations in the selection of university leaders, ensuring intelligence leaders’ existence.

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Saleem, Farida, Yingying Zhang Zhang, C. Gopinath i Ahmad Adeel. "Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust". SAGE Open 10, nr 1 (styczeń 2020): 215824401990056. http://dx.doi.org/10.1177/2158244019900562.

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Servant leadership style has drawn much attention in the last decade to leadership studies on account of its focus on serving others first. Extant literature calls for a better understanding of the underlying mechanism for servant leadership to positively influence performance within an organization. We position servant leadership to contribute to firms’ sustainable performance, by empirically studying the mediating mechanism of bi-dimensional trust, namely affective and cognitive trust, between servant leadership and individual performance. Our data comprised of dyadic samples of 233 pairs of subordinates and their supervisors. The results from hierarchical linear model (HLM) for clustered data showed that servant leadership strongly predicted affective trust, organizational citizenship behaviors (OCBs), and task performance of subordinates; affective trust fully mediated servant leadership’s effect on task performance while partially mediates servant leadership’s effect on subordinates’ OCB. In contrast, cognitive trust did not mediate servant leadership’s effect on either OCB or task performance. These findings reveal the relevance of affective trust as the underlying mechanism which mediates and deciphers servant leadership into positive individual performance.

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Bardsley, Joan. "Embracing Our Leadership Role". AADE in Practice 2, nr 1 (18.12.2013): 12–13. http://dx.doi.org/10.1177/2325160313515439.

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Zbrozek, Arthur S. "Pharmacy's institutional leadership role". American Journal of Health-System Pharmacy 44, nr 5 (1.05.1987): 1038–44. http://dx.doi.org/10.1093/ajhp/44.5.1038.

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Casazza, J. A. "Understanding Our Leadership Role". IEEE Power Engineering Review 12, nr 10 (październik 1992): 8. http://dx.doi.org/10.1109/mper.1992.159920.

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GORDAN, PEGGY. "Launching a Leadership Role". MCN, The American Journal of Maternal/Child Nursing 16, nr 1 (styczeń 1991): 24–26. http://dx.doi.org/10.1097/00005721-199101000-00006.

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Karimi, Saeid, Farzaneh Ahmadi Malek, Ahmad Yaghoubi Farani i Genovaitė Liobikienė. "The Role of Transformational Leadership in Developing Innovative Work Behaviors: The Mediating Role of Employees’ Psychological Capital". Sustainability 15, nr 2 (9.01.2023): 1267. http://dx.doi.org/10.3390/su15021267.

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Despite growing research on the significance of transformational leadership as a key contextual factor that determines innovative behavior, recent studies have not investigated the psychological mechanisms that link transformational leadership to employees’ innovative behavior thoroughly. Thus, the main purpose of this study was to examine the mediating role the four dimensions of psychological capital—self-efficacy, hope, resilience, and optimism—play in the relationship between transformational leadership and employees’ innovative work behavior. Data from 178 Iranian agriculture experts were collected and analyzed using structural equation modeling. The results indicated that transformational leadership was related to employees’ innovative work behavior directly and positively. Furthermore, the results showed that hope and self-efficacy partially mediated the relationship. This study fills a gap in the literature by clarifying the way the dimensions of psychological capital influence transformational leadership’s positive relationship to employees’ innovative work behavior in the public sector of developing countries. The results imply that to be innovatively effective, organizations need to manage both employees’ contextual (transformational leadership) and psychological (psychological capital) resources to enhance their innovative work behavior. The theoretical and practical implications were further discussed.

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Pahi, Munwar Hussain, Umair Ahmed, Abdullah Zafar Sheikh, Sarfraz Ahmed Dakhan, Faiz Muhammad Khuwaja i T. Ramayah. "Leadership and Commitment to Service Quality in Pakistani Hospitals: The Contingent Role of Role Clarity". SAGE Open 10, nr 4 (październik 2020): 215824402096364. http://dx.doi.org/10.1177/2158244020963642.

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The health care system is usually a reflection of the human development and prosperity index of a country. In particular, a sound health care system is generally deemed essential for providing quality service delivery to service users. Pakistan, in this respect, is lagging even after implementing the district health management model of World Health Organization (WHO). In particular, the province of Sindh reports a higher level of dissatisfaction among the service recipients and, therefore, remains a core concern for the concerned authorities. This study, therefore, aims to investigate the levels of employees’ commitment to service quality in Pakistan’s health care sector. A quantitative survey method was adopted to collect data from 315 medical officers working in 43 public-sector hospitals in Sindh, Pakistan. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smart PLS 3 software. Based on cognitive dissonance theory and path-goal theory, the present study investigated the role of leadership styles in influencing commitment to service quality with the moderation of role clarity. The findings lend support to the direct hypothesized relationships of transformational and transactional leadership with commitment to service quality. The study found significant support for all the hypothetical relationships except laissez-faire leadership’s direct link with commitment to service quality. While role clarity was found to moderate the relationships of two leadership styles, namely, transformational leadership and laissez-faire leadership with commitment to service quality, there was no such moderating effect for the relationship between transactional leadership and commitment to service quality. These findings offer useful theoretical and managerial implications on the importance of leadership styles in influencing commitment to service quality and provide the basis for future research.

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Al-Malki, Mohammed, i Wang Juan. "Impact of Laissez-Faire Leadership on Role Ambiguity and Role Conflict: Implications for Job Performance". INTERNATIONAL JOURNAL OF INNOVATION AND ECONOMIC DEVELOPMENT 4, nr 1 (2018): 29–43. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.41.2003.

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The paper explores the ways to achieve superior job performance and cooperation among employees. The conceptual review suggests that leadership styles have an influence on role conflict and role ambiguity, which in turn impact job performance and cooperation. A questionnaire survey was prepared and conducted on the sample of Saudi Arabia companies’ employees. The data was analysed using SPSS. The quantitative analysis consisted of descriptive statistics calculation, assumption testing, correlation analysis and regression analysis. The findings of the research suggest that role conflict and role ambiguity have a negative influence on increasing job performance. Another finding of the paper shows that increasing job performance positively impacts on job cooperation. Laissez-faire leadership impact on role ambiguity and role conflict is not significant. The findings of the research can be useful for the managers and leaders in terms of explaining the nature of role stressors and how they should be dealt with to increase the productivity of employees. The research paper builds on the theory of leadership and contributes to the leadership-performance body of work.

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Widakdo, Danang Sudarso Widya Prakoso Joyo. "The Effect of Soft Skills on Organizational Performance: The Mediating Role of Resilient Leadership". GLOBAL BUSINESS FINANCE REVIEW 27, nr 4 (31.08.2022): 17–26. http://dx.doi.org/10.17549/gbfr.2022.27.4.17.

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Purpose: This study aimed to examine the resilient leadership’s ability to mediate the effect of workability, discipline, and communication or soft skills on organizational performance. Design/methodology/approach: This leadership performance assessment study used Structural Equation Modeling (SEM) applied to Organizational Behavior with case studies of State companies. Data were collected using in-depth interviews with regional leaders and online questionnaires distributed to participants from State-Owned Enterprises (BUMN) engaged in food logistics in the East Java Province, Indonesia. Findings: This study found a positive and significant effect of workability, discipline, and communication on leadership resilience and organizational performance mediated by leadership improvement. This showed that strong leader- ship increases the influence of soft skills on the company's organizational performance. Research limitations/implications: This study only assessed the organizational leaders’ performance within the scope of the BULOG East Java Regional Office, meaning the research results cannot be generalized. It also tested the differences between samples by comparing the organizational performance of several companies’ sectors. Originality/value: This study linked soft skills comprising workability, discipline, communication, and personality, with organizational performance mediated by tough leadership.

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Ireland, V. "Leadership: The role of transformational leadership and emotional intelligence". Australian Journal of Civil Engineering 5, nr 1 (styczeń 2008): 7–18. http://dx.doi.org/10.1080/14488353.2008.11463935.

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Brue, Krystal, i Shawn Brue. "Leadership Role Identity Construction in Women’s Leadership Development Programs". Journal of Leadership Education 17, nr 1 (31.01.2018): 7–27. http://dx.doi.org/10.12806/v17/i1/c2.

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Silva, Cláudia Sousa, José Magano, Ana Matos i Teresa Nogueira. "Sustainable Quality Management Systems in the Current Paradigm: The Role of Leadership". Sustainability 13, nr 4 (14.02.2021): 2056. http://dx.doi.org/10.3390/su13042056.

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This study supports the proposition that sustainability’s integration into Quality Management Systems (QMS) could be a viable pathway to the development of the Emergency paradigm, in which leadership plays a crucial role. A Systematic Literature Review (SLR) was performed in order to deepen leadership’s relationship with Quality Management (QM) from an evolutionary perspective. An exploratory survey was then conducted to assess quality managers’ perceptions of sustainability’s integration into QMS and their leadership styles, using the 5X Short Leader Form MLQ instrument. The results indicate that leadership is a critical element of QMS performance, enhancing transformational leadership, which appears to be the dominant self-perceived style of the quality managers who participated. Nevertheless, these practitioners recognise the difficulties in committing all employees to the sustainability journey. The theoretical and managerial implications give rise to this work. The SLR results could be a useful database to support future QM and Leadership research. The organisations could follow the suggested pathway to evolve their QMS to support solutions to some of the current challenges. At the same time, quality managers could reflect on their future professional challenges. This work has taken a step forward, indicating sustainable quality management systems as a viable pathway to explore QM knowledge regarding the Emergency paradigm, and thus enhancing leadership’s role.

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Ribeiro, Neuza, Ana Patrícia Duarte, Rita Filipe i Rui Torres de Oliveira. "How Authentic Leadership Promotes Individual Creativity: The Mediating Role of Affective Commitment". Journal of Leadership & Organizational Studies 27, nr 2 (23.04.2019): 189–202. http://dx.doi.org/10.1177/1548051819842796.

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This study sought to provide a more comprehensive understanding of how authentic leadership can affect employees’ individual creativity through affective commitment’s mediating role. The sample included 177 leader–follower dyads from 26 private, small- and medium-sized enterprises. Followers reported their levels of affective commitment and perceptions of authentic leadership, and leaders assessed each follower’s level of creativity. The results show that authentic leadership has a positive impact on affective commitment and creativity. Moreover, affective commitment fully mediates the relationship between perceived authentic leadership and individual creativity. Organizations can thus increase employees’ affective commitment and creativity by encouraging their managers to adopt more authentic leadership styles. Additional studies with larger samples are needed to determine more clearly not only authentic leadership’s influence on individual creativity but also other psychosocial and personal variables’ effects on that relationship.

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Al-Amiri, Dr Firas Mohammad Ismail, i Sahar Mahmood Ali Al-Uqabi. "The Role of Wise Leadership in Building a Business Model". Webology 18, SI05 (30.10.2021): 832–43. http://dx.doi.org/10.14704/web/v18si05/web18265.

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The research aims to test the correlation relationships between wise leadership, and the business model, and to demonstrate its influence (wise leadership) on the business model. Therefore, two main hypotheses were put forward. The research was applied to a sample consisting of (87) managers and deputy managers, some of them are members on the board of directors of the researched company. The questionnaire was adopted as a basic tool for collecting data, in addition to personal interviews. A number of statistical methods were used to analyze the data and obtain results. The researcher showed a set of results, including: There is a significant correlation between wise leadership and business model. There is an influence of wise leadership on the business model. The most important recommendations were for the researched company to enhance wise leadership capabilities to reach a business model capable of responding to environment variables and achieve the highest value for the company and customers. The researcher suggested that the research could be applied in other fields in order to clarify the results and make a comparison.

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Naushad, Mohammad. "SME innovation and employee creativity: The role of entrepreneurial leadership". Problems and Perspectives in Management 20, nr 4 (26.12.2022): 560–72. http://dx.doi.org/10.21511/ppm.20(4).2022.42.

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Entrepreneurial leadership and innovation are needed for small and medium enterprises (SMEs) to survive and grow. Entrepreneurial leaders must unlock and use their employees’ creativity to innovate. Moreover, they should foster creativity, risk-taking, and teamwork to secure business growth and success. Therefore, this study analyzes the link between entrepreneurial leadership, creativity, and innovation among SMEs. The aim is to identify the traits that lead to entrepreneurial leadership which helps in fostering creativity and innovation among SMEs in Saudi Arabia.The study is based on primary data from employees, managers, and owners of SMEs in the capital region of the Kingdom of Saudi Arabia. Two hundred and eighty-one responses were collected. However, only two hundred and forty-eight responses were left for the final analysis. The results of the study indicate that entrepreneurial leadership positively influences organizational innovation and employee creativity among SMEs, where the coefficient was found to be significant. Next, no mediation relationships involving creativity were noted between entrepreneurial leadership and organizational innovation. However, entrepreneurial leadership has been identified as a critical driver of innovation and employee creativity in SMEs. Furthermore, the study suggests that SMEs need to foster a culture of innovation to unleash employee creativity. Finally, the study can have important implications for practitioners and academic scholars. AcknowledgmentThis project was supported by the Deanship of Scientific Research at Prince Sattam Bin Abdulaziz University under the research project (PSAU-2022/01/20421).

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Parija, Subhash C. "Nurses in a Leadership Role". Pondicherry Journal of Nursing 14, nr 1 (2021): 1. http://dx.doi.org/10.5005/jp-journals-10084-12176.

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Pakhide, Mrs Vandana, i Mrs Mamta Verma. "Nursing Leadership Role in Pandemic". Public Health Review : International Journal of Public Health Research 8, nr 2 (25.03.2021): 7–12. http://dx.doi.org/10.17511/ijphr.2021.i02.01.

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A Pandemic is an epidemic of disease that has spread across a large region, multiple continents orworldwide, COVID-19 is a large issue worldwide. A good nurse leader is someone who can inspireothers to work together in pursuit of a common goal, such as enhanced patient care. An effectiveleader has a distinctive set of personal qualities; integrity, courage, initiative and an ability to handlestress, and also taking the effort to think critically, set goals and skilfully communicates andcollaborate. Nurse’s leaders are faced with a variety of challenges in pandemics, including managingresources, advanced planning and goal setting, collaborating with other hospital and communityleaders, improving quality measures, cost-effectiveness, reporting to the board of directors, andmany more. Nurses as effective partners of the health care team, of necessity, have to meet thedemands of these changes adequately and appropriately in respect of their expanded and enrichedroles and responsibilities. Nurse leaders, however, are still confined within their nursing orbit, but,today they have to be visible and interactive members of the multi-disciplinary health team with avision and voice that can be heard. Methods: For the present review article collected a databasefrom Google scholar; search and scrutinize studies related to nurse’s leadership role duringpandemic and article related to Covid-19 outbreak, government, community effort and mitigationstrategies in reducing transmission. Result: Because it is a novel pandemic; results suggest thatmore researches are needed in this field related to driven factors, mitigation strategies and supportof governmental and non-governmental organizations. This review article is aimed that nursingleaders must continue to develop plans that can slow or prevent the progress of widespread illnessesand ensures that all client care provided by the team is carried out in keeping with the objectives ofthe health care organisation.

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Gallardo, Rita M. "Role of leadership and participation". International Journal of Public Leadership 15, nr 4 (31.10.2019): 238–56. http://dx.doi.org/10.1108/ijpl-05-2019-0020.

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Purpose The purpose of this paper is to offer pointers to local government executives on the qualities of leadership that drive social innovation (SI) as well as locate the roles of leadership and participation in the output and outcome of SI. Further, the findings of the study can hopefully contribute to the discourse on leadership for a sustainable future. Design/methodology/approach The purpose of the study was to highlight the forms of participation among the actors in the different stages of SI, the qualities of the leaders that drove SI and the roles of leadership and participation in the output and outcome of SI. To answer the research questions, the researcher applied the case study research design and employed the grounded theory approach for data analysis and interpretation. Findings The cases showed leadership that encourages, as leadership qualities of the governors. These were manifested in terms of being empowering, giving the freehand, being goal-oriented, resource mobilizer, consultative and practicing both bottom-up and top-bottom approaches to make sure that the outputs are achieved, as well as having the qualities of a supportive leader. The cases showed all three employed forms of participation, as categorized by Lowndes et al. (2001). Government can indeed foster innovation when there is close involvement and participation of the workforce in innovation. Leadership and participation play a big role in achieving output and outcome of SI. Originality/value The study is a review of the unpublished dissertation by Gallardo (2014) at the National College of Public Administration and Governance, University of the Philippines.

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Brecht, Krista, Andrea Maria Laizner i Suzanne Watt. "Leadership Role of the CNS". Clinical Nurse Specialist 20, nr 2 (marzec 2006): 84. http://dx.doi.org/10.1097/00002800-200603000-00018.

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Aslaksen, Erik W. "A LEADERSHIP ROLE FOR NCOSE". INCOSE International Symposium 4, nr 1 (sierpień 1994): 210–14. http://dx.doi.org/10.1002/j.2334-5837.1994.tb01706.x.

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Bin Mohd Farid, Muhammad Aiman, Daisy Mui Hung Kee, Muhammad Saifulhaq Bin Mohamad, Muhammad Sharizul Ukasha Bin Hameem i Ahmad Zulfahmi Bin Zulkafli. "The Role of Leadership and Leaders’ Behavioral Characteristic on Employees: A Study of Petronas Berhad". International Journal of Applied Business and International Management 5, nr 3 (21.12.2020): 63–68. http://dx.doi.org/10.32535/ijabim.v5i3.982.

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Petronas Chemical Group is one of the largest and most popular companies in Southern Asia primarily involved in marketing, manufacturing, and selling diversified ranges of chemical products. The main purpose of this research paper is to determine the role of leaderships and leaders’ behavioral characteristic on employees of Petronas Chemical Group. This study focuses on types of leadership its leaders assert in the working environment to sustain the development of their employees’ performance. This study may strengthen the understanding of the role of leadership or leadership style that will chip in employee job performance.

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Alharbi, Fahad, i Abdoulrahman Aljounaidi. "Transformational Leadership, Transactional Leadership, and Employee Performance". Academic Journal of Research and Scientific Publishing 3, nr 29 (5.09.2021): 58–69. http://dx.doi.org/10.52132/ajrsp.e.2021.294.

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This paper aims to investigate the relationship between independent and dependent variables. First relation between transformational leadership and employee performance. The second relation discuss in this paper between transactional leadership and employee performance. Researcher dependent on previous studies to conduct this research. Based on the previous studies reviewed and discussed, the results showed that the transformational leadership style has weak positive role effect on the employee performance inside organisations that they work in. However, the result of previous studies on the transactional leadership style refers to the strong positive role on employee performance in organisations that they work in. Leaders have to enhance the role of transactional leadership styles in organisations that they manage them, to improve and develop the relationship between them and their subordinates in to increase the performance of their employee. Leaders should not follow the transformational leadership style because the results of previous studies are refer to a weak positive role on employee performance , and need more studies on transformational leadership to prove the role of it in different cultures and organisations. For further research in this scope, researcher recommended to conduct research in different cultures or organisations to determine leadership style has strong positive role on employee performance beside transactional leadership.

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Al Draj, Farooq, i Rashad Al Saed. "Mediating role of employee empowerment for transformational leadership and job satisfaction". Problems and Perspectives in Management 21, nr 1 (25.01.2023): 59–68. http://dx.doi.org/10.21511/ppm.21(1).2023.06.

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The study aimed to investigate the relationship between transformational leadership and job satisfaction. In addition, it analyzes whether employee empowerment mediates the mentioned relationship. Data were collected from 228 employees of pharmaceutical companies in Jordan (Al Hayat Pharmaceutical Industries, Al Hikma Pharmaceutical Company, and Jordan Swedish Medical Products). The study employed SPSS for data analysis and hypotheses testing. The findings reveal a statistically significant impact of transformational leadership on job satisfaction, empowerment on job satisfaction, transformational leadership on empowerment, and transformational leadership on job satisfaction through empowerment in Jordanian pharmaceutical firms. Furthermore, the results showed that the beta value represents the relative importance, where the intellectual stimulation factor reached the highest level in the size of the impact on the dependent variable, and its value was 0.37 of the total impact. In contrast, inspirational stimulation was the second factor, then the idealized influence factor with 0.30, while the smallest impact size was shown by the dimension of individualized consideration with approximately 0.151. This result indicates the leader’s weak interest and respect for subordinates. The study recommended adopting transformational leadership, supporting employees by empowering them, and conducting more studies on transformational leadership and empowerment in the future.

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Kittikunchotiwut, Ploychompoo. "Role of transformational leadership and transactional leadership on organization innovation". Business & IT IX, nr 2 (2019): 2–17. http://dx.doi.org/10.14311/bit.2019.02.01.

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Gronn, Peter. "Substituting for leadership: The neglected role of the leadership couple". Leadership Quarterly 10, nr 1 (marzec 1999): 41–62. http://dx.doi.org/10.1016/s1048-9843(99)80008-3.

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Canterino, Filomena, Stefano Cirella, Beatrice Piccoli i Abraham B. (Rami) Shani. "Leadership and change mobilization: The mediating role of distributed leadership". Journal of Business Research 108 (styczeń 2020): 42–51. http://dx.doi.org/10.1016/j.jbusres.2019.09.052.

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Wang, Jue, Hae-Ryong Kim i Byung-Jik Kim. "From Ethical Leadership to Team Creativity: The Mediating Role of Shared Leadership and the Moderating Effect of Leader–Member Exchange Differentiation". Sustainability 13, nr 20 (13.10.2021): 11280. http://dx.doi.org/10.3390/su132011280.

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Alongside ethical leadership’s effectiveness on team creativity, the superiority of shared leadership has been emphasized in the literature. Based on role theory, social information processing theory, and allocation preferences theory, this study suggests that shared leadership functions as a critical intermediating mechanism to explain the influence of ethical leadership on team-level creativity. Moreover, the dispersion value of leader–member exchange (LMXD) moderates the influence of ethical leadership on shared leadership. To empirically test our hypotheses, this paper used multisource samples and team-level data with moderated mediation model with PLS-SEM method. This study targeted a sample of 30 leaders and 233 team members who work at HRD Korea where a team structure is utilized. The results of structural equation modeling showed that ethical leadership increased shared leadership, and ethical leadership and shared leadership both positively affected team creativity. Shared leadership functioned as a crucial mediating factor in the ethical leadership–team creativity link. Moreover, the team-level LMXD moderated ethical leadership effectiveness on creativity via shared leadership.

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Ramadhan Al-Harethi, Abobakr, Saliza Abdul Aziz i Idawati Ibrahim. "Moderating role of leadership on factors influencing tax administration efficiency". Problems and Perspectives in Management 20, nr 2 (14.06.2022): 389–401. http://dx.doi.org/10.21511/ppm.20(2).2022.32.

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The current study targets to examine the relations between motivation, attitude, job satisfaction, and tax administration efficiency with leadership as a moderator from the tax employee’s perspective using the Yemeni environment. The questionnaires were distributed among 505 employees of the Yemeni Tax Authority as part of the survey technique, exactly from six governorates. As a result, 306 questionnaires were appropriated for further analysis. Respondent data were analyzed using SPSS.23 and PLS software. The analysis results manifest that motivation, attitude, and job satisfaction significantly influence tax administration efficiency. Whereas motivation presents about 40% of the influence, attitude is about 31% of the influence, and job satisfaction is about 15% of the influence on the efficiency of tax administration. Furthermore, for the influence of leadership as a moderating variable, it was found to moderate the impact of job satisfaction and attitude on tax administration efficiency (β = 0.157; P &lt; .001; β = 0.105; P &lt; .01). On the contrary, the findings also show that leadership cannot moderate the correlation between motivation and tax administration efficiency (β = –0.061; P &gt; .05). The findings of this study are helpful for the tax administration in the context of Yemen. AcknowledgmentsIt is our pleasure to thank Seiyun University and Universiti Utara Malaysia for their continuous support in the completion of this work. Appreciation also goes out to the anonymous reviewers, who had supplied excellent advice and comments.

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Lajoie, Denis, Jean-Sébastien Boudrias, Vincent Rousseau i Éric Brunelle. "Value congruence and tenure as moderators of transformational leadership effects". Leadership & Organization Development Journal 38, nr 2 (3.04.2017): 254–69. http://dx.doi.org/10.1108/lodj-04-2015-0091.

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Purpose Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested. Design/methodology/approach Self-reported data were collected from 1,934 employees of a large public organization. Findings Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees. Research limitations/implications Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators. Practical implications The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors. Originality/value This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

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Sibbald, Tim. "The Role of Subject Associations in Leadership". International Journal for Leadership in Learning 22, nr 1 (20.06.2022): 425–35. http://dx.doi.org/10.29173/ijll17.

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There is little research regarding subject associations though they have existed and contributed to education since Victorian times. Many jurisdictions report having many subject associations that share characteristic activities of conferences, workshops, publishing, and curriculum supports. These often foster grassroots leadership development that can, but do not have to, interact with formal school board defined leadership hierarchies. This article considers how subject associations fit with different theories of leadership including hierarchal and instructional leadership, transformational leadership, and distributed leadership. Difficulties with existing models of leadership are clarified and suggest issues suited to systematic research.

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Freihat, Sultan. "The role of transformational leadership in reengineering of marketing strategies within organizations". Problems and Perspectives in Management 18, nr 4 (17.12.2020): 364–75. http://dx.doi.org/10.21511/ppm.18(4).2020.29.

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The current study aims at examining the role of transformational leadership in paving the way for well-built reengineering of marketing strategies within the healthcare sector in Jordan. Depending on a quantitative approach, 312 questionnaires were distributed to individuals within hospitals: 105 questionnaires – healthcare centers, 75 questionnaires – outpatient clinics, and 33 questionnaires – general medicine clinics in Jordan. The study results indicated as a start better employment of transformational leadership within hospitals compared to clinics and healthcare centers, which can be attributed to the size and capacity of the healthcare institution. The study also indicated an influence of transformational leadership in paving the way for reengineering of marketing strategies within the healthcare sector in Jordan attributed to all transformational leadership characteristics. Among these characteristics, it appeared that the most influential transformational leadership characteristic was “individualized consideration”, scoring a Beta value of 0.421. This meant that the individualized consideration that transformational leadership has can nurture creativity and innovation among individuals to use their talents, experiences, and skills to present new and novel approaches to managing the business. This individualized consideration helps manage the change approach that may appear within the reengineering process and cooperate with employees to embrace such change. The study recommended following transformational leadership as an approach within the organization to manage change and arm employees with a suitable leadership style that can prepare the environment for a well-prepared reengineering of marketing strategies.

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Shah, Syed Mir Muhammad, Manzoor Ali Mirani, Pervaiz Ahmed Memon i Niaz Ahmed Bhutto. "Moderating Role of Performance Appraisal Politics between Transactional Leadership, Transformational Leadership and Job Performance: A Proposed Research Framework". Scholars Journal of Economics, Business and Management 3, nr 6 (czerwiec 2016): 309–15. http://dx.doi.org/10.21276/sjebm.2016.3.6.1.

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Junaidi, Juliyana, Latifah Abdul Majid i Mohd Arif Nazri. "The Role of Quran and Sunnah in Solving Leadership Failure". ‘Abqari Journal 27 (29.09.2022): 1–12. http://dx.doi.org/10.33102/abqari.vol27no1.527.

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Social injustice issues that are skyrocketing in recent times have garnered attention from various parties. One of the issues includes leadership failure, which has caused an immense impact on the social structure. Strong leadership is essential in shaping society as it affects the growth of civilization. Unfortunately, the role of the Quran and Sunnah in guiding the leadership path has been abandoned by the leaders hence resulting in its crisis. Even though many scholars have provided the discussions of leadership’s crisis solutions, most of them are secular in essence due to the roles of revelations that have been continuously ignored and seen as irrelevant in the postmodern era. Therefore, this qualitative study aims to provide solutions to leadership failure through the exploration of the Quran and Sunnah. This study utilises the content analysis method to collect data whereby it combines descriptive and analytical approaches. First, the indicators of leadership incompetence are identified. Next, the solutions to these issues are analysed based on the Quran and Prophetic Sunnah. The result demonstrates that the Quran and Sunnah provide the best solution in solving leadership failure. Moreover, the divine revelations provide guidance to be a good leader for society so that a strong community will be built. The article unfolds five solutions, namely self-assessment before becoming a leader, selection of a strong and highly moral/ virtuous individual as a leader, fair distribution of wealth and opportunities, implementation of a just retribution system, and providing equal rights to different levels of people. Hence, the study is significant in emphasising the roles of revelation that should not be abandoned due to the timeless characteristics of the Quran and Sunnah.

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Haqi, Faruq Ibnul, i Sri Tuntung Pandangwati. "Mayoral Leadership in Shaping Urban Beautification in Surabaya and Aspects Influencing Its Capacity". EMARA: Indonesian Journal of Architecture 6, nr 2 (14.02.2021): 91–104. http://dx.doi.org/10.29080/eija.v6i2.1035.

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Leadership has an expansive meaning because it is a field study that comprises several different dimensions such as psychology, management, organization, and politics. On the other hand, the study of leadership’s role on urban development issues is still relatively scarce, especially in developing countries. The literature shows that local governments under the mayor as the highest-ranking position of municipal prioritise urban development is very much a function of socio-cultural norms and leadership styles. Therefore, mayoral leadership is vital regarding local government interventions to promote urban beautification in Indonesia. It is undeniable that leadership is a significant aspect of urban governance. Taking a case study in Surabaya, evidence shows that leadership plays important roles in urban governance, especially in facilitating and advising processes. Drawing on analysis of relevant documents, literature, and interviews with key decision-makers in Surabaya, the findings indicate that the quality of mayoral leadership has played a vital role in enhancing the beautification of urban form in Surabaya as a result of the urban design process. The mechanisms underlying this role include that the mayor has a sound understanding of the urban design and has been able to intervene to insist on good urban design as policy and has the standing to approach officials and community members on the urban beautification process. The quality of mayoral leadership has played a vital role in shaping the better urban beautification of Surabaya. A Mayor who has a wide-ranging grasp of urban design has advantages for the local government.

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Maheshwari, Shilpa Kabra, i Jaya Yadav. "The role of HR in leadership development". Development and Learning in Organizations: An International Journal 33, nr 5 (2.09.2019): 20–23. http://dx.doi.org/10.1108/dlo-11-2018-0141.

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Purpose Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability. Design/methodology/approach Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development. Findings The study proposes the HR PACE model for the role of HR in leadership development. Practical implications This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations. Originality/value While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.

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Xue, Ying, Xiyuan Li, Hongmei Wang i Qiu Zhang. "How Employee’s Leadership Potential Leads to Leadership Ostracism Behavior: The Mediating Role of Envy, and the Moderating Role of Political Skills". International Journal of Environmental Research and Public Health 17, nr 9 (28.04.2020): 3080. http://dx.doi.org/10.3390/ijerph17093080.

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Recently, research on the leadership potential of employees has gradually attracted the attention of scholars. However, further exploration is required to better understand the upward influence of employee’s leadership potential on their leaders. This study examined the mechanisms behind the impact of employee’s leadership potential on leadership ostracism behavior. Moreover, the mediating role of leader’s envy and the moderating role of employee’s political skills in the relationship between employee’s leadership potential and leadership ostracism behavior were investigated. The results of an empirical analysis of 221 employee–leader pairs, studied over multiple periods, are as follows: employee’s leadership potential had a significant positive impact on leader’s envy and leadership ostracism behavior; leader’s envy had a significant positive impact on leadership ostracism behavior; and leader’s envy mediated the relationship between leadership potential and leadership ostracism behavior. In addition, employee’s political skills negatively moderated the indirect effect of leadership potential on leadership ostracism behavior through leader’s envy. The leadership potential of employees with more political skills appeared to have less influence on organizational ostracism via leader’s envy. This study explored the “dark-side” of employee’s leadership potential by understanding its impact on their leaders; the findings have theoretical and practical significance for companies.

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Longenecker, Clinton, i Gary S. Insch. "Senior leaders’ strategic role in leadership development". Strategic HR Review 17, nr 3 (11.06.2018): 143–49. http://dx.doi.org/10.1108/shr-02-2018-0014.

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Purpose The purpose of this paper is to identify the specific practices senior leaders need to engage in to best support their organization’s leadership development initiatives. All organizations invest billions of dollars around the world in leadership development, but there is surprisingly little attention given to the important role that senior leaders play in supporting these efforts. This paper draws upon focus group research with those responsible for designing and implementing leadership development initiatives to identify the strategic role senior leaders play in formal leadership development efforts. Design/methodology/approach To explore this issue, we conducted structured focus groups with over 250 executives, HR leaders and talent managers from over 30 different global organizations. Participants were responsible for leadership development in their respective organizations, averaged 44 years of age, 18 years of work experience, and were 54 per cent men and 46 per cent women. These focus groups were being used to solicit the input of those responsible for leadership development to identify the specific things senior leaders need to do to best support these leadership development efforts. The participants were asked to answer the following question, “Based on your experience, what specific things do senior leaders in your organization need to do to best support your efforts at developing high performance and strong leadership talent?” Findings Focus groups identified a series of key senior leader behaviors that are necessary to support an organization’s leadership development efforts. These findings, included the importance of senior leadership commitment to the process, the identification of specific leadership behaviors necessary to support these initiatives, the requirement of clearly understanding the organizations leadership development process, providing appropriate financial, staffing and technology resources to support these efforts, creating a climate of continuous learning and role modeling appropriate behaviors, among other findings. Research limitations/implications While the focus groups in this research and the subsequent qualitative and quantitative analysis of the findings were rigorous, the participants were not a randomly selected group and were by definition a convenience sample. At the same time, the implications of this research are significant on this important subject and provide a solid baseline for both practitioners and researchers alike to help explore, identify and build on best practices for senior leaders to support organizational leadership development initiatives. Practical implications Leadership is the key to success in any organization. To maintain that success, leadership development and continuous learning is imperative. This paper provides ten specific practices based on the focus group research that can help senior leaders create a more supportive environment for effective leadership development initiatives. The methodology used to identify these factors can be duplicated in other organizations to help them build an appropriate model for senior leader support for leadership development in their enterprise. Social implications The social implications for improving any organizations’ leadership is significant. It is known that effective leaders foster innovation, improve teamwork, create a more positive workplace, drive continuous improvement in quality, reduce turnover and improve the financial performance of most enterprises. With this backdrop, organizations can and must do everything in their power to accelerate leadership development and to engage in activities that do so. This paper will help pinpoint leaders and leadership development researchers and experts in that direction. Originality/value This manuscript offers a unique perspective on the role of senior leaders from the perspective of those who design leadership development programming in their organizations. And given both the readership and focus of this journal, this is an important perspective which takes into account the operational demands of leadership development in the strategic role senior leaders play in supporting these efforts.

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Mayfield, Milton, i Jacqueline Mayfield. "Sound and Safe: The Role of Leader Motivating Language and Follower Self-Leadership in Feelings of Psychological Safety". Administrative Sciences 11, nr 2 (12.05.2021): 51. http://dx.doi.org/10.3390/admsci11020051.

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This manuscript presents a study on how leader motivating language and follower self-leadership act to influence a follower’s feelings of psychological safety. This study found that both constructs significantly influenced psychological safety in samples from India and the USA. Additionally, this study found that this influence occurred through the mediating processes of trust in leadership, leader inclusiveness, and role clarity. These mediators fully explained motivating language’s relationship with psychological safety, but only partially explained self-leadership’s relationship. Differences existed in the model between samples, but self-leadership showed an overall consistency between the samples for most relationships. Follow-up analysis indicated that self-leadership without leader communication support lead to a weak or non-existent relationship between self-leadership and psychological safety, but a positive and relatively strong relationship in the presence of motivating language.

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Xie, Wenxin. "Leadership Attributions: The Role of Environmental Uncertainty and Communal Leadership Schemas". Academy of Management Proceedings 2019, nr 1 (1.08.2019): 19165. http://dx.doi.org/10.5465/ambpp.2019.285.

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Allen, George P., W. Mark Moore, Lynette R. Moser, Kathryn K. Neill, Usha Sambamoorthi i Hershey S. Bell. "The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy". American Journal of Pharmaceutical Education 80, nr 7 (25.09.2016): 113. http://dx.doi.org/10.5688/ajpe807113.

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Chreim, Samia, i Kate MacNaughton. "Leadership in Health Care Teams: Constellation Role Distribution and Leadership Practices". Academy of Management Proceedings 2014, nr 1 (styczeń 2014): 11415. http://dx.doi.org/10.5465/ambpp.2014.11415abstract.

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Kramer, Michael W. "Shared Leadership in a Community Theater Group: Filling the Leadership Role". Journal of Applied Communication Research 34, nr 2 (maj 2006): 141–62. http://dx.doi.org/10.1080/00909880600574039.

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Kempster, Steve, Brad Jackson i Mervyn Conroy. "Leadership as purpose: Exploring the role of purpose in leadership practice". Leadership 7, nr 3 (sierpień 2011): 317–34. http://dx.doi.org/10.1177/1742715011407384.

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Zhang, Yan, i Yun-Hui Xie. "Authoritarian Leadership and Extra-Role Behaviors: A Role-Perception Perspective". Management and Organization Review 13, nr 1 (marzec 2017): 147–66. http://dx.doi.org/10.1017/mor.2016.36.

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ABSTRACTAuthoritarian leaders make unilateral decisions and prevail over subordinates. Such leadership, as a style of exercising formal authority and position power, may inhibit employees’ extra-role behaviors in the hierarchical role structure. We explore employees’ role perceptions to better understand how supervisors’ authoritarian leadership decreases extra-role behaviors (OCBs). Authoritarian behavior is expected to generate subordinate perceptions of role conflict, role ambiguity, and role overload, with consequent negative effects on OCB. Hypotheses are tested using data from 613 subordinate – supervisor dyads. Empirical results indicate that authoritarian leadership increases subordinate role conflict and overload which then decreases OCB. Authoritarian behavior also increases role ambiguity, but role ambiguity is not associated with OCB. The article concludes with research suggestions and practical implications.

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Iswahyuni, Iswahyuni, Hermina S i Angela Efianda. "Role of Communication in Organizational Leadership". International Journal of Multicultural and Multireligious Understanding 8, nr 4 (3.04.2021): 150. http://dx.doi.org/10.18415/ijmmu.v8i4.2558.

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An organization of communication plays an important role for good relationships inside, outside and between the organization itself. The primary role within the organization is the human relations and public relations, so that will be integrated relationships among them. To simplify the process of achieving goals, relations that are external to be created, developed and constructed well. Leadership is an attempt to influence people through communication to achieve goals by influencing people with instructions or orders that cause others to act or respond. Leadership includes the importance of the communication process, so that the essence of leadership is communication, so communication is very important in leadership.

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Hart, David K., i Ralph Clark Chandler. "The Leadership Role of Public Administration". Public Administration Review 50, nr 2 (marzec 1990): 265. http://dx.doi.org/10.2307/976873.

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Lasley, Joe. "Role‐playing games in leadership learning". New Directions for Student Leadership 2022, nr 174 (czerwiec 2022): 73–87. http://dx.doi.org/10.1002/yd.20501.

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